The Start-Up of You

Look at the news these days from the most dynamic sector of the U.S. economy — Silicon Valley. Facebook is now valued near $100 billion, Twitter at $8 billion, Groupon at $30 billion, Zynga at $20 billion and LinkedIn at $8 billion. These are the fastest-growing Internet/social networking companies in the world, and here’s what’s scary: You could easily fit all their employees together into the 20,000 seats in Madison Square Garden, and still have room for grandma. They just don’t employ a lot of people, relative to their valuations, and while they’re all hiring today, they are largely looking for talented engineers.

Indeed, what is most striking when you talk to employers today is how many of them have used the pressure of the recession to become even more productive by deploying more automation technologies, software, outsourcing, robotics — anything they can use to make better products with reduced head count and health care and pension liabilities. That is not going to change. And while many of them are hiring, they are increasingly picky. They are all looking for the same kind of people — people who not only have the critical thinking skills to do the value-adding jobs that technology can’t, but also people who can invent, adapt and reinvent their jobs every day, in a market that changes faster than ever.

Today’s college grads need to be aware that the rising trend in Silicon Valley is to evaluate employees every quarter, not annually. Because the merger of globalization and the I.T. revolution means new products are being phased in and out so fast that companies cannot afford to wait until the end of the year to figure out whether a team leader is doing a good job.

Whatever you may be thinking when you apply for a job today, you can be sure the employer is asking this: Can this person add value every hour, every day — more than a worker in India, a robot or a computer? Can he or she help my company adapt by not only doing the job today but also reinventing the job for tomorrow? And can he or she adapt with all the change, so my company can adapt and export more into the fastest-growing global markets? In today’s hyperconnected world, more and more companies cannot and will not hire people who don’t fulfill those criteria.

But you would never know that from listening to the debate in Washington, where some Democrats still tend to talk about job creation as if it’s the 1960s and some Republicans as if it’s the 1980s. But this is not your parents’ job market.

This is precisely why LinkedIn’s founder, Reid Garrett Hoffman, one of the premier starter-uppers in Silicon Valley — besides co-founding LinkedIn, he is on the board of Zynga, was an early investor in Facebook and sits on the board of Mozilla — has a book coming out after New Year called “The Start-Up of You,” co-authored with Ben Casnocha. Its subtitle could easily be: “Hey, recent graduates! Hey, 35-year-old midcareer professional! Here’s how you build your career today.”

Hoffman argues that professionals need an entirely new mind-set and skill set to compete. “The old paradigm of climb up a stable career ladder is dead and gone,” he said to me. “No career is a sure thing anymore. The uncertain, rapidly changing conditions in which entrepreneurs start companies is what it’s now like for all of us fashioning a career. Therefore you should approach career strategy the same way an entrepreneur approaches starting a business.”

To begin with, Hoffman says, that means ditching a grand life plan. Entrepreneurs don’t write a 100-page business plan and execute it one time; they’re always experimenting and adapting based on what they learn.

It also means using your network to pull in information and intelligence about where the growth opportunities are — and then investing in yourself to build skills that will allow you to take advantage of those opportunities. Hoffman adds: “You can’t just say, ‘I have a college degree, I have a right to a job, now someone else should figure out how to hire and train me.’ ” You have to know which industries are working and what is happening inside them and then “find a way to add value in a way no one else can. For entrepreneurs it’s differentiate or die — that now goes for all of us.”

Finally, you have to strengthen the muscles of resilience. “You may have seen the news that [the] online radio service Pandora went public the other week,” Hoffman said. “What’s lesser known is that in the early days [the founder] pitched his idea more than 300 times to V.C.’s with no luck.”

Thomas Friedman spoke at the SLA Annual Conference this year, saying “average is over. We all need our own special sauce, whipped cream and cherry on top.” In other words we are completing across the street and globe and our differentiators have to make us stand out. So. What is your special sauce?

The Cloud-Based Reference Library


“Search through over 50,000 reference books in under a second.”

This is a very interesting model. And it really shows how the publishing world is continuing to evolve very aggressively.

Working Harder Doesn’t Get You Ahead

By Tony Schwartz

Late last week, I had several different challenging projects on my plate, each with fast-approaching deadlines. Feeling the pressure, I awoke earlier than usual in the morning and got to my desk by 7:00 am.

Four hours later, I was still sitting there, barely having budged from my chair. To my surprise and frustration, I still hadn’t finished my project.

At first, I attributed my failure to the difficulty of the task. But the more I thought about it, the less that made sense.

A Faulty Instinct to Work Harder

Suddenly, it dawned on me. Anxious about all the demands on my plate, I’d defaulted into a way of working that doesn’t work.

I hunkered down, powered through, stayed the course. Along the way, something insidious, inevitable, and mostly unconscious happened.

I started reading emails, and responding to them.  I remembered little things from my to-do list, and decided they were actually quite urgent. I made some phone calls. I rewrote my to-do list. Feel familiar?

This isn’t the sort of thing that should happen to me.  I run a company called The Energy Project, and we’re in the business of energizing individuals and organizations to be more productive and higher performing by learning to balance work with strategic periods of renewal.

Alas, I’m also human. I violated the very lessons we teach.

Professionals live today in a world of relentless demand. To meet their obligations, their default instinct – including mine, if the pressure gets high enough – is simply to push harder.

The problem is human beings aren’t meant to operate the way computers do: at high speeds, continuously, for long periods of time. To the contrary, people perform best when they pulse rhythmically between spending and renewing energy – not just physically, but also mentally and emotionally.

Unfortunately, rest and renewal get no respect in the organizational world. Most managers view the need for downtime as weakness.  The problem is that when their employees work without pause, they very quickly get decreasing incremental returns on each hour invested.

Just as I did, you stop thinking as clearly, creatively, and strategically, and you take more time to get less accomplished.

Though you may not realize it, you’re physiologically designed to operate in cycles of approximately 90 minutes, during which you move from higher to lower alertness.  These phases are called “ultradian rhythms.”

Don’t Ignore Your Body’s Signals

When you need a break, your body sends you clear signals, including fidgetiness, hunger, drowsiness and loss of focus. But if you’re like most people, you override them. Instead, you find artificial ways to pump up your energy: caffeine, foods high in sugar and simple carbohydrates, and your body’s own stress hormones – adrenalin, noradrenalin and cortisol.

Relying on these hormones for energy prompts the state we all know as “fight or flight.” It’s great for escaping danger, and terrible for performance. In fight or flight, people become less capable of thinking clearly and reflectively, more emotionally volatile, and  burn down their energy at a rapid rate.

The Value of Working in Spurts

The counterintuitive secret to great, sustainable performance is to live like a sprinter. In practice, that means working with the high intensity, uninterrupted, for periods no longer than 90 minutes, and then taking a break to renew and refuel.

For the first several books I wrote, I typically sat at my desk for 10 or even 12 hours at a time. There was no way to stay fully engaged the whole time, so I found ways to distract myself along the way. Each of the books took me at least a year to write.

For my most recent book, I wrote without interruption for three 90-minute periods in the morning, and then took a break in between each one. I wrote no more than 4 ½ hours a day, and I finished the book in less than six months.

Obviously, it’s not possible for most people in most companies to work in a series of uninterrupted sprints the way I did.  Let me challenge you instead to try a smaller experiment.

For the next week, take on your most challenging task first thing in the morning, for 60 to 90 minutes, uninterrupted.  Then take a break. You’ll get an amazing amount done – and feel better the rest of the day.

Tony Schwartz is president and CEO of The Energy Project, and author, most recently, of Be Excellent At Anything. You can follow him on Twitter at @TonySchwartz and @energy_project.


image courtesy of flickr user, krispdk

Work like a sprinter. Don’t just sit there hour after hour. This is welcome advise/

Time For Associations To Trade In Their Past? : NPR


An association must be in the business of providing “just-in-time knowledge” to its members, Carroll says. He defines it as “the right knowledge at the right time for the right purpose for the right strategy, all revolving around the fact that the knowledge is instant, fast and transitory.” –I agree!

5 LinkedIn ‘Must-Haves’ | Social Media Today


Okay, I get it. I’m jumping in the pool…now!