October 1, 2024 • 42 mins
There’s no rulebook when it comes to finding your place at work. Yet somehow, you’re expected to understand office politics, build work relationships, and impress your boss. In this episode, Gianna and Jamé talk with VP of Product HR at LinkedIn Mary Kerbs about how to set yourself up for success during those first 30, 60, and 90 days on the job.
Do you have any burning questions about work? We want to hear them! You can email us your questions at letstalkoffline@linkedin.com.
And thank you to Mary Kerbs for joining us this week! Follow Mary on LinkedIn (https://www.linkedin.com/in/maryquinnkerbs).
For more, follow Gianna (http://linkedin.com/in/giannaprudente) and Jamé (http://linkedin.com/in/jamejackson) on LinkedIn and subscribe to Gianna’s weekly newsletter: https://linkedin.com/letstalkoffline.
Credits
Gianna Prudente - Co-host, Early Career Development Editor, LinkedIn
Jamé Jackson - Co-host, Community Manager, LinkedIn
Sabrina Fang - Producer, Western Sound
Maya Pope-Chappell - Director of Content & Audience Development, LinkedIn
Jessi Hempel - Chief Content Officer, LinkedIn
Savannah Wright - Senior Producer, Western Sound
Sarah Dealy - Associate Producer, Western Sound
Alex MacInnis - Engineer, Western Sound
Courtney Coupe - Head of Original Programming, LinkedIn
Dan Roth - Editor in Chief, LinkedIn
Ben Adair - Executive Producer, Western Sound
Katrina Norvell - Executive Producer, iHeartMedia
Nikke Ettore - Executive Producer, iHeartMedia
See omnystudio.com/listener for privacy information.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
LinkedIn News. Your ninety day plan is an extension off
of your thirty day but you don't have to achieve
everything in thirty days, right, Because I'm the kind of girl.
I'm like, I want to solve for world hunger and
poverty and create peace in the Middle East, like everything
within the first thirty days. And I'm like, girl, I'm
(00:21):
just a girl.
Speaker 2 (00:21):
She's like, I cannot let them rests, right, no wonder.
I have a company, right, my magic company from LinkedIn
News and I heard podcasts. This is Let's Talk offline,
a show about what it takes to thrive in the
early years of your career without sacrificing your values, sanity
(00:42):
or sleep.
Speaker 3 (00:43):
I'm Gianna Predente.
Speaker 1 (00:45):
And I'm Jamay Jackson Gadson. The first few weeks of
a new job, y'all can definitely feel like you are
being thrown into the deep end. Now, baby, I can swim,
but I am certainly no Olympian. Okay. You are trying
to juggle so many things, the small things like what
do I wear to the office or who do I
sit with that lunch, all the way to the big
(01:07):
things like how do I advocate for myself? What do
I look for in this job. How do I build
a relationship with my manager? Honestly, it is stressful. My
artfits are sweating just thinking about it.
Speaker 2 (01:18):
And if you guys haven't figured it out already, you're
not handed a guidebook on your first day.
Speaker 3 (01:22):
That's like, here's how to navigate work like.
Speaker 2 (01:25):
Much I wish there was, But don't stress out. We're
going to talk about how to set yourself up for
success in a new role so that you can focus
on showing up as your best self and figuring out
if this is.
Speaker 3 (01:35):
The right job for you. So you know that I'm
an anxious girlly, I.
Speaker 2 (01:43):
Do know this, and when I started my first job
here at LinkedIn, like that was anxiety to new new levels,
you know.
Speaker 1 (01:53):
I mean, you came out the gates swinging on a
big girl job.
Speaker 3 (01:56):
I know they're.
Speaker 2 (01:57):
Exciting, but really scary because I feel like there's so
much you don't learn in school about navigating like corporate life,
and it really feels like a lot of times you're
the one who has to navigate it on your own.
There's not somebody you can turn to. And that's really
what did inspire a lot of my reporting. When I
started my newsletter three years ago because I was like,
all right, all of my friends are figuring out, you know,
(02:20):
how to set goals at their jobs and like how
to create relationships with their managers for the first time,
like all these unspoken rules of work, if you will.
And so I was like, I'm going to speak to
experts who can help us figure this out and then
share it in my newsletter, because yeah, we don't learn
any of this before starting corporate life.
Speaker 1 (02:37):
Yeah, so, what are things that you would have wanted
to know? Like if I had been teaching a masterclass
in college, Like, what are things that like I should
have been instructing you?
Speaker 2 (02:46):
Okay, well I totally would have signed up for that class,
But I think, yeah, a lot of it is just
like big things like how do you negotiate, how do
you speak up at work ask for promotion? But to
little things like how do I figure out how to
succeed in this role? How do I create a good
working relationship with my manager? And you know I talked
about this previously, but when I started at LinkedIn, I
(03:08):
was on a contract and then I went full time
and then I moved to a new team and suddenly,
like it was a blank slate, and they love this
term here building the plane as you're flying, which is
exactly what we love.
Speaker 1 (03:23):
To say that. And there's lots of planes around here.
Speaker 2 (03:26):
I like to be strapped in, but no problem. But
so that's how the role felt like it was literally
getting designed as I was in it, and I didn't
really know.
Speaker 3 (03:35):
What success looked like in that role.
Speaker 2 (03:37):
And I did turn to my manager, and I, you know,
had some guidance, but I was really comparing myself to
people on my team who were more senior than me
and had established themselves. And I was like, okay, well
I need to get there. I know the angle, but
I have no idea how to get to that point.
So I remember this one conversation with a colleague who
(03:58):
sat me down and he was like, Okay, if there's
anything I can tell you, it's that you need to
create your own metrics for success. This is a very
self driven role. So you need to figure out what
are metrics for yourself, put it in a dock, and
be able to communicate that when somebody asks, and make
sure you're tracking your progress right, Like I think a
lot of times we look to somebody else to say, Okay,
(04:18):
this is the target you need to reach, but you
really can create that for yourself. So that's something I
did in early in my days of this new role
to figure out, like, Okay, I know what I'm working towards.
I have ways to benchmark myself, and I'm going to.
Speaker 3 (04:35):
Just track my progress along the way.
Speaker 1 (04:36):
Yeah. Well, let me ask you, gee, are you a
person that you operate well in like ambiguity or do
you need a structure? You need a little bit more structure.
I know, I'm like because some.
Speaker 2 (04:49):
People my life motto is that only dead fish go
with the flow, because I just get I need the structure. Like,
I don't go with the flow, I don't live in
the gray area, Like I don't.
Speaker 1 (05:00):
Mean like like a structure.
Speaker 2 (05:02):
Yeah, because you know, the role didn't have much structure
created for me, and I had to create that for myself.
I really do thrive with structure.
Speaker 3 (05:11):
Maybe too much sometimes I'm working on them.
Speaker 2 (05:13):
No, not at all, but yeah, so that's something I
had to figure out for myself, like, Okay, what is
my workflow? What is my main piece of content that
I'm producing, which was my newsletter? How do I organize myself?
All of those things was mostly me figuring out by
myself and then turning to my colleagues who were in
similar roles and learning from them, and then implementing that
into my own workflow.
Speaker 1 (05:32):
Yeah, that makes a lot of sense, and I guess
in many ways my story is very similar for every
role I had, probably until I did my first fellowship,
which was at BuzzFeed, I always was in roles where
I was the only person, like on my team, like
doing the specific thing. So on the one hand, I
didn't have anyone who I could look to and say like, Okay,
(05:53):
how are you doing this? And to some degree I
couldn't even really go to my managers because my managers
maybe were in other divisions who had come over to
shepherd this project or this initiative, And so I really
had to just sort of figure out, to your point,
what success for me looks like, and how do I
tell that story.
Speaker 3 (06:12):
Yeah.
Speaker 1 (06:12):
When I did get to do that fellowship, it was
great because you know, this had been a long standing program.
Anyone who has ever, you know, come through the BuzzFeed ranks,
A lot of people have come from the Fellowship program.
So I knew that this was a pipeline for hiring
and I went and I called my mama up and
I was like, I'm going to get a full time
job there. Like I loved everything about it. I loved
(06:35):
the culture, I loved the name, and my fellowship coordinator
had actually he was very type A too, but he
gave a sort of like a syllabus at the very
beginning of the fellowship saying like, by the end of this,
this is what you ideally should have a lot of
these were It was great because it broke it down
even to like I want you to hit a story
that hits this many page views or this or that,
and it was a multitude of different things that really
(06:58):
stretched you. And so every week I'm going through and
I'm like, am I tracking progress toward this or this
or this? And I actually was really happy because by
the end of that fellowship I had hit every single
thing on there plus some Your girl was setting this
stand the bar, hi baby. But to your point, I
had to sort of self govern a lot. And there
(07:20):
are times where you can go to your managers and
you can ask them for help, but you also are
going to have to figure out a lot of this.
But I think where the exhausting slash anxiety inducing part
about it all is is that you don't even know
where to begin. You don't know what. You don't know
until you know what, you don't know, you know what
I mean. And so yeah, well let me ask you, like,
how did you personally navigate your new working environment, like
(07:43):
when you left that structure because there are other structured
girlies and boys's listening who are like people who are
just like, Okay, I am charting into new territory. I
might be the only one on my team or I
might be working with like a new manager, Like, how
have you navigated that in your career?
Speaker 2 (08:01):
So on the structure piece, I think I bucketed my
work and was like, okay, I'm putting into three buckets.
Speaker 3 (08:06):
It's X, Y, and Z.
Speaker 2 (08:08):
So I knew like, okay, maybe on this day I
need to touch certain parts of this category. On the
next day I touched certain parts of the next I
think doing that, like breaking down my work into more
I guess bite sized you know, responsibilities, really helped me.
And then on like navigating the workplace in general. I
(08:28):
mean it was a weird time because it was when
I first started at LinkedIn. It was remote, so I
was like, is this job even real. And then when
I came to the office, Lord, it took me like
a million years just to figure.
Speaker 3 (08:40):
Out what to wear right. And then you know, I
like came in, I was like, do we like hug? No?
Speaker 2 (08:45):
Like, do we handshake? It's awkward waves, you know all
of that. So, yeah, I think it takes a minute,
like to really assimilate into a workplace and to figure
out like those unspoken rules, get the lay of the land,
and a lot of it is like sitting back and
just how other people are moving. And then I think
that informs what you do.
Speaker 3 (09:05):
What about you when you started?
Speaker 2 (09:07):
You've had a few jobs now, but how have you
kind of approached those first few weeks on a new job,
when you're entering a new environment.
Speaker 1 (09:13):
Yeah, I personally go into a job asking myself what
do I want to accomplish that will show them that
they did not make a mistake in hiring me. I
think that's where possibly, like my anxiety comes from. But also,
you know, and I've spoken about this a couple of times,
being a woman of color, I already know that there
is possibly a standard that I'm being held to or
(09:36):
evaluated against, And for a lot of the roles that
I've carried throughout my career. I've usually been the only
or maybe one of only a few, and so I
always want to go into a job showing them like,
not only am I qualified to do this, but that
you can immediately see opportunity for me to advance here.
And so for me, that developed into what I call
(09:56):
and what others have called a thirty sixty ninety day.
So essentially those are when you break up, what do
you want to accomplish within your first thirty days on
the job, sixty days, ninety days. The great thing is
your ninety day plan is an extension off of your
thirty day. But you don't have to achieve everything in
thirty days, right, Because I'm the kind of girl. I'm like,
I want to solve for world hunger and poverty and
(10:19):
create peace in the Middle East, like everything within the
first thirty days. And I'm like, girl, I'm just a girl.
Speaker 2 (10:24):
She's like, I cannot let them I get this decision, No.
Speaker 1 (10:27):
Wonder, I haven't saw me off. My magic company is strong.
But like that, you know, I found that, like by
writing out what I want to accomplish, having those conversations
with my manager being like, is this on target with
what you're anticipating in this role? To be that open
communication is key.
Speaker 3 (10:47):
So I love that.
Speaker 2 (10:48):
Yeah, yeah, I think that's so smart. The thirty sixty
ninety rule when it comes to goal setting. I did
not know about that. Another unspoken role, you know, And
so I think if I, you know, ever start another job,
like I will do that and writing it down so
you know what you're working toward is so smart. Communicating
that to your manager is so smart. I think we
(11:08):
feel like we're and I said this before, like we
wait for direction, but you should be proactive in that
because that's really how you stand out in those first
few days, in the first few weeks up to ninety
days in your role, and because the reality is your
your performance is being measured during that time.
Speaker 1 (11:23):
Yeah. And the last thing I'll say, and I'm going
to say this as many times as I possibly can,
this is your career. So I don't care if you
are twenty one, forty one, ninety one, I mean, please
don't be in the workforce at ninety one. Rest baby, rest.
But no matter your age, you have to own your
career and you have to be intentional about the choices
(11:44):
that you make. But also that should give you comfort
knowing that your power is you owning your narrative. Absolutely.
Coming up, we're talking with LinkedIn HR executive Mary Kerbs,
who has over twenty five years of experience in HR
helping young talent. We're gonna talk to her about how
(12:05):
you can come up with a game plan to tackle
those new job goals. All right, y'all, So we are
back and we have been talking all about navigating the
(12:26):
unspoken rules of work and more importantly, how you can
set yourself up for success when you first join a
new company. Now. I don't know if anyone's told you this,
but your big sis, Jamay, is going to while you're
out here trying to figure out your new role, your
performance is being measured. Okay, So I know you want
(12:46):
to get some more intel from me and Gianna, but
we had to bring the big dog out for this episode. Gianna,
who do we have this week?
Speaker 3 (12:54):
I am so excited, guys.
Speaker 2 (12:55):
We are bringing in an HR expert who has literally
seen it all at such a high level to share
what we can do at the ground floor. Joining us
today is Mary Kurbs. She's a VP of Product HR
here at LinkedIn She's been working in NHR for over
twenty five years and has dedicated her career to uplifting
talent and fostering work environments where people feel like they
can thrive. Mary, thank you so much for joining us.
Speaker 4 (13:18):
Yeah, I'm so thrilled to be here with you both.
Thank you so much for the warm welcome.
Speaker 2 (13:24):
Of course, we're so excited to have you. And I'm
going to kick it off with a question about HR.
You know, when I started my job three years ago,
I was like, what role does HR even play? Do
I only go to HR if I'm in trouble or
does something bad happen? So for all the people who are,
you know, starting their careers, I want to know, aside
from your manager, how is HR a resource to new
(13:45):
hires and how can they lean on HR while they're
figuring out this new work environment.
Speaker 4 (13:50):
You know what, I'm so glad you asked this, Gianna.
I have been trying to change how people think about
HR for the last twenty some odd years. HR can
be very valuable to new hires and to employees in general.
But you're right, you know, you hear the term HR
and it's I must be in trouble something negative is
(14:10):
going to come out of this conversation. I'd like to
kind of turn the tables on that a little bit.
I would say for new hires, it is, you know,
don't be afraid to find out who your HR partner is.
They are there to answer questions perhaps that you might
not feel comfortable asking your manager. They're there for counsel
and advice. Think of it as an additional resource, someone
(14:32):
that knows the company very well, someone that can help
you navigate. They know how to connect with people, and
they know how to open doors and help them find
a way forward, regardless of what it is that you
need help with.
Speaker 2 (14:46):
I love that you said HR is there to answer
the questions you don't feel comfortable asking your manager, because
that's the business Jamay and I are in.
Speaker 3 (14:52):
So I love that.
Speaker 1 (14:53):
Yeah. So, you know, one thing that we really want
to touch on, especially for early career professionals is once
they get into their role, understanding that their manager is
also evaluating them and making sure that this is a
culture fit. So, from your perspective, how are managers usually
evaluating new hires, especially during those first few weeks on
(15:15):
a job. You know, what are managers even looking for.
Speaker 4 (15:18):
It's a great question. I would say, first and foremost,
how is the employee acclimating to the culture, to the team.
How are they interacting with others? Are they meeting with
the right people? Are they getting the information needed to
be able to do their job? They know who they're
(15:39):
going to be working with on a daily basis, can
they develop relationships and can they begin to contribute? And
I think that there's a wonderful partnership that happens between
an employee and their manager. Ninety percent of an employee's
happiness is their manager, and that can be a good
or a bad thing, Let's be honest. So you know,
being able to come in and have that connection with
(16:01):
your manager and know what's expected. And I know that
that sounds very general, so I want to unpack that
a little bit. You start a new job, you kind
of know what you were hired to do, but you
come in and it's like, okay, tactically, what am I
expected to do? The person that is going to help
you map that out is your manager. You know, a
manager should help an employee navigate their first I would
(16:24):
say ninety days on the job, here's the people you
should be meeting with here's the people that are going
to give you the information needed for you to understand
how to do your job.
Speaker 2 (16:34):
I love that that's something my manager did when I
started out, which is a lot of my anxiety. But
I'm wondering if they don't say, you know, here are
the key stakeholders on the team that you should probably meet.
Is that something you should ask for so you can
then set up those meetings yourself.
Speaker 4 (16:48):
Absolutely, I've spoken with countless early in career employees, you know,
like how am I going to set myself up for success?
And one thing that I always share is, you know,
like when you start dating someone and you have a
list of non negotiables, like things that have to be
in place if things are going to move forward. I
(17:10):
think every new employee should be having that conversation with
their manager of Okay, here's my non negotiables in order
for me to feel like I'm going to be successful,
this is what I need and to hear the same
thing from your manager. And you know what, I think
people joining, you know, having their first professional job, they
may not know what those non negotiables are yet, but
(17:32):
I think just having the conversation with their manager, what
does success look like, here, I am, this is my
first job. What are the things that are your pet peas?
What are some things that I should stay away from doing?
So that's pretty essential in my book.
Speaker 2 (17:48):
That list of non negotiables is really so important because
the reality is you're still vetting the company just as
much as they're measuring your performance. And we're going to
get into that in just a bit, but before we do,
I want to bring up question from one of our listeners.
This is Deer Work Bestie, where we answer questions from
people who listen to the show. This week we have
a question from Eli and Texas.
Speaker 5 (18:09):
I'll be starting my first job out of college in
just a couple of weeks, and I'm pretty excited, but
I'm also nervous. So how can I show my employers
that I am trustworthy and responsible when it's still also
new to me?
Speaker 4 (18:22):
In any job, regardless of whether it's your first job
or your fifth job, I think coming in and understanding
what are some early wins that you can make to
show that you're contributing. I think with every job there's
what I call like low hanging fruit. Can you make
sure that you're completing your projects on time? Are you
(18:44):
showing that you have a strong work ethic, because the
moment that you start a job, you start building your
brand and who you are how you show up is everything,
and you can do that in the little list of ways.
So Eli, I would say, show your best self, be consistent,
find ways right as you start to understand, you know,
(19:05):
what is a big problem or a small problem that
your manager's trying to solve, and you may not know
how to solve it, but you may be able to
come back with some ideas to let them know that, Hey,
I know that this is important and it's top of
mind for me. Here's what I think about it. Knowing
what's important to the business that you support and your manager,
(19:26):
being present in meetings, asking questions, trying to show that
you're present and you're wanting to participate in collaborative all
of those things speak volumes about you as a professional.
Speaker 1 (19:39):
Yeah. I love that you mentioned that because gian and
I have been talking about personal branding and how important
it is to be able to show yourself reliable in
the workforce, because all to your point, everything that you
do in touch and say all goes back to you
building and crafting this narrative of who you are and
how people can look at you, and so I love that.
(20:00):
I also started talking about things that people can do.
So I want to ask you about this thirty sixty ninety.
A couple of years ago, a mentor of mine said,
when you come into your job, you should create a
thirty sixty ninety plan. I had never heard of that
a day in my life. And so when it comes
to setting goals as a new hire, what are things
(20:20):
that people should be thinking about as far as what
they should be accomplishing in those first thirty sixty and
ninety days. But then also how do they start having
those goal setting conversations with their managers? Should they come
to their manager and offer that up? Should they wait
for their manager too? Should it be a symbiosis or
big word like what should it look like?
Speaker 2 (20:40):
Woo?
Speaker 4 (20:41):
I don't know how to follow that word. You may okay,
okay within the first thirty days to may just to
get into it. I think it is understanding your scope,
understanding what irresponsible for, and then really starting to set
some key goals. And you all may have heard this term,
you know, setting smart goals, smart being specific. What exactly
(21:05):
is it that you need to accomplish measurable how do
you know if you're successful? And I think that's the
key and trying to have it be measured where it's
not subjective. I mean, let's be clear, some of it
will be subjective. You're going to be you know, people's
opinions of you will weigh in. But if there are metrics,
if there are survey results that can be used, you know,
(21:29):
to drive those measurable results, I think it's really helpful achievable.
Are you setting realistic goals or you know, are you
trying to boil the ocean relevant? Are the goals that
you're setting aligned with what the business needs or is
this something that you know may not have a deep impact.
And then time bound, you don't want to have evergreen
(21:50):
goals to start in a finish so that you get
that sense of accomplishment. But I think trying to use
that framework at least three out of those five. Honestly,
as you're talking talking to your manager on how you
set goals, those are things that I think should be
accomplished at least within your thirty days and then within
the next six year ninety days you're starting to chip
(22:10):
away your goals. You are meeting people that you need
to interact with on a regular basis. I call it.
You know, you're trying to figure out who's who in
the zoo. You're going to need ninety days to meet
all the people that you'll need to interact with. That's
not going to happen in the first thirty Again, be
realistic and give yourself time, and then also understanding who
(22:32):
are the folks that you can go to beyond your
manager for support even if you have questions about how
to interact with your manager, identifying somebody that might be
able to help you with that is really important within
the first ninety days.
Speaker 3 (22:45):
You mentioned before.
Speaker 2 (22:47):
You know, it takes about ninety days maybe even more
to figure out who's who in the zoo, which is
so true. And when you're building those relationships, it can
be overwhelming, you know. I remember when I started out,
I was there's a lot of people. I was like, well,
I don't know even know how to tackle this. So
what are some first steps people can take when it
comes to building good working relationships with people on their team?
Speaker 4 (23:08):
I mean, you want to connect with somebody on a
human level. Yes, you're going to have people that want
to get right into it and want to just talk
about business. Fine, but I find that, you know, the
deeper relationships are rooted in a connection of some sort.
And so you know, when you first meet someone, maybe
taking you know, the first minute, you know, hey, tell
(23:29):
me a little bit about yourself, and then you get
into you know, the business at hand. But I just
feel like connecting at a human level, showing what's important
to you those things go a long way. And being
able to connect and helping people feel comfortable.
Speaker 1 (23:46):
That feels so relatable because I remember even when I
joined LinkedIn almost three years ago, my team was in
such a fast hyper growth stage where it was like
Mary's like, I remember the people. Yeah, it was new
people every week, so much so where we were just like, okay, y'all,
we're just gonna start doing collective on boards for the
(24:08):
team for introductions. But as scary as it felt, it
also felt so nice knowing that other people were in
the boat with you. They were in the trenches and
we were building the plane as it was flying, and
our rooting for you to succeed, which actually kind of
brings me to my next point because you know, as Gianna,
I always tell people like I look at jobs a
(24:30):
lot like dating. So I was very happy that you
did your dating analogy a little earlier because.
Speaker 3 (24:35):
I saw Ja May smiling at that.
Speaker 1 (24:37):
I was so happy because there are so many similarities
around relationship building that I see. And you know, when
we think about those first ninety days, everybody is always
saying the company is vetting you, the company is vetting you,
blah blah blah. But honey, you are vetting the company too.
And I think a lot of people don't realize how
much power they also have. So if you are a
(24:58):
early career professional, you know someone who's just starting out,
what's some advice that you would give them on things
that they should evaluate on whether the company is right
for them, Like what are green flags? What are red flags?
What are pink flags?
Speaker 4 (25:12):
So I would say a green flag is you feel
that you can bring your best self? What does that
actually mean? So you're in a team meeting, you're with
your manager, you are able to freely share information and
people are asking questions and are curious about you and
want to get to know you. You feel like you're
(25:34):
an environment where people want you to belong. That would
be a big green flag for me on the opposite
of that. A red flag is you're not getting time
with your manager. You know, when you're trying to meet
with people, people aren't giving you the time. Like you're
not being set up to be in an environment where
you can understand who you need to work with and
(25:56):
how to get to know them and how to collaborate.
You know, I would say a pink flag is you've
got a manager who seems really nice. You know you've
got the connection with them, but it's all words and
no action. You know, you're in your one on ones
and maybe you've had that non negotiable conversation and you
(26:17):
feel like you've gotten to a point where you understand, Okay,
this is how I'm going to work with my manager.
But it's all words and no action. That's not good either.
When your manager's just going through the motions, that would
be a reason to pause and you know, being able
to have the courage to say, hey, what we once
talked about, I'm not seeing and I need to feel
(26:40):
like I'm set up for success here. I mean at
my core, Jammy, Like, if those things aren't in place
within the first ninety days, if I'm like waking up
on a Monday morning, and it's like I got to
go in there. You know, that feeling is not a
good one.
Speaker 1 (26:56):
So yeah, and the Sunday scaries are too really, especially
the first ninety days that's supposed to be money time.
Speaker 4 (27:08):
Wait to know, these people better bring it on.
Speaker 2 (27:13):
So let's say at the end of those ninety days,
maybe even a year, the red flags are just popping
up left and right.
Speaker 3 (27:18):
You got some.
Speaker 2 (27:19):
Green, but there's pink red and you're struggling to, you know,
figure out is this job right for me. That can
be really isolating and scary to feel because you're like,
where do I even turn? And a lot of gen
z yers I've spoken to my reporting they have job hopped,
you know, a few months in even a year into
a role. They've said I've tried all I could and
(27:39):
I decided this wasn't right for me. So I'm not gonna,
you know, stall my career. I'm gonna look elsewhere. But
I'm sure there are steps you can take at the
company to kind of remedy your situation before making that
big decision to leave. So what is the first step
someone should take in that position and what role does
HR play as a resource when this happens.
Speaker 4 (28:00):
Oh, I'm so glad we're talking about this. This is
something that's near and dear to my heart. It's performance improvement.
People hear that and they're like, oh no. At the
first sign of somebody, you know, you get negative feedback
from your manager and a lot of employees are like, okay,
well I'm done. Like there's no recovering after this. There's
(28:20):
going to be times in everybody's career where it's hard
to move things forward. It doesn't mean that it's a
it's an end all, that it's a catastrophic event. So
I think number one, just having that realization that you're
going to have highs and lows in your career and
if you're performing lower, that doesn't automatically mean that you're
(28:43):
not going to be successful at the company. It just
means you know what you need more clarity on what's
expected and maybe there's some areas that you might not
be completely meeting all expectations. And who needs to be
giving that to you? Your manager. So Gianna, if you're
starting to feel like Okay, either I don't feel like
(29:05):
I'm contributing or I'm feeling like I'm not accomplishing things,
I think the first step is to have a get
real conversation with your manager, you know, and maybe being
a bit vulnerable. I feel like I'm stuck. You know,
you asked me to do X. I tried working with
this person, I hit a roadblock. Having the courage to
(29:26):
have that conversation and ask for help from your manager.
Most managers should recognize what's going on and be able
to help you course correct in the event you have
a manager that's not interested in doing that. This is
where I think HR can play a really pivotal role
because HR knows the processes, you know, they can help
(29:48):
guide you on where are you at? Are you seeing
consistent challenges? What has your manager been doing to support you?
If your manager hasn't been supporting you, or quite frankly,
your manager's been trying to support you, you're just not
able to move things forward. Maybe you need to think
of another path and be you know, have that honest conversation.
(30:08):
And so I think HR can be a confidant that
employees can go to. And I know, I know everyone's
going to be like I would never think of HR
as a confidant. I'm going to tell HR something, They're
going to go right to my manager. You know what,
I've had so many conversations in my career where you know,
the employees like I'm stuck and can this just be
a conversation with you? And I absolutely you're just looking
(30:31):
for some advice and some guidance and you can't have
that conversation with HR.
Speaker 2 (30:37):
So just to tackle this misconception really quickly, is everything
I tell HR confidential? Does it sometimes go down to
my manager? Or do you have to say, like, can
we have it off of the record conversation?
Speaker 5 (30:47):
Right?
Speaker 1 (30:47):
Is this a journalistic thing where I have explicitly look
you in your eyes and say this is off the
record process.
Speaker 4 (30:54):
So HR is considered a company steward. So if there's
anything that an employee shares that there is the potential
for some inequity, a policy violation, something that shouldn't be
happening at work, that is illegal or unjust or unfair,
we take an oath, you know, kind of an informal oath,
(31:16):
you know, to make sure that we raise that to
the appropriate folks. So there are certain things, but a
good HR partner should say, hey, you shared this with me,
I've got to take it to X. And this is why.
Speaker 1 (31:31):
Yeah, that makes sense. It's like a lawyer, like, what
is a prosecutor?
Speaker 5 (31:34):
Like?
Speaker 1 (31:34):
If you admit that you did the crimes, right, I
may not notice. I got to do something.
Speaker 4 (31:41):
I'm with it now. I can't just sit here.
Speaker 1 (31:42):
Yeah that's right.
Speaker 2 (31:44):
Yeah, Mary, I apply you being so transparent with these
myths and also just the role HR plays. And I
think for anyone listening, if you know, this feels a
bit overwhelming. There's so much to think about when you're
starting a new job. It really, like you said, it's
all about being vulnerable and proactive with your communication, knowing
that you have people there to support you if you
are struggling. So thank you so much, Mary for joining us,
(32:05):
for sharing all of this. I love the conversation. It
was soo Yes, Mary, thank you so much. We're gonna
have to hang out more.
Speaker 4 (32:10):
Yeah, a great John and Jamay I loved this. This
has been like the highlight of my week and this
podcast is so rad and you guys are so much fun.
Speaker 3 (32:20):
Thank you.
Speaker 2 (32:23):
Okay, So, Mary was amazing and I am happy to
report that HR can be your friend, especially in those
first few weeks of a new job. Up next, we're
supposed to be working eight hour days, but how many
are you actually working?
Speaker 3 (32:37):
That's after the break.
Speaker 1 (32:45):
That was great. I love Mary so great. She was
so fun right. She gave me so much to think about,
especially about the role of HR and how people can
utilize it when they're first starting out. One thing that
I think is really important for people to remember is
the role that HR plays, particularly the fact that they
are technically there. They're like company security guards, right. They
(33:08):
are there to protect the company, and so you should
always remember that when you go and talk with them.
But there's also the flip side of that, which is
that you can also just go to them for actionable
advice and kind of talking to them about things like
a little off the record to get insights on how
you should work. Another thing that I think is really
important here is that you should clearly outline those goals
(33:29):
and objectives. I'm so happy that she talked about the
thirty sixty ninety day thing because I think everyone can
do it. I love that it is segment agnostic. Everybody
in any industry can do it, and it doesn't matter
how old or young you are. You can incorporate that.
What are you thinking?
Speaker 2 (33:44):
So something I'm taking away from this conversation is kind
of similar to you, like, you should go into this
job with a list of non negotiables, because yes, your
performance is being measured, but you're also assessing the company
like it's a two way street, and we get so
nervous about just showing up and proving ourselves that we
forget we are seeing if we like this job, right,
(34:06):
are the prize right?
Speaker 3 (34:07):
I love that?
Speaker 2 (34:09):
So come in with your list of non negotiables and
look for those green and red flags, and I love
to few.
Speaker 1 (34:14):
She shared.
Speaker 2 (34:14):
With the green flag, she's like, are you able to
show up as your best self? Are you in an
environment where you feel supported? And then on the flip end,
it's are those people who you're reaching out for those
intro calls not getting back to you, like not making
the time of day? Those are signs that inform your
decision whether or not this is the right opportunity for you,
and whatever you decide to do with that is like
(34:35):
up to you, but it's all you know, informative during
those first few months of a new job.
Speaker 1 (34:40):
Yeah, I love that because I think a year's time
is more than enough time for you to really figure
out is this what I want?
Speaker 3 (34:47):
The honeymoon is over at that point.
Speaker 1 (34:50):
Done, That's what I'd be telling you. Look, if the
honeymoon is.
Speaker 2 (34:54):
Nasty, is about to be if that person is a
favorite analogy, Oh that is rough.
Speaker 3 (35:02):
Run yeah, run, We'll leave it there.
Speaker 2 (35:06):
Anyways, should we move into our fun segment?
Speaker 1 (35:10):
Ah? Yes, yes, yes. So this is show the receipts,
which is a delicious segment that gian and I do,
or we discuss what is happening in the culture. We're
talking work trends, insights and those myths and we're discussing
if they're legit or not. Honestly, I like to just
see if Gion and I feel the same way about it.
Speaker 2 (35:28):
So, Gianna, what is on the deck for this week?
So the thing is we all work nine to five jobs.
I'm putting that in air quotes. So, yeah, does anyone
work a nine to five?
Speaker 3 (35:38):
I don't know.
Speaker 2 (35:39):
So you're expected to work eight hours a day, but
how many hours are you actually working? And this question
is inspired by a Fortune magazine article that reported sixty
percent of employees can't go thirty minutes without getting distracted.
Speaker 1 (35:55):
By that sixty percent.
Speaker 2 (35:56):
And I'm like, yeah, and I right, study, Yeah, this
is actually just Jamey and I know.
Speaker 3 (36:03):
But yeah.
Speaker 2 (36:05):
So this was based on a worker productivity survey, and
the reasons why people seem to be getting distracted during
their work day is one, it's like your coworkers are
coming over. I mean, I feel like we've all experienced this,
especially in the office. You're like immediately like, okay, what
do you need?
Speaker 3 (36:22):
So that's tough, like we all know, yappers.
Speaker 1 (36:25):
I try to look people in their eyes and see
if they're dead inside, because if their eighes are saying
leave me alone, I try to like take that as
a note and be like, Okay, I'm gonna circle back.
I'll get some macha.
Speaker 2 (36:38):
I always will try to go up to someone and
be like, hey, do you have a minute? Like if not,
you know, I'll come back. I'll circle to the block
like you do. Another one is obviously, I feel like
app in email notifications are just like we are constantly
getting pinged and then okay, wait, I could like die
on the cell because there's so much incoming all the time. Yeah,
(36:58):
and it's so distracting and I've really struggled. I was
just talking to my friend today at lunch about this.
Because when you're working and then people are paying you,
you feel the need to instantly answer, like I at
least feel that need absolutely, And then I stop working
on what I was doing. Suddenly I'm multitasking, and then
I'm like, what the heck was I doing? I know
(37:19):
I was just doing something important, and now I can't
even remember, and it's gonna haunt me the rest of
the day.
Speaker 1 (37:23):
No, I can relate to that so much because this
is why I tell people all of our nervous systems
are shot. We are over stimulated as a society, Like
there's just too much happening all the time. There is
never really a moment of silence, especially for those of
us who work in like major cities like New York, LA.
There's always something going on, constantine, always a party.
Speaker 2 (37:43):
I literally can I commute home with your buds in
so no one talks to me, but no music, Like
I can't take anything in.
Speaker 5 (37:50):
No.
Speaker 1 (37:50):
But seriously, that's why whenever, even when I'm in the office,
I always will sit away from the team. I love
our time. I do hide. I do hide in a
corner and I have my head in because I am
like I have to like lock in. But the over
influx of things like Slack or email or teams or
just instant messaging in general. You're trying to constantly prioritize.
(38:15):
So like the multitask game, it's a lot like I cannot,
I can't go more than thirty minutes. Thirty minutes even
feels like a really strong focused time. Yeah, honestly, and nowadays,
I think we've just become way too accessible in every sense,
in every sense of the term.
Speaker 2 (38:31):
I mean, we have slack on our phones, email on ouron.
Speaker 1 (38:34):
You're on vacation on the beach and you're checking in
to see what people are talking about in the chat. Baby,
go get some lobster and drinking mymosa.
Speaker 3 (38:42):
Yeah, like have your peanut coolata and go.
Speaker 1 (38:46):
But you think you're actually multitasking a lot better. But baby,
let me tell you you're not doing it that well.
So honestly, to answer your question, are we really working
eight hours? I mean, if you know we're more than
hours and we're working, but is it effective?
Speaker 2 (39:02):
Yeah, I mean I don't think you're going straight eight hours.
Let's say that's your workday. Effective. I just think you
need to do what you can to control your workflow.
So if that's turning off your notifications during a certain
period because you need to be heads down on something
doing that and then also being a mindful colleague, especially
in the office, and giving people time to reply to
(39:22):
your messages because you also have to know, like everyone
works differently and everyone's unique and has their own experience,
so you just have to like be mindful of other
people and set boundaries yourself because things are gonna come up.
We're constantly flipping between email and slack while in meetings,
Like it's a lot.
Speaker 3 (39:39):
You just have to do what you can to control yourself.
Speaker 2 (39:41):
Yeah, let us know, are you guys one of the
sixty percent who get distracted easily?
Speaker 3 (39:47):
If you are, we see we feel you.
Speaker 2 (39:50):
Let us know if you have any productivity you know, hacks, Like,
is there a way that you try to stay on
task because we clearly need them?
Speaker 1 (39:57):
And if you are the forty percent who somehow know
how to do this more, please raise your hands, who
are identify yourself? There will be signs, okay, because we
tell the signs are not here. I need you to
tell me your life secrets. Who you have hired. Have
you hired Ayanla? Is she fixing your life anyways?
Speaker 3 (40:23):
Well, on that.
Speaker 1 (40:25):
Note, on that note, Ayana please call us, And for
everybody else, thank you so much for listening.
Speaker 2 (40:31):
Yes, and make sure you guys are following our newsletter
Let's Talk Offline for exclusive content. The link to the
newsletter is in the show description and on my LinkedIn profile.
Speaker 1 (40:40):
Yes, but before we end, we also got to give
a huge shout out to Eli Eli. Thank you so
much for your question. Everybody, you guys can be Eli
b Like Eli, you can send us your questions, all
the good ones, the bad ones, the juicy ones, delicious.
We want to answer them. Information on how to do
that is also in the show description. You already I
(41:00):
am going to bully you. Look in the showscrip, I
am leaning in.
Speaker 2 (41:05):
And if you guys laughed with Jimmy and I today,
make sure you rate and follow the show so you
don't miss it all Right, before you go, remember we've
always got your back and if something comes up, Let's
Talk Offline.
Speaker 3 (41:17):
I'm Giana Prudenti and.
Speaker 1 (41:18):
I'm Jamaie Jackson, Katsten stay driving.
Speaker 2 (41:37):
Let's Talk Offline is a production of LinkedIn News and
iHeart Podcasts. The show is produced by Western Sound. Our
producer is Sabrina Fang. The show is edited by Savannah Wright.
Our associate producer is Sarah Dilley, Alex mckinnis is our engineer,
and Ben Adair is the executive producer.
Speaker 1 (41:53):
Executive producers at iHeart Podcasts are Katrina Norvel and Nikki Etour.
We got support from LinkedIn, Jesse Humple, Sarah Storm and
Ayana Angel. Maya Pope Chappelle is director of Content, Dave
Pond is Head of News Production, Courtney Coop is Head
of Original Programming, and Dan Roth is the editor in
(42:13):
chief of LinkedIn.
LinkedIn News. Your ninety day plan is an extension off
of your thirty day but you don't have to achieve
everything in thirty days, right, Because I'm the kind of girl.
I'm like, I want to solve for world hunger and
poverty and create peace in the Middle East, like everything
within the first thirty days. And I'm like, girl, I'm
(00:21):
just a girl.
Speaker 2 (00:21):
She's like, I cannot let them rests, right, no wonder.
I have a company, right, my magic company from LinkedIn
News and I heard podcasts. This is Let's Talk offline,
a show about what it takes to thrive in the
early years of your career without sacrificing your values, sanity
(00:42):
or sleep.
Speaker 3 (00:43):
I'm Gianna Predente.
Speaker 1 (00:45):
And I'm Jamay Jackson Gadson. The first few weeks of
a new job, y'all can definitely feel like you are
being thrown into the deep end. Now, baby, I can swim,
but I am certainly no Olympian. Okay. You are trying
to juggle so many things, the small things like what
do I wear to the office or who do I
sit with that lunch, all the way to the big
(01:07):
things like how do I advocate for myself? What do
I look for in this job. How do I build
a relationship with my manager? Honestly, it is stressful. My
artfits are sweating just thinking about it.
Speaker 2 (01:18):
And if you guys haven't figured it out already, you're
not handed a guidebook on your first day.
Speaker 3 (01:22):
That's like, here's how to navigate work like.
Speaker 2 (01:25):
Much I wish there was, But don't stress out. We're
going to talk about how to set yourself up for
success in a new role so that you can focus
on showing up as your best self and figuring out
if this is.
Speaker 3 (01:35):
The right job for you. So you know that I'm
an anxious girlly, I.
Speaker 2 (01:43):
Do know this, and when I started my first job
here at LinkedIn, like that was anxiety to new new levels,
you know.
Speaker 1 (01:53):
I mean, you came out the gates swinging on a
big girl job.
Speaker 3 (01:56):
I know they're.
Speaker 2 (01:57):
Exciting, but really scary because I feel like there's so
much you don't learn in school about navigating like corporate life,
and it really feels like a lot of times you're
the one who has to navigate it on your own.
There's not somebody you can turn to. And that's really
what did inspire a lot of my reporting. When I
started my newsletter three years ago because I was like,
all right, all of my friends are figuring out, you know,
(02:20):
how to set goals at their jobs and like how
to create relationships with their managers for the first time,
like all these unspoken rules of work, if you will.
And so I was like, I'm going to speak to
experts who can help us figure this out and then
share it in my newsletter, because yeah, we don't learn
any of this before starting corporate life.
Speaker 1 (02:37):
Yeah, so, what are things that you would have wanted
to know? Like if I had been teaching a masterclass
in college, Like, what are things that like I should
have been instructing you?
Speaker 2 (02:46):
Okay, well I totally would have signed up for that class,
But I think, yeah, a lot of it is just
like big things like how do you negotiate, how do
you speak up at work ask for promotion? But to
little things like how do I figure out how to
succeed in this role? How do I create a good
working relationship with my manager? And you know I talked
about this previously, but when I started at LinkedIn, I
(03:08):
was on a contract and then I went full time
and then I moved to a new team and suddenly,
like it was a blank slate, and they love this
term here building the plane as you're flying, which is
exactly what we love.
Speaker 1 (03:23):
To say that. And there's lots of planes around here.
Speaker 2 (03:26):
I like to be strapped in, but no problem. But
so that's how the role felt like it was literally
getting designed as I was in it, and I didn't
really know.
Speaker 3 (03:35):
What success looked like in that role.
Speaker 2 (03:37):
And I did turn to my manager, and I, you know,
had some guidance, but I was really comparing myself to
people on my team who were more senior than me
and had established themselves. And I was like, okay, well
I need to get there. I know the angle, but
I have no idea how to get to that point.
So I remember this one conversation with a colleague who
(03:58):
sat me down and he was like, Okay, if there's
anything I can tell you, it's that you need to
create your own metrics for success. This is a very
self driven role. So you need to figure out what
are metrics for yourself, put it in a dock, and
be able to communicate that when somebody asks, and make
sure you're tracking your progress right, Like I think a
lot of times we look to somebody else to say, Okay,
(04:18):
this is the target you need to reach, but you
really can create that for yourself. So that's something I
did in early in my days of this new role
to figure out, like, Okay, I know what I'm working towards.
I have ways to benchmark myself, and I'm going to.
Speaker 3 (04:35):
Just track my progress along the way.
Speaker 1 (04:36):
Yeah. Well, let me ask you, gee, are you a
person that you operate well in like ambiguity or do
you need a structure? You need a little bit more structure.
I know, I'm like because some.
Speaker 2 (04:49):
People my life motto is that only dead fish go
with the flow, because I just get I need the structure. Like,
I don't go with the flow, I don't live in
the gray area, Like I don't.
Speaker 1 (05:00):
Mean like like a structure.
Speaker 2 (05:02):
Yeah, because you know, the role didn't have much structure
created for me, and I had to create that for myself.
I really do thrive with structure.
Speaker 3 (05:11):
Maybe too much sometimes I'm working on them.
Speaker 2 (05:13):
No, not at all, but yeah, so that's something I
had to figure out for myself, like, Okay, what is
my workflow? What is my main piece of content that
I'm producing, which was my newsletter? How do I organize myself?
All of those things was mostly me figuring out by
myself and then turning to my colleagues who were in
similar roles and learning from them, and then implementing that
into my own workflow.
Speaker 1 (05:32):
Yeah, that makes a lot of sense, and I guess
in many ways my story is very similar for every
role I had, probably until I did my first fellowship,
which was at BuzzFeed, I always was in roles where
I was the only person, like on my team, like
doing the specific thing. So on the one hand, I
didn't have anyone who I could look to and say like, Okay,
(05:53):
how are you doing this? And to some degree I
couldn't even really go to my managers because my managers
maybe were in other divisions who had come over to
shepherd this project or this initiative, And so I really
had to just sort of figure out, to your point,
what success for me looks like, and how do I
tell that story.
Speaker 3 (06:12):
Yeah.
Speaker 1 (06:12):
When I did get to do that fellowship, it was
great because you know, this had been a long standing program.
Anyone who has ever, you know, come through the BuzzFeed ranks,
A lot of people have come from the Fellowship program.
So I knew that this was a pipeline for hiring
and I went and I called my mama up and
I was like, I'm going to get a full time
job there. Like I loved everything about it. I loved
(06:35):
the culture, I loved the name, and my fellowship coordinator
had actually he was very type A too, but he
gave a sort of like a syllabus at the very
beginning of the fellowship saying like, by the end of this,
this is what you ideally should have a lot of
these were It was great because it broke it down
even to like I want you to hit a story
that hits this many page views or this or that,
and it was a multitude of different things that really
(06:58):
stretched you. And so every week I'm going through and
I'm like, am I tracking progress toward this or this
or this? And I actually was really happy because by
the end of that fellowship I had hit every single
thing on there plus some Your girl was setting this
stand the bar, hi baby. But to your point, I
had to sort of self govern a lot. And there
(07:20):
are times where you can go to your managers and
you can ask them for help, but you also are
going to have to figure out a lot of this.
But I think where the exhausting slash anxiety inducing part
about it all is is that you don't even know
where to begin. You don't know what. You don't know
until you know what, you don't know, you know what
I mean. And so yeah, well let me ask you, like,
how did you personally navigate your new working environment, like
(07:43):
when you left that structure because there are other structured
girlies and boys's listening who are like people who are
just like, Okay, I am charting into new territory. I
might be the only one on my team or I
might be working with like a new manager, Like, how
have you navigated that in your career?
Speaker 2 (08:01):
So on the structure piece, I think I bucketed my
work and was like, okay, I'm putting into three buckets.
Speaker 3 (08:06):
It's X, Y, and Z.
Speaker 2 (08:08):
So I knew like, okay, maybe on this day I
need to touch certain parts of this category. On the
next day I touched certain parts of the next I
think doing that, like breaking down my work into more
I guess bite sized you know, responsibilities, really helped me.
And then on like navigating the workplace in general. I
(08:28):
mean it was a weird time because it was when
I first started at LinkedIn. It was remote, so I
was like, is this job even real. And then when
I came to the office, Lord, it took me like
a million years just to figure.
Speaker 3 (08:40):
Out what to wear right. And then you know, I
like came in, I was like, do we like hug? No?
Speaker 2 (08:45):
Like, do we handshake? It's awkward waves, you know all
of that. So, yeah, I think it takes a minute,
like to really assimilate into a workplace and to figure
out like those unspoken rules, get the lay of the land,
and a lot of it is like sitting back and
just how other people are moving. And then I think
that informs what you do.
Speaker 3 (09:05):
What about you when you started?
Speaker 2 (09:07):
You've had a few jobs now, but how have you
kind of approached those first few weeks on a new job,
when you're entering a new environment.
Speaker 1 (09:13):
Yeah, I personally go into a job asking myself what
do I want to accomplish that will show them that
they did not make a mistake in hiring me. I
think that's where possibly, like my anxiety comes from. But also,
you know, and I've spoken about this a couple of times,
being a woman of color, I already know that there
is possibly a standard that I'm being held to or
(09:36):
evaluated against, And for a lot of the roles that
I've carried throughout my career. I've usually been the only
or maybe one of only a few, and so I
always want to go into a job showing them like,
not only am I qualified to do this, but that
you can immediately see opportunity for me to advance here.
And so for me, that developed into what I call
(09:56):
and what others have called a thirty sixty ninety day.
So essentially those are when you break up, what do
you want to accomplish within your first thirty days on
the job, sixty days, ninety days. The great thing is
your ninety day plan is an extension off of your
thirty day. But you don't have to achieve everything in
thirty days, right, Because I'm the kind of girl. I'm like,
I want to solve for world hunger and poverty and
(10:19):
create peace in the Middle East, like everything within the
first thirty days. And I'm like, girl, I'm just a girl.
Speaker 2 (10:24):
She's like, I cannot let them I get this decision, No.
Speaker 1 (10:27):
Wonder, I haven't saw me off. My magic company is strong.
But like that, you know, I found that, like by
writing out what I want to accomplish, having those conversations
with my manager being like, is this on target with
what you're anticipating in this role? To be that open
communication is key.
Speaker 3 (10:47):
So I love that.
Speaker 2 (10:48):
Yeah, yeah, I think that's so smart. The thirty sixty
ninety rule when it comes to goal setting. I did
not know about that. Another unspoken role, you know, And
so I think if I, you know, ever start another job,
like I will do that and writing it down so
you know what you're working toward is so smart. Communicating
that to your manager is so smart. I think we
(11:08):
feel like we're and I said this before, like we
wait for direction, but you should be proactive in that
because that's really how you stand out in those first
few days, in the first few weeks up to ninety
days in your role, and because the reality is your
your performance is being measured during that time.
Speaker 1 (11:23):
Yeah. And the last thing I'll say, and I'm going
to say this as many times as I possibly can,
this is your career. So I don't care if you
are twenty one, forty one, ninety one, I mean, please
don't be in the workforce at ninety one. Rest baby, rest.
But no matter your age, you have to own your
career and you have to be intentional about the choices
(11:44):
that you make. But also that should give you comfort
knowing that your power is you owning your narrative. Absolutely.
Coming up, we're talking with LinkedIn HR executive Mary Kerbs,
who has over twenty five years of experience in HR
helping young talent. We're gonna talk to her about how
(12:05):
you can come up with a game plan to tackle
those new job goals. All right, y'all, So we are
back and we have been talking all about navigating the
(12:26):
unspoken rules of work and more importantly, how you can
set yourself up for success when you first join a
new company. Now. I don't know if anyone's told you this,
but your big sis, Jamay, is going to while you're
out here trying to figure out your new role, your
performance is being measured. Okay, So I know you want
(12:46):
to get some more intel from me and Gianna, but
we had to bring the big dog out for this episode. Gianna,
who do we have this week?
Speaker 3 (12:54):
I am so excited, guys.
Speaker 2 (12:55):
We are bringing in an HR expert who has literally
seen it all at such a high level to share
what we can do at the ground floor. Joining us
today is Mary Kurbs. She's a VP of Product HR
here at LinkedIn She's been working in NHR for over
twenty five years and has dedicated her career to uplifting
talent and fostering work environments where people feel like they
can thrive. Mary, thank you so much for joining us.
Speaker 4 (13:18):
Yeah, I'm so thrilled to be here with you both.
Thank you so much for the warm welcome.
Speaker 2 (13:24):
Of course, we're so excited to have you. And I'm
going to kick it off with a question about HR.
You know, when I started my job three years ago,
I was like, what role does HR even play? Do
I only go to HR if I'm in trouble or
does something bad happen? So for all the people who are,
you know, starting their careers, I want to know, aside
from your manager, how is HR a resource to new
(13:45):
hires and how can they lean on HR while they're
figuring out this new work environment.
Speaker 4 (13:50):
You know what, I'm so glad you asked this, Gianna.
I have been trying to change how people think about
HR for the last twenty some odd years. HR can
be very valuable to new hires and to employees in general.
But you're right, you know, you hear the term HR
and it's I must be in trouble something negative is
(14:10):
going to come out of this conversation. I'd like to
kind of turn the tables on that a little bit.
I would say for new hires, it is, you know,
don't be afraid to find out who your HR partner is.
They are there to answer questions perhaps that you might
not feel comfortable asking your manager. They're there for counsel
and advice. Think of it as an additional resource, someone
(14:32):
that knows the company very well, someone that can help
you navigate. They know how to connect with people, and
they know how to open doors and help them find
a way forward, regardless of what it is that you
need help with.
Speaker 2 (14:46):
I love that you said HR is there to answer
the questions you don't feel comfortable asking your manager, because
that's the business Jamay and I are in.
Speaker 3 (14:52):
So I love that.
Speaker 1 (14:53):
Yeah. So, you know, one thing that we really want
to touch on, especially for early career professionals is once
they get into their role, understanding that their manager is
also evaluating them and making sure that this is a
culture fit. So, from your perspective, how are managers usually
evaluating new hires, especially during those first few weeks on
(15:15):
a job. You know, what are managers even looking for.
Speaker 4 (15:18):
It's a great question. I would say, first and foremost,
how is the employee acclimating to the culture, to the team.
How are they interacting with others? Are they meeting with
the right people? Are they getting the information needed to
be able to do their job? They know who they're
(15:39):
going to be working with on a daily basis, can
they develop relationships and can they begin to contribute? And
I think that there's a wonderful partnership that happens between
an employee and their manager. Ninety percent of an employee's
happiness is their manager, and that can be a good
or a bad thing, Let's be honest. So you know,
being able to come in and have that connection with
(16:01):
your manager and know what's expected. And I know that
that sounds very general, so I want to unpack that
a little bit. You start a new job, you kind
of know what you were hired to do, but you
come in and it's like, okay, tactically, what am I
expected to do? The person that is going to help
you map that out is your manager. You know, a
manager should help an employee navigate their first I would
(16:24):
say ninety days on the job, here's the people you
should be meeting with here's the people that are going
to give you the information needed for you to understand
how to do your job.
Speaker 2 (16:34):
I love that that's something my manager did when I
started out, which is a lot of my anxiety. But
I'm wondering if they don't say, you know, here are
the key stakeholders on the team that you should probably meet.
Is that something you should ask for so you can
then set up those meetings yourself.
Speaker 4 (16:48):
Absolutely, I've spoken with countless early in career employees, you know,
like how am I going to set myself up for success?
And one thing that I always share is, you know,
like when you start dating someone and you have a
list of non negotiables, like things that have to be
in place if things are going to move forward. I
(17:10):
think every new employee should be having that conversation with
their manager of Okay, here's my non negotiables in order
for me to feel like I'm going to be successful,
this is what I need and to hear the same
thing from your manager. And you know what, I think
people joining, you know, having their first professional job, they
may not know what those non negotiables are yet, but
(17:32):
I think just having the conversation with their manager, what
does success look like, here, I am, this is my
first job. What are the things that are your pet peas?
What are some things that I should stay away from doing?
So that's pretty essential in my book.
Speaker 2 (17:48):
That list of non negotiables is really so important because
the reality is you're still vetting the company just as
much as they're measuring your performance. And we're going to
get into that in just a bit, but before we do,
I want to bring up question from one of our listeners.
This is Deer Work Bestie, where we answer questions from
people who listen to the show. This week we have
a question from Eli and Texas.
Speaker 5 (18:09):
I'll be starting my first job out of college in
just a couple of weeks, and I'm pretty excited, but
I'm also nervous. So how can I show my employers
that I am trustworthy and responsible when it's still also
new to me?
Speaker 4 (18:22):
In any job, regardless of whether it's your first job
or your fifth job, I think coming in and understanding
what are some early wins that you can make to
show that you're contributing. I think with every job there's
what I call like low hanging fruit. Can you make
sure that you're completing your projects on time? Are you
(18:44):
showing that you have a strong work ethic, because the
moment that you start a job, you start building your
brand and who you are how you show up is everything,
and you can do that in the little list of ways.
So Eli, I would say, show your best self, be consistent,
find ways right as you start to understand, you know,
(19:05):
what is a big problem or a small problem that
your manager's trying to solve, and you may not know
how to solve it, but you may be able to
come back with some ideas to let them know that, Hey,
I know that this is important and it's top of
mind for me. Here's what I think about it. Knowing
what's important to the business that you support and your manager,
(19:26):
being present in meetings, asking questions, trying to show that
you're present and you're wanting to participate in collaborative all
of those things speak volumes about you as a professional.
Speaker 1 (19:39):
Yeah. I love that you mentioned that because gian and
I have been talking about personal branding and how important
it is to be able to show yourself reliable in
the workforce, because all to your point, everything that you
do in touch and say all goes back to you
building and crafting this narrative of who you are and
how people can look at you, and so I love that.
(20:00):
I also started talking about things that people can do.
So I want to ask you about this thirty sixty ninety.
A couple of years ago, a mentor of mine said,
when you come into your job, you should create a
thirty sixty ninety plan. I had never heard of that
a day in my life. And so when it comes
to setting goals as a new hire, what are things
(20:20):
that people should be thinking about as far as what
they should be accomplishing in those first thirty sixty and
ninety days. But then also how do they start having
those goal setting conversations with their managers? Should they come
to their manager and offer that up? Should they wait
for their manager too? Should it be a symbiosis or
big word like what should it look like?
Speaker 2 (20:40):
Woo?
Speaker 4 (20:41):
I don't know how to follow that word. You may okay,
okay within the first thirty days to may just to
get into it. I think it is understanding your scope,
understanding what irresponsible for, and then really starting to set
some key goals. And you all may have heard this term,
you know, setting smart goals, smart being specific. What exactly
(21:05):
is it that you need to accomplish measurable how do
you know if you're successful? And I think that's the
key and trying to have it be measured where it's
not subjective. I mean, let's be clear, some of it
will be subjective. You're going to be you know, people's
opinions of you will weigh in. But if there are metrics,
if there are survey results that can be used, you know,
(21:29):
to drive those measurable results, I think it's really helpful achievable.
Are you setting realistic goals or you know, are you
trying to boil the ocean relevant? Are the goals that
you're setting aligned with what the business needs or is
this something that you know may not have a deep impact.
And then time bound, you don't want to have evergreen
(21:50):
goals to start in a finish so that you get
that sense of accomplishment. But I think trying to use
that framework at least three out of those five. Honestly,
as you're talking talking to your manager on how you
set goals, those are things that I think should be
accomplished at least within your thirty days and then within
the next six year ninety days you're starting to chip
(22:10):
away your goals. You are meeting people that you need
to interact with on a regular basis. I call it.
You know, you're trying to figure out who's who in
the zoo. You're going to need ninety days to meet
all the people that you'll need to interact with. That's
not going to happen in the first thirty Again, be
realistic and give yourself time, and then also understanding who
(22:32):
are the folks that you can go to beyond your
manager for support even if you have questions about how
to interact with your manager, identifying somebody that might be
able to help you with that is really important within
the first ninety days.
Speaker 3 (22:45):
You mentioned before.
Speaker 2 (22:47):
You know, it takes about ninety days maybe even more
to figure out who's who in the zoo, which is
so true. And when you're building those relationships, it can
be overwhelming, you know. I remember when I started out,
I was there's a lot of people. I was like, well,
I don't know even know how to tackle this. So
what are some first steps people can take when it
comes to building good working relationships with people on their team?
Speaker 4 (23:08):
I mean, you want to connect with somebody on a
human level. Yes, you're going to have people that want
to get right into it and want to just talk
about business. Fine, but I find that, you know, the
deeper relationships are rooted in a connection of some sort.
And so you know, when you first meet someone, maybe
taking you know, the first minute, you know, hey, tell
(23:29):
me a little bit about yourself, and then you get
into you know, the business at hand. But I just
feel like connecting at a human level, showing what's important
to you those things go a long way. And being
able to connect and helping people feel comfortable.
Speaker 1 (23:46):
That feels so relatable because I remember even when I
joined LinkedIn almost three years ago, my team was in
such a fast hyper growth stage where it was like
Mary's like, I remember the people. Yeah, it was new
people every week, so much so where we were just like, okay, y'all,
we're just gonna start doing collective on boards for the
(24:08):
team for introductions. But as scary as it felt, it
also felt so nice knowing that other people were in
the boat with you. They were in the trenches and
we were building the plane as it was flying, and
our rooting for you to succeed, which actually kind of
brings me to my next point because you know, as Gianna,
I always tell people like I look at jobs a
(24:30):
lot like dating. So I was very happy that you
did your dating analogy a little earlier because.
Speaker 3 (24:35):
I saw Ja May smiling at that.
Speaker 1 (24:37):
I was so happy because there are so many similarities
around relationship building that I see. And you know, when
we think about those first ninety days, everybody is always
saying the company is vetting you, the company is vetting you,
blah blah blah. But honey, you are vetting the company too.
And I think a lot of people don't realize how
much power they also have. So if you are a
(24:58):
early career professional, you know someone who's just starting out,
what's some advice that you would give them on things
that they should evaluate on whether the company is right
for them, Like what are green flags? What are red flags?
What are pink flags?
Speaker 4 (25:12):
So I would say a green flag is you feel
that you can bring your best self? What does that
actually mean? So you're in a team meeting, you're with
your manager, you are able to freely share information and
people are asking questions and are curious about you and
want to get to know you. You feel like you're
(25:34):
an environment where people want you to belong. That would
be a big green flag for me on the opposite
of that. A red flag is you're not getting time
with your manager. You know, when you're trying to meet
with people, people aren't giving you the time. Like you're
not being set up to be in an environment where
you can understand who you need to work with and
(25:56):
how to get to know them and how to collaborate.
You know, I would say a pink flag is you've
got a manager who seems really nice. You know you've
got the connection with them, but it's all words and
no action. You know, you're in your one on ones
and maybe you've had that non negotiable conversation and you
(26:17):
feel like you've gotten to a point where you understand, Okay,
this is how I'm going to work with my manager.
But it's all words and no action. That's not good either.
When your manager's just going through the motions, that would
be a reason to pause and you know, being able
to have the courage to say, hey, what we once
talked about, I'm not seeing and I need to feel
(26:40):
like I'm set up for success here. I mean at
my core, Jammy, Like, if those things aren't in place
within the first ninety days, if I'm like waking up
on a Monday morning, and it's like I got to
go in there. You know, that feeling is not a
good one.
Speaker 1 (26:56):
So yeah, and the Sunday scaries are too really, especially
the first ninety days that's supposed to be money time.
Speaker 4 (27:08):
Wait to know, these people better bring it on.
Speaker 2 (27:13):
So let's say at the end of those ninety days,
maybe even a year, the red flags are just popping
up left and right.
Speaker 3 (27:18):
You got some.
Speaker 2 (27:19):
Green, but there's pink red and you're struggling to, you know,
figure out is this job right for me. That can
be really isolating and scary to feel because you're like,
where do I even turn? And a lot of gen
z yers I've spoken to my reporting they have job hopped,
you know, a few months in even a year into
a role. They've said I've tried all I could and
(27:39):
I decided this wasn't right for me. So I'm not gonna,
you know, stall my career. I'm gonna look elsewhere. But
I'm sure there are steps you can take at the
company to kind of remedy your situation before making that
big decision to leave. So what is the first step
someone should take in that position and what role does
HR play as a resource when this happens.
Speaker 4 (28:00):
Oh, I'm so glad we're talking about this. This is
something that's near and dear to my heart. It's performance improvement.
People hear that and they're like, oh no. At the
first sign of somebody, you know, you get negative feedback
from your manager and a lot of employees are like, okay,
well I'm done. Like there's no recovering after this. There's
(28:20):
going to be times in everybody's career where it's hard
to move things forward. It doesn't mean that it's a
it's an end all, that it's a catastrophic event. So
I think number one, just having that realization that you're
going to have highs and lows in your career and
if you're performing lower, that doesn't automatically mean that you're
(28:43):
not going to be successful at the company. It just
means you know what you need more clarity on what's
expected and maybe there's some areas that you might not
be completely meeting all expectations. And who needs to be
giving that to you? Your manager. So Gianna, if you're
starting to feel like Okay, either I don't feel like
(29:05):
I'm contributing or I'm feeling like I'm not accomplishing things,
I think the first step is to have a get
real conversation with your manager, you know, and maybe being
a bit vulnerable. I feel like I'm stuck. You know,
you asked me to do X. I tried working with
this person, I hit a roadblock. Having the courage to
(29:26):
have that conversation and ask for help from your manager.
Most managers should recognize what's going on and be able
to help you course correct in the event you have
a manager that's not interested in doing that. This is
where I think HR can play a really pivotal role
because HR knows the processes, you know, they can help
(29:48):
guide you on where are you at? Are you seeing
consistent challenges? What has your manager been doing to support you?
If your manager hasn't been supporting you, or quite frankly,
your manager's been trying to support you, you're just not
able to move things forward. Maybe you need to think
of another path and be you know, have that honest conversation.
(30:08):
And so I think HR can be a confidant that
employees can go to. And I know, I know everyone's
going to be like I would never think of HR
as a confidant. I'm going to tell HR something, They're
going to go right to my manager. You know what,
I've had so many conversations in my career where you know,
the employees like I'm stuck and can this just be
a conversation with you? And I absolutely you're just looking
(30:31):
for some advice and some guidance and you can't have
that conversation with HR.
Speaker 2 (30:37):
So just to tackle this misconception really quickly, is everything
I tell HR confidential? Does it sometimes go down to
my manager? Or do you have to say, like, can
we have it off of the record conversation?
Speaker 5 (30:47):
Right?
Speaker 1 (30:47):
Is this a journalistic thing where I have explicitly look
you in your eyes and say this is off the
record process.
Speaker 4 (30:54):
So HR is considered a company steward. So if there's
anything that an employee shares that there is the potential
for some inequity, a policy violation, something that shouldn't be
happening at work, that is illegal or unjust or unfair,
we take an oath, you know, kind of an informal oath,
(31:16):
you know, to make sure that we raise that to
the appropriate folks. So there are certain things, but a
good HR partner should say, hey, you shared this with me,
I've got to take it to X. And this is why.
Speaker 1 (31:31):
Yeah, that makes sense. It's like a lawyer, like, what
is a prosecutor?
Speaker 5 (31:34):
Like?
Speaker 1 (31:34):
If you admit that you did the crimes, right, I
may not notice. I got to do something.
Speaker 4 (31:41):
I'm with it now. I can't just sit here.
Speaker 1 (31:42):
Yeah that's right.
Speaker 2 (31:44):
Yeah, Mary, I apply you being so transparent with these
myths and also just the role HR plays. And I
think for anyone listening, if you know, this feels a
bit overwhelming. There's so much to think about when you're
starting a new job. It really, like you said, it's
all about being vulnerable and proactive with your communication, knowing
that you have people there to support you if you
are struggling. So thank you so much, Mary for joining us,
(32:05):
for sharing all of this. I love the conversation. It
was soo Yes, Mary, thank you so much. We're gonna
have to hang out more.
Speaker 4 (32:10):
Yeah, a great John and Jamay I loved this. This
has been like the highlight of my week and this
podcast is so rad and you guys are so much fun.
Speaker 3 (32:20):
Thank you.
Speaker 2 (32:23):
Okay, So, Mary was amazing and I am happy to
report that HR can be your friend, especially in those
first few weeks of a new job. Up next, we're
supposed to be working eight hour days, but how many
are you actually working?
Speaker 3 (32:37):
That's after the break.
Speaker 1 (32:45):
That was great. I love Mary so great. She was
so fun right. She gave me so much to think about,
especially about the role of HR and how people can
utilize it when they're first starting out. One thing that
I think is really important for people to remember is
the role that HR plays, particularly the fact that they
are technically there. They're like company security guards, right. They
(33:08):
are there to protect the company, and so you should
always remember that when you go and talk with them.
But there's also the flip side of that, which is
that you can also just go to them for actionable
advice and kind of talking to them about things like
a little off the record to get insights on how
you should work. Another thing that I think is really
important here is that you should clearly outline those goals
(33:29):
and objectives. I'm so happy that she talked about the
thirty sixty ninety day thing because I think everyone can
do it. I love that it is segment agnostic. Everybody
in any industry can do it, and it doesn't matter
how old or young you are. You can incorporate that.
What are you thinking?
Speaker 2 (33:44):
So something I'm taking away from this conversation is kind
of similar to you, like, you should go into this
job with a list of non negotiables, because yes, your
performance is being measured, but you're also assessing the company
like it's a two way street, and we get so
nervous about just showing up and proving ourselves that we
forget we are seeing if we like this job, right,
(34:06):
are the prize right?
Speaker 3 (34:07):
I love that?
Speaker 2 (34:09):
So come in with your list of non negotiables and
look for those green and red flags, and I love
to few.
Speaker 1 (34:14):
She shared.
Speaker 2 (34:14):
With the green flag, she's like, are you able to
show up as your best self? Are you in an
environment where you feel supported? And then on the flip end,
it's are those people who you're reaching out for those
intro calls not getting back to you, like not making
the time of day? Those are signs that inform your
decision whether or not this is the right opportunity for you,
and whatever you decide to do with that is like
(34:35):
up to you, but it's all you know, informative during
those first few months of a new job.
Speaker 1 (34:40):
Yeah, I love that because I think a year's time
is more than enough time for you to really figure
out is this what I want?
Speaker 3 (34:47):
The honeymoon is over at that point.
Speaker 1 (34:50):
Done, That's what I'd be telling you. Look, if the
honeymoon is.
Speaker 2 (34:54):
Nasty, is about to be if that person is a
favorite analogy, Oh that is rough.
Speaker 3 (35:02):
Run yeah, run, We'll leave it there.
Speaker 2 (35:06):
Anyways, should we move into our fun segment?
Speaker 1 (35:10):
Ah? Yes, yes, yes. So this is show the receipts,
which is a delicious segment that gian and I do,
or we discuss what is happening in the culture. We're
talking work trends, insights and those myths and we're discussing
if they're legit or not. Honestly, I like to just
see if Gion and I feel the same way about it.
Speaker 2 (35:28):
So, Gianna, what is on the deck for this week?
So the thing is we all work nine to five jobs.
I'm putting that in air quotes. So, yeah, does anyone
work a nine to five?
Speaker 3 (35:38):
I don't know.
Speaker 2 (35:39):
So you're expected to work eight hours a day, but
how many hours are you actually working? And this question
is inspired by a Fortune magazine article that reported sixty
percent of employees can't go thirty minutes without getting distracted.
Speaker 1 (35:55):
By that sixty percent.
Speaker 2 (35:56):
And I'm like, yeah, and I right, study, Yeah, this
is actually just Jamey and I know.
Speaker 3 (36:03):
But yeah.
Speaker 2 (36:05):
So this was based on a worker productivity survey, and
the reasons why people seem to be getting distracted during
their work day is one, it's like your coworkers are
coming over. I mean, I feel like we've all experienced this,
especially in the office. You're like immediately like, okay, what
do you need?
Speaker 3 (36:22):
So that's tough, like we all know, yappers.
Speaker 1 (36:25):
I try to look people in their eyes and see
if they're dead inside, because if their eighes are saying
leave me alone, I try to like take that as
a note and be like, Okay, I'm gonna circle back.
I'll get some macha.
Speaker 2 (36:38):
I always will try to go up to someone and
be like, hey, do you have a minute? Like if not,
you know, I'll come back. I'll circle to the block
like you do. Another one is obviously, I feel like
app in email notifications are just like we are constantly
getting pinged and then okay, wait, I could like die
on the cell because there's so much incoming all the time. Yeah,
(36:58):
and it's so distracting and I've really struggled. I was
just talking to my friend today at lunch about this.
Because when you're working and then people are paying you,
you feel the need to instantly answer, like I at
least feel that need absolutely, And then I stop working
on what I was doing. Suddenly I'm multitasking, and then
I'm like, what the heck was I doing? I know
(37:19):
I was just doing something important, and now I can't
even remember, and it's gonna haunt me the rest of
the day.
Speaker 1 (37:23):
No, I can relate to that so much because this
is why I tell people all of our nervous systems
are shot. We are over stimulated as a society, Like
there's just too much happening all the time. There is
never really a moment of silence, especially for those of
us who work in like major cities like New York, LA.
There's always something going on, constantine, always a party.
Speaker 2 (37:43):
I literally can I commute home with your buds in
so no one talks to me, but no music, Like
I can't take anything in.
Speaker 5 (37:50):
No.
Speaker 1 (37:50):
But seriously, that's why whenever, even when I'm in the office,
I always will sit away from the team. I love
our time. I do hide. I do hide in a
corner and I have my head in because I am
like I have to like lock in. But the over
influx of things like Slack or email or teams or
just instant messaging in general. You're trying to constantly prioritize.
(38:15):
So like the multitask game, it's a lot like I cannot,
I can't go more than thirty minutes. Thirty minutes even
feels like a really strong focused time. Yeah, honestly, and nowadays,
I think we've just become way too accessible in every sense,
in every sense of the term.
Speaker 2 (38:31):
I mean, we have slack on our phones, email on ouron.
Speaker 1 (38:34):
You're on vacation on the beach and you're checking in
to see what people are talking about in the chat. Baby,
go get some lobster and drinking mymosa.
Speaker 3 (38:42):
Yeah, like have your peanut coolata and go.
Speaker 1 (38:46):
But you think you're actually multitasking a lot better. But baby,
let me tell you you're not doing it that well.
So honestly, to answer your question, are we really working
eight hours? I mean, if you know we're more than
hours and we're working, but is it effective?
Speaker 2 (39:02):
Yeah, I mean I don't think you're going straight eight hours.
Let's say that's your workday. Effective. I just think you
need to do what you can to control your workflow.
So if that's turning off your notifications during a certain
period because you need to be heads down on something
doing that and then also being a mindful colleague, especially
in the office, and giving people time to reply to
(39:22):
your messages because you also have to know, like everyone
works differently and everyone's unique and has their own experience,
so you just have to like be mindful of other
people and set boundaries yourself because things are gonna come up.
We're constantly flipping between email and slack while in meetings,
Like it's a lot.
Speaker 3 (39:39):
You just have to do what you can to control yourself.
Speaker 2 (39:41):
Yeah, let us know, are you guys one of the
sixty percent who get distracted easily?
Speaker 3 (39:47):
If you are, we see we feel you.
Speaker 2 (39:50):
Let us know if you have any productivity you know, hacks, Like,
is there a way that you try to stay on
task because we clearly need them?
Speaker 1 (39:57):
And if you are the forty percent who somehow know
how to do this more, please raise your hands, who
are identify yourself? There will be signs, okay, because we
tell the signs are not here. I need you to
tell me your life secrets. Who you have hired. Have
you hired Ayanla? Is she fixing your life anyways?
Speaker 3 (40:23):
Well, on that.
Speaker 1 (40:25):
Note, on that note, Ayana please call us, And for
everybody else, thank you so much for listening.
Speaker 2 (40:31):
Yes, and make sure you guys are following our newsletter
Let's Talk Offline for exclusive content. The link to the
newsletter is in the show description and on my LinkedIn profile.
Speaker 1 (40:40):
Yes, but before we end, we also got to give
a huge shout out to Eli Eli. Thank you so
much for your question. Everybody, you guys can be Eli
b Like Eli, you can send us your questions, all
the good ones, the bad ones, the juicy ones, delicious.
We want to answer them. Information on how to do
that is also in the show description. You already I
(41:00):
am going to bully you. Look in the showscrip, I
am leaning in.
Speaker 2 (41:05):
And if you guys laughed with Jimmy and I today,
make sure you rate and follow the show so you
don't miss it all Right, before you go, remember we've
always got your back and if something comes up, Let's
Talk Offline.
Speaker 3 (41:17):
I'm Giana Prudenti and.
Speaker 1 (41:18):
I'm Jamaie Jackson, Katsten stay driving.
Speaker 2 (41:37):
Let's Talk Offline is a production of LinkedIn News and
iHeart Podcasts. The show is produced by Western Sound. Our
producer is Sabrina Fang. The show is edited by Savannah Wright.
Our associate producer is Sarah Dilley, Alex mckinnis is our engineer,
and Ben Adair is the executive producer.
Speaker 1 (41:53):
Executive producers at iHeart Podcasts are Katrina Norvel and Nikki Etour.
We got support from LinkedIn, Jesse Humple, Sarah Storm and
Ayana Angel. Maya Pope Chappelle is director of Content, Dave
Pond is Head of News Production, Courtney Coop is Head
of Original Programming, and Dan Roth is the editor in
(42:13):
chief of LinkedIn.
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