Category: career

career, economy, education, money, Real Simple, relationships, travel

A framework for getting through tough times, economic or otherwise

Christa Avampato

With the current state of the economy, every news cast, newspaper, magazine, and radio station has been offering a nightly segment on making our money go further by cutting expenses, shifting our investments, and finding places with bargains. Money experts like Jean Chatzky and Suze Orman are encouraging us to live within or below our means, pay down bad debt, and save, save, save. While a lot of these tips are very helpful, they are just that – suggestions and tips. I haven’t seen a consistent, customizable framework to help us cope with specific, difficult challenges we’re facing on so many fronts. Until yesterday.


I’ve been a loyal subscriber to Real Simple Magazine for several years. I look forward to its arrival each month and it’s one of the few publications I read cover to cover every time. This month, their resident motivator, Gail Blanke, wrote a column entitled “How to Thrive in Tough Times.” I expected another set of high quality tips and hints on personal cost cutting. What I found instead was much more valuable. 


A personal and executive coach, Gail offered exactly the kind of framework I have been looking for when evaluating a challenge and formulating a way to overcome it. A fun five-step process takes us through naming and evaluating the challenge, considering possibilities, and then taking action. 


Step 1 involves naming the problem in a discrete way and then asking, “can we do anything about our situation to quickly make the problem disappear?” If no, proceed to step 2. Gail’s example in the article talks about a family who can’t afford to take vacation this year because of the tough economy. 


Step 2 we consider all of the things we’re missing out on or losing as a result of the problem. This can be an emotional coming to terms so take your time going through this step, face each fear and loss head-on, and then keep going. 


Step 3 now that we have faced what we’re losing, consider a new possibility. This can be the most difficult step because we now have to let go of what we are losing and imagine a new reality. Eventually, the family Gail was working with formulated the big idea of having a vacation at home. 


Step 4 now the fun begins. It’s time for imagining impossible things in the hope that we can make some of them possible. This is a free-for-all brainstorm. No idea is a bad idea in step 3 – get it all out there without considering limitations. This is your license to get completely carried away. The family in Gail’s example came up with ideas like taking Latin dance lessons together, cooking classes, and visiting all of the local museums in town.


Step 5 leads us on the path to reflection. We put the best of the ideas from step 4 into action, and put our best foot forward in making them a reality. No half-hearted efforts here. And then carefully consider how this new found possibility is different and even better than the opportunity we had to miss out on in these tough times. Step 5 will be a work in progress for some time, and it may teach us that while the hard times are tough to initially confront, they end up creating the circumstances for which we are most grateful. 


I hope this framework helps us all consider new realities that we must create in order to move forward, even in the toughest of times. It’s valid for personal matters, as well as professional, and can be used by anyone regardless of circumstances. It has enough structure to serve as a gentle guide and enough flexibility to make it valid in a myriad of situations. It can be used by individuals, families, and companies. Many thanks to Gail and Real Simple for finally offering up a tool that we’ll be able to use for many years to come. 

art, career, technology, work

Writing with Pencil

Christa Avampato

During a slow week at work I have been hunting around for projects that add value and help out a colleague who may be drowning. My friend, Kate, needed help drafting planograms, drawings that layout where each type of product goes in a specific area of the store. I got several dozen blank layouts, on paper, and spent the day with a pencil in hand, putting together pieces of the puzzle. 


I got lost in the work, forgetting to eat lunch, not watching the clock. After many long hours in front of my computer, putting pencil to paper was a welcome change. And I considered how long it’s been since I actually scribbled anything of value on paper – aside from my shopping and to-do lists. My life has become decidedly digital. 


This realization gave me great hope. As many gadgets and gizmos and electronics invade our lives, there still is nothing like the feeling, the experience, of working with our hands – whether it’s drawing, painting, sculpting, even gardening and cooking. I was so happy to be disconnected from my computer, to be lost in a world where it was just me, my creativity, and a few guidelines from Kate. That simplicity was comforting, and I felt like it was an honest and useful day of work. What more could I ask for?  

business, career, leader, leadership

What legacy says about leadership

Christa Avampato

A friend of mine was recently telling me about a company he recently left after a 10-year tenure. He had the privilege to work for the CEO for the last half of his time there, and is still inspired by that CEO’s clarity about the business and his ability to inspire everyone at the company. The CEO recently retired – a move that was a long-time coming. And the company is in turmoil as a result of the leadership vacuum created in the wake of the CEO’s departure. All of the executives are talking about leaving; without the CEO they feel lost.

My friend reveres that CEO as the greatest leader he has ever worked with. “See look what he built – the company can’t survive if he’s gone! That’s the mark of a great leader,” he said to me. I’m not so sure. After my recent conversation, I am left wondering what it says about a leader if their company’s success is driven by their presence. We all want to be wanted, and needed, and all want to feel that special sense that comes with being irreplaceable. Being irreplaceable creates a lot of burden, and ultimately negatively effects the lives of the people who work for that CEO in a profound way.

At the very least, cultivating that idea of being irreplaceable is irresponsible. The truth is that none of us will live forever, no matter how much we exercise, or how well we eat, or how often we monitor our health. And with job switching being so commonplace in today’s economy, on average each of us will change jobs almost 10 times in our lifetime. If a company falls apart due to one person’s departure, it means that leader didn’t create an active succession plan, and maybe the vision he or she inspired was not sustainable, and therefore not successful in the long-term.

I think about my recent trip out to LA to visit with Disney. Walt Disney died in 1967, a very young man, from lung cancer. From the time of his diagnosis, he had a year to live. And so much more he wanted to do. Even as he was building a company on imagination and achieving the impossible, a company that bore his name, he was also building something much more valuable – a company that could live on without him because of the brilliant and creative people he had the foresight to surround himself with. He passed the torch to a very capable group of people, who brought in even more capable people, to allow for continued growth decades later. To me, leaving a legacy that lasts in your absence if the greatest mark of successful leadership.

The photo above can be found at http://darkstar.holtz.com/hct/ee/images/uploads/hk-ceo.jpg

career, family, news, politics, Tim Russert

Tim Russert

Christa Avampato

I read the news flash of Tim Russert’s passing with the same shock as others. “What?” I said out loud, despite the fact that I was alone in my apartment. I have previously written about my addiction to the news. I’ll give up chocolate and ice cream before I’ll give up the news. And Tim Russert has been a part of my news watching for as long as I can remember. 


I never met him, never even saw him in a rare celebrity sighting during my years in Washington, D.C., though I felt like I knew him very well. Whenever a primary or election or press conference was happening, I was eager to watch how he would crunch the numbers and determine a politician’s answers to his tough and fair questions. I believed every one of his predictions without hesitation, and  appreciated his honesty in the often less-than-honest industry of politics.


I am deeply effected by his passing for more reasons than just missing his political commentary. I admired him for how he relished his work with the gusto than many people reserve for their personal hobbies and interests. And it set me to thinking about what career I want to make my life’s work. What path do I take that I will love as much as Tim Russert loved his?  To find that path seems the best way to honor his contribution to our society. 


It’s seems unfair that he would be taken so suddenly, right before a holiday that celebrates one of his favorite roles, father, and on the eve of possibly the most historic election in our country’s history. We’ve relied on him for so long to steer us through the complexities of the political world and now we’ll need to navigate on our own. 

career, friendship, job, relationships

The tough truth about honesty

Christa Avampato

Getting what you want is tough. Figuring out what you want is even tougher. A seemingly simple sentence like “follow you bliss” or “do what you love” becomes exceedingly complicated when closely examined. Whether you’re trying to get what you want or what will make you happy, not always the same thing, in a job, a relationship, a friendship, or the city you live in, getting what you want requires honesty. Sometimes brutal honesty. And to be honest you have to get real and dig out the truth, even if you don’t really want to see it.

A year after graduating with our MBAs, some of my friends are at that one year mark when they’re trying to decide whether or not to move forward in their current jobs. They’re confronting some disappointments – a few have a different boss than they started with a year ago, a few have been shuffled into completely different responsibilities, and a few realize that they fell hook, line, and sinker for all that wining and dining companies did during recruiting season.

This last group I don’t feel quite so bad for. If you couldn’t see that wining and dining for what it really was, then you needed to learn the lesson the hard way. The two former groups I have enormous sympathy for. They signed up for a specific journey, to do what they truly wanted to do, and they spent a long time considering many different factors that are the ingredients to happiness. And then without warning, the picture changed and all of a sudden they ended up doing something they don’t really like at all, despite their best efforts.

Disappointment is tough to deal with. Doing something about that disappointment it tougher. A heart to heart with yourself or the person causing the disappointment can help. Some times the differences can be resolved and you can get what you want by taking action. So while summoning the courage to be honest can be a Herculean task, if in the end you are happier, it’s worth the effort.

The true difficulty comes into play when you make ever effort to get what you want, realize your situation is not going to improve, and then you either have to tough it out, unhappy, or walk. And there’s often no right answer in this instance that is immediately apparent. Unhappiness makes it tough to get up in the morning, and it pervades every facet of your life. Walking away into the unknown is sometimes not even possible, or at the very least it’s frightening. Sometimes it is easier to deal with the devil we know rather than the one we don’t.

I put my best foot forward to get what I want. I have the hard conversations. I take a lot of time (and I am lucky that I have the luxury of time) to reflect and consider my happiness. I am patient for a considerable amount of time. For reasons that are too long to list here, I am obsessive about being happy – I just cannot imagine being content for a moment in another state. When I’m in a funk I’ll do what it takes, even if it’s uncomfortable, to get back to happy. When it comes to getting what you want, having non-negotiables helps.

career, employment, job, New York Times, work

Me, Inc. brand promise

Christa Avampato

After the articles in the New York Times yesterday and today regarding an all-time high in the increase of month-over-month unemployment, I am thanking my lucky stars that I have a good job. I also feel for my friends who are just graduating from school with large loans and a smaller number of job prospects than graduates had just one year ago. And I think of my friends who want to move on from where they are, and are frustrated with the lack of openings to move to. 

In my career, I have changed jobs fairly often, mostly because the industries I was in demanded it. In theatre and in nonprofit, you often have to move on to move up. I recently met two people with the completely opposite type of resume. One has been at his job for 8 years and the other for 24 years. In years past, that kind of dedication would be relished by companies. Today, many companies wonder why anyone would stay one place for so long, and they wonder why I have changed jobs as often as I have. It seems that we are in a time when all career moves, regardless of tenure at a company must be justified.  

What if we could turn the paradigm of job hunting on its head? What if we, and possible employers, looked at every employee as their own CEO of their own brand, “Me, Inc.” and evaluated what all of those “Me, Inc.”s could do for the company? My friend and mentor, Richard, is a perfect example of this kind of outlook. His personal brand promise is that he realigns companies, or specific departments within companies, especially those that are in turmoil, and gets them going in the right direction again. Once finished with the alignment, he leaves a competent team in place and moves on. He doesn’t enjoy keeping the boat going on course once it knows its destination. He prefers the messy of business of turning it around rather than maintaining smooth sailing.

What if we could all do that – what if we could drop into an organization, do work that plays to our strengths and what we enjoy, and then pass it on to someone for the next step necessary, and the step that that next person happens to be good at and enjoys? Why does it need to be about stick-to-it-iveness? Why can’t it be about doing what we love, in the areas in which we are talented, for as long as that lasts? ‘d like to believe that the answer is that we can, and should do that, and eventually the working world will catch on.  

The photo above can be found at http://www.logoblog.org/wp-images/logo-branding.jpg 

adventure, career, creative process, creativity, job, technology, youth

Is experience everything?

Christa Avampato
I have been thinking about experience on a regular basis lately. I notice that every time someone mentions wanting to do something new be it a hobby, a job function, or even related to travel or choosing a new city, one of the first questions people ask them is, “Do you have any experience with that?” or “Have you ever been there or done that before?” 
I got asked this question all the time about a year ago as I was interviewing for jobs post-MBA. It seemed that experience counted for far more than my education or my interests. I actually went to one interview in which an interviewer asked me what the hell I was doing there because I had never worked in the industry the the company was in. When I mentioned that the company, in desperate need of a turnaround, needed fresh eyes to look at old problems to find new solutions, the interviewer looked at me as if I had begun speaking in an unknown language. 
And in a manner of speaking, I guess it was a new language – the language of youth and energy and passion, three things the interviewer did not possess. And I don’t mean youth in terms of age, but rather in terms of attitude and thinking. The interviewer refused to believe that any problem could be solved using new methods. It was very much an “I’ve been there, done that” kind of deal. And then I considered the incredible success of Silicon Valley – it is an industry that was largely built by people who had no experience in the areas they were trying to master. They couldn’t have experience because they, and the world for that matter, were venturing into unknown territory. It was a great blessing that no one had the ability to say, “Well, when I was at X company, we did it this way.” With that attitude, we may have never been able to witness the www as we know it. 
I mentioned this concern about “old thinking” to my friend, Dan, recently, and he said that this may very much be a function of just getting older and more experienced. And that got me thinking, and then it got me worried. Am I destined to become one of those people who believes she has seen it all before, someone who will eventually discard the energy and fascination with newness that so many young people have?
No. I’ve decided that I just won’t be that way. I can’t be that way, for the sake of my own success if nothing else. So I keep challenging myself to go places and do things that I’ve never done before. I do things that scare me. Things that I believe are beyond the scope of my ability. And this is critical to retaining youth – because even if I fail at these new ventures, at least it will remind me that I don’t everything about anything. It will remind that there is always, always something new to learn. 
business, career, Fast Company, leader, leadership

Anatomy of a Leader

Christa Avampato

My boss and I had a conversation a few months ago about young, bright people who enter large corporations and often feel stifled. They move around in the early part of their career, making a different where they can, and eventually amassing enough experience to get them their own group to manage. In the process, they have accumulated a lot of frustration and an vow that they will never treat their team members as anything less than true partners. And despite their best intentions, they some times fall short and their own young team members begin to see them they way that they once saw their own over-bearing bosses. 


So what’s a young leader to do to uphold their promise to treat their new teams the way they always wanted to be treated when they were new to the world of work? Bill Taylor of Fast Company took on that challenge in a recent article in the Harvard Business Review. I don’t know how long the link to the article will work and the information in it is so critical for young leaders that I have pasted it below. A word to the wise: take notes on Taylor’s comments and when you get that big leadership job, post them up at your desk. Your team will thank you, and they’ll stick around.


I spend a lot of time thinking and writing about the challenges of talented young people frustrated with life inside big organizations—game-changers who spend much of their time questioning authority . In this post, I’d like to turn the tables and address talented young people who find themselves exercising authority: leading a project team, running a product-development group, starting a new business unit.

If you’re the new boss, how do you make sure that you don’t repeat the bad habits of the old bosses who drove you crazy? My advice is to develop solid answers to five make-or-break questions for aspiring leaders.

1. Why should great people want to work with you? The best leaders understand that the most talented performers aren’t motivated primarily by money or status. Great people want to work on exciting projects. Great people want to feel like impact players. Put simply, great people want to feel like they’re part of something greater than themselves.

Early on in their company’s history, Google’s founders made clear that they considered the talent issue a make-or-break strategic issue for the future. So they published a Top Ten list of why the world’s best researchers, software programmers, and marketers should work at the Googleplex—and never once did they mention stock options or bonuses. Reason #2: “Life is beautiful. Being part of something that matters and working on products in which you can believe is remarkably fulfilling.” Reason #9: “Boldly go where no one has gone before. There are hundreds of challenges yet to solve. Your creative ideas matter here and are worth exploring.”

What’s your version of Google’s Top Ten list? Have you set out the most compelling reasons for great people to work on your team, in your division, at your company?

2. Do you know a great person when you see one? It’s a lot easier to be the right kind of leader if you’re running a team or department filled with the right kind of people. Indeed, as I reflect on the best workplaces I’ve visited, I’ve come to appreciate how much time and energy leaders spend on who gets to be there. These workplaces may feel different, but the organizing principle is the same: When it comes to evaluating talent, character counts for as much as credentials. Do you know what makes your star performers tick—and how to find more performers who share those attributes?

3. Can you find great people who aren’t looking for you? It’s a common-sense insight that’s commonly forgotten: The most talented performers tend to be in jobs they like, working with people they enjoy, on projects that keep them challenged. So leaders who are content to fill their organizations with people actively looking for jobs risk attracting malcontents and mediocre performers. The trick is to win over so-called “passive” jobseekers. These people may be outside your company, or they may be in a different department from inside your company, but they won’t work for you unless you work hard to persuade them to join.

4. Are you great at teaching great people how your team or company works and wins? Even the most highly focused specialists (software programmers, graphic designers, marketing wizards) are at their best when they appreciate how the whole business operates. That’s partly a matter of sharing financial statements: Can every person learn how to think like a businessperson? But it’s mainly a matter of shared understanding: Can smart people work on making everyone else in the organization smarter about the business?

5. Are you as tough on yourself as you are on your people? There’s no question that talented and ambitious young people have high expectations—for themselves, for their team or company, for their colleagues. Which is why they can be so tough on their leaders.

The ultimate challenge for a new boss who is determined not to be the same as the old boss is to demonstrate those same lofty expectations—for their behavior as leaders. One of my favorite HR gurus, Professor John Sullivan of San Francisco State University, says it best: “Stars don’t work for idiots.”

So here’s hoping that your team or department is filled with stars—and that they never think of you as an idiot.

The above picture can be found at http://discussionleader.hbsp.com/taylor/2008/05/memo_to_a_young_leader_what_ki.html

business, career, corporation, education, success

How to Be Smarter

Christa Avampato

The definition of intelligence, its measurement, and the belief that it relies more heavily on nature or nurture are all up for debate. In discussions on intelligence, there does seem to be general agreement that there are steps any person can take to make the most of the intelligence they have. 

The New York Times ran an article this week detailing some of the methods of maximizing intelligence: exercise, a pursuit of lifelong learning, sufficient sleep, and challenging ourselves with riddles, puzzles, and mind-bending games. Though my favorite piece of the article involves its reference to the list Conde Nast released of the 73 top brains in business. And you’d think that list would be chocked full of Ivy-educated, fabulously wealthy finance types. And there are some of the those, though their number is surprisingly, and pleasantly, few.

The majority of Conde Nast’s list is dominated by people who go out of their way to think different, be individuals, people who recognize that differentiation, not assimilation, is the way forward in the world of business. The list includes a collection of people who don’t make headline news, but quietly, in their own way are simultaneously changing the world and building wildly successful companies. 

This list gives us some profound food for thought: our education focuses on test achievement, elite school acceptances, and hitting numerical thresholds. Do we need to have a metric in place in our education system that captures a sense of confidence, an ability to look at challenges with new eyes, and have the courage to forge ahead against adversity, naysayers, and others who wish we’d just “be like everyone else”? Current business successes would suggest that the idea is worthy of consideration. 

business, career, culture

Why a corporate culture matters and needs tending

Christa Avampato

No matter how much the culture of a company is discussed during recruiting events or in media, mainstream or otherwise, I am always amazed by how few companies actually actively measure it. I consider the quality of a company’s culture to be as critical, if not more so, that any other business metric. They track sales, margin, expense rate, and investment. I’ve even heard some executives say that those are the only four numbers that a CEO can actively manage. 


But what about culture? It increases retention time, which certainly lowers expense rate. Dollar for dollar,  investing in retaining top talent is the best investment a company can make. And I am a firm believer in the idea that if a company cares for its talent, its talent will care for its customers, increasing sales and margin. If looked at that way, a CEO could possibly focus a sizable chunk of attention on culture and do very well. If he or she takes care of the culture, the culture will take care of the talent, and the other numbers will fall into line.     


The Financial Post ran an interesting article on culture this past week, and it’s worth the short read. It discusses two companies, Maple Leaf and Starbucks Canada, who actively measure culture and adjust accordingly to preserve its integrity. Managing culture is no easy undertaking, though from the perspective of these two companies, the effort pays off handsomely. 


The picture above can be found at: http://grivina.ru/i/ill/049.jpg