Category: Short Thoughts (Page 1 of 2)

During my presentation last Saturday, I talked about an idea that has been one of the secret sauces of my career: Curiosity-Driven Self-Development.

In his book “How Will You Measure Your Life,” Christiansen talked about the importance of having a deliberate strategy for your career and the flexibility to embrace an emergent strategy as it becomes available. I loved the idea, and the example he shared to drive home the message was great.

Self-development traditionally aligns with the deliberate strategy for your career. For example, if you want to be a Data Scientist, you start developing your SQL skills. Or if you want to be a finance professional, you start writing your CFA exams. It’s deliberate.

To embrace the emergent strategy, though, you need another type of self-development plan—one that’s driven by curiosity. Yes, you are a Data Scientist, but you are curious about IFRS, so you start reading about it. Similarly, you are an Equity Analyst, but you are curious about Marketing, so you start delving into that. Ultimately, such practices can lead to interesting pivots in your career, as it has for me. I shared some personal stories on Saturday with my audience.

The charge is simple: careers are no longer like ladders that you have to climb but more like jungle gyms that you have to navigate. For most of us, our deliberate career strategy may not materialize due to no fault of ours but merely the universe doing its thing. To maximize our potential, we need to pursue curiosity-driven self-development.

Reading biological books is one of my favourite pastime activities. Recently, the behemoth PE company Blackstone hit $1T in AUM, reaching its ambition three years ahead. As I started to read the founder’s account in ‘What It Takes,’ I stumbled on this seminal quote that explains its growth strategy:

“The [way] we thought about building our business was to keep challenging ourselves with an open-ended question: Why not? If we came across the right person to scale a business in a great investment class, why not? If we could apply our strengths, our network, and our resources to make that business a success, why not? Other firms, we felt, defined themselves too narrowly, limiting their ability to innovate. They were advisory firms, or investment firms, or credit firms, or real estate firms. Yet they were all pursuing financial opportunities.”

In part, I was surprised this had to be said, and in another part, I can understand why it wasn’t the norm.

Why I was surprised: I have spent the last 5 years in consulting firms, moving from PwC to EY. The way I’ve observed business being done is that new ‘partners’ are admitted based on their ability to grow the business. Even more so if it were to expose the firm to a new kind of business that it was not involved in before. Essentially, asking ‘Why not?’ as long as present advantages can be leveraged to grow the new business. So I’ve always thought that was the norm.

Why I was not surprised: it’s understandable that a company would want to concentrate on their advantages, become a specialist in some niche, and do business they understand alone. That alone would be complex enough. But it appears to me that such an approach puts a lower limit on your ambition.

How is this relevant to you?

I have always maintained that the same principles that are relevant to the management of companies are equally important to the management of our careers. The most resilient career is not one that is the absolute best at programming. Rather, it is one that is the best at programming, can communicate effectively, and understands how the puzzles of business fit together. Essentially, it is one that constantly asks ‘Why not?’ Why can’t I know more? Why can’t I become more as long as they complement my existing advantages?

See here where I have written something complementary earlier.

When you attend an event, you’re not just there to listen to the speaker. The real value lies in the conversations you have with other attendees and the network you build from there.

In fact, I’d argue that listening to the speaker is overrated. Sure, you might learn a few new things, but you’re more likely to get the most out of an event by talking to other people.

Why? Because other attendees are going to be facing the same challenges as you are. They’re going to have the same questions and the same goals. And they’re going to have the same insights and the same experiences.

So when you talk to other attendees, you’re not just networking. You’re also getting access to a wealth of knowledge and experience that you can’t find anywhere else.

Of course, not all events are created equal. If you’re going to attend an event, make sure it’s one where you’re going to meet people who are like-minded and who can help you achieve your goals.

But if you do that, you’ll be amazed at how much value you can get from attending events.

Here’s an example:

Let’s say you’re an entrepreneur who’s looking to raise money for your startup. You could attend an event where Elon Musk is a speaker. You’d probably learn a few new things, but you’re more likely to make new connections that can help you raise money.

That’s because other attendees at that event are going to be investors, venture capitalists, and other people who have money to invest in startups. So if you can talk to them and build relationships with them, you’re much more likely to get the funding you need for your business.

So what’s the takeaway?

The next time you’re thinking about attending an event, don’t just focus on the speaker. Focus on the attendees. Because those are the people who are going to help you get the most out of the event.

Focus on what matters.

Attending events is a great way to learn new things, network with other professionals, and stay up-to-date on the latest trends in your industry. But if you want to get the most out of your event experience, focus on the people you meet, not just the speakers.

I hope this helps!

What are your thoughts on this?
Do you agree that the real value of attending events is in the attendees? Share your thoughts in the comments below.

That phrase implies that your career path is not a linear progression from one job to the next. Instead, it is more like a jungle gym, with many different paths that you can take. You may move up, down, sideways, or even backwards at different points in your career. This is because the world of work is constantly changing, and the skills and experience that you need to succeed may change as well.

The idea of the career jungle gym was first popularized by Sheryl Sandberg, the COO of Facebook. She argues that the traditional model of a linear career path is no longer sustainable in today’s economy. Instead, she encourages people to be flexible and adaptable, and to be willing to take risks in order to grow their careers.

There are many benefits to thinking about your career as a jungle gym. First, it allows you to explore different interests and opportunities. If you find that you are not happy in your current job, you can move to a different position or even a different industry. Second, it allows you to build your skills and experience. By taking on new challenges, you can develop new skills that will make you more marketable to employers. Third, it allows you to find your passion. By trying different things, you can discover what you are really good at and what you really enjoy doing.

If you are thinking about your career, I encourage you to think about it as a jungle gym, not a ladder. Be flexible, be adaptable, and be willing to take risks. By doing so, you can create a career that is both fulfilling and successful.

Here are some tips for building a successful career jungle gym:

1. Be curious and open to new experiences. Don’t be afraid to try new things, even if they seem outside of your comfort zone.
2. Build your skills and experience. The more skills and experience you have, the more valuable you will be to employers.
3. Network with people in your field. Networking can help you learn about new opportunities and make connections that can help you advance your career.
4. Be patient and persistent. It takes time and effort to build a successful career. Don’t get discouraged if you don’t see results immediately.

There are three things to optimize for in any job that would bring you the most satisfaction.

One observation I have is that not a lot of people have genuinely given thought to the question, “What do you truly desire from a job?” And no, it’s not just the monetary compensation. You typically require more than that to have satisfaction in your job. So what are the three things that I’ve identified as essential?

1. Recognition,
2. Respect, and
3. Responsibility. I call them the three Rs.

You want a job that recognizes you for your hard work. You want the respect of your colleagues and managers, which is earned through various means. And lastly, you want a job that expands your responsibilities all the time to ensure your growth and that you are appropriately challenged.

Often, when all of these are present, you experience the most fulfillment in your job, even if you aren’t all that satisfied with your pay. And because all of that is there, you often have the option of negotiating your pay. But that’s beside the point.

My challenge to you this week and for the next 6 months is to figure out how you can find the 3 Rs in your current job and hence have a better sense of fulfilment.

In a recent podcast, the CEO of Nvidia, Jensen Huang, spoke about his work philosophy, which, in my opinion, aligns more with reality than the average idea that’s thrown around.

He said, “A lot of people say, find something you love. I don’t know about that. I guess I’ve fallen in love with many things that I do. I loved it when I was a dishwasher. I loved it when I was a busboy. I loved it when I was delivering papers. I loved it when I was waiting tables.”

I wrote on another platform about a similar idea some days back, noting that “the quest to separate work from life is a product of a mismatch between the work we are doing and the work we think we should be doing.” Jensen’s idea implies that we should “stop” looking for the work we think we should be doing and love what we are doing now, for therein lies self-emancipation.

I completed the article with this summation: “The most important thing then is a recognition that 1. We are meant to work, and there’s no escaping it. 2. Satisfaction can be found in any work. It’s a matter of perception in most cases. 3. Looking for an opportunity to bring your total self to work is key to attaining satisfaction. 4. Solving problems that give you a sense of pride and fulfillment is all that you need.”

Most people do their work with great dissatisfaction because they think that is not what they should be doing. But what could happen if, for a moment, they give up the idea of “what I should be doing” and embrace the idea of “my working is adding value to XYZ so I will do it well”?

Reminds me of this fine quote by Martin Luther King Jr.:

“If a man is called to be a street sweeper, he should sweep streets even as a Michelangelo painted, or Beethoven composed music or Shakespeare wrote poetry. He should sweep streets so well that all the hosts of heaven and earth will pause to say, ‘Here lived a great street sweeper who did his job well.'”

Here’s a piece of advice to guide you amidst the cruellest type of uncertainties.

“When you are confronted with choices amidst uncertainties, say yes to as many options as you can. Since you are uncertain, what you should be optimizing for is regret minimisation, not efficiency optimization. And minimising regrets comes with knowing that you did attempt all that you could.

There should never be if I’d done that, I might have this option now. You would take comfort in the fact that you said yes to all options possible.”

It does not apply to all uncertain situations but watch out for situations when it is applicable and it will be your saving grace.

One prevalent example of this in my world is venture investing. A highly uncertain environment where 1% of what you said yes to tends to determine your outcome.

Another application is about your work. Many times, we aren’t even sure of what we want from work. And while the temptations might be there to optimise for certain types of experiences, a more sustainable strategy is to take as much and diverse experiences as possible. Broaden then narrow.

I want to share with you some helpful advice to help you lead a great life. They are simple and effective. They ensure you have a great relationship and become the best version of yourself.

Be a Learning Machine

Warren Buffet and Charlie Munger are two great delights to watch and learn from. They have not only built successful companies that few can only dream to dare. They have also both taught us and me in particular some of the most enduring life lessons.

Here’s one that Charlie Munger teaches:

“I constantly see people rise in life who are not the smartest, but they are LEARNING MACHINES.

They go to bed every night a little wiser than when they woke up.”

Be a learning machine.

That’s the prerequisite. You don’t have to be the best or first. Just go to bed smarter than you woke up.

How to respond to someone who have acknowledge their fault

When people have recognised their faults, the best thing for you to do at that point is to make them feel not alone. Make them realise it is not an uncommon fault and if you have made a similar fault before, it presents you with a unique opportunity to share it and how you are dealing with it or dealt with it.

You are making them see that they are not alone, not because it’s a nice thing to say. No. Rather, it’s because it is a complete truth. We are all humans with many faults. And no fault is unique to any one person.

What you must not do is gloat. What you must not do is make them feel worse than they have already admitted. What you must not do is shame them.

One success nullifies 99 failures

When you have faced rejection for far too many times, the next thing is that you begin to doubt yourself and your capabilities.

Unfortunately, there’s no antidote to this feeling than for you to persist because all you need is ONE success and the shadows of doubt that surrounds you will disappear.

An equally helpful advice – The Right Time To Ask For Help On Your Work

Leadership has always been dear to my heart. Can’t remember how that grew but I know it has always been there.

The first attempt I made at bringing people together far back in the University was when I created a group on Leadership. It was after I have taken a course on edX on Inclusive Leadership (also the first course I ever took after discovering the beauty of MOOCs).

When I join any organisation, the first thing I am looking to understand is also Leadership. How do they lead? What kind of examples do they set? What sort of behaviour do they incentivise? and so on.

It matters greatly because humans thrive and fall based on the quality of the Leadership that guides them. Throughout my career, I have been fortunate to witness some of the finest Leadership. And often, I wonder if I will ever match them, yes they are the finest. I also never shy away from asking them about their mindset to understand why they can lead finely.

I got a few of those this week that I love and it resonates.

1. Be yourself ( granted that you are fundamentally not broken)
2. Trust your team and
3. Know your people beyond work.

I find those 3 awesome because when I look back, it summarises a bunch of what I have observed in a lot of those I admire.

The most subjective is #1, it’s why I added the clause as well. But it also drives home an important point that if you are not a good person yourself, it will be hard to be a great leader. It also means different people will do leadership differently and that’s okay. As long as it helps achieve the goal and sets people up for success.

Important to add here that being a great leader doesn’t mean everyone has to like you. No! And your goal should never be to be liked. That’s a journey you don’t want to embark on. Rather, your focus should be on bringing the best out of your people, giving them a sense of purpose (building something bigger than them), and delivering on your core responsibilities. Otherwise, everyone will go home if they can’t deliver.

The end of a thing is greater than the beginning.

It doesn’t matter the measure of energy you put at the beginning if the end is not pleasant.

It doesn’t matter the amount of enthusiasm you show at the beginning if you did not see it through.

A slow steady effort that ensures you finish is worthier than the hurricane enthusiasm that didn’t get you through to the end.

The end matters most.