Side Hustles – The Great Employment Equalizers

Posted on by Stuart Murray
Taylor Reynolds, courtesy of John Sturgis 3
Taylor Reynolds.  Photo courtesy of John Sturgis.

There is a great new buzzword making the rounds, and it deserves some profile.  The concept is the “side hustle,” outside-of-work activity that keeps people interested while making a bit of extra money.  People who have a good side-hustle have great things to say about it.

Side hustles are jobs that pay you to learn, so consider them “real-world” MBAs as Sam McRoberts refers to them as in this article in Entrepreneur.com. You are likely to learn sales, negotiation, and website design.  Several authors note that you are obliged to learn a lot of time management skills.  There’s nothing quite like being overly-busy with something you love to motivate you to organize your day properly.

Amongst the benefits of side hustles, one of the biggest is figuring out what you want to do with your life.  We have all had day-jobs that weren’t thrilling.  The idea is, name your biggest passion, get out and do it, and explore if that kind of work is really for you.  It’s important for those in early-career who are still trying to find their calling.  One millennial, Samantha Matt, wrote a 2015 blog post in the Huffington Post in which she cuts to the heart.

“Even if you’re not 100 percent happy at your day job, if you’ve got something in the works on the side that you absolutely love, that will ultimately lead to happiness…”

She talks about a number of functional career outcomes but you can tell from her tone that she’s just wildly ambitious and wants a career that is engaging and taking her places.

 “…when I first started out, writing a book was not something that was in the cards. With a side hustle, you learn to always stay hungry and that will get you climbing the career ladder to success faster than you ever imagined.”

Mike Templeman in an article from Forbes describes increased opportunities to network, as the side-hustle opens you up to new a whole community.  There’s nothing like sincere conversations about a labour-of-love to open up connections with a community of peers.  Samantha Matt is doing what she loves, and she doesn’t mind doing the kind of thing that people normally think of as soul-sucking.  She now enjoys chasing the dollar, she is motivated to work extra hours, and she is building her resume as a thrill.  She can network for fun.

Don’t you wish you could have this life?  At work, don’t we all wish that our peers or our employees could also have this kind of motivation?

Templeman describes how the extra energy from his side-hustle gave him more energy in his day job.  His regular workplace “…was a place for me to socialize and push my limits… I started getting promoted because I was putting in extra effort all over the place and my ideas were getting recognized.”  He describes an increased willingness to be creative in the workplace, because he had energy and mojo.

For the uninitiated, intrinsic motivation is that sense of acting on drives that come from inside you… to follow your heart, as it were.  By contrast, society is often prescribing what you ought to do, and those prescriptions can make joy disappear.  The big secret about side hustles is that by disregarding society’s prescriptions you can become more successful.  And that is because you are listening to yourself, driving yourself, and putting in a stronger effort.

It’s a much-needed improvement on the idea that you should “follow your dreams.”  You might have met people who caused themselves great harm by abandoning something secure in favour of a semi-delusional dream.  What is different about the side-hustle, is that you have the option of holding onto the security while making safe experiments with your dream career.  The side hustle gives you permission to fail.

As I described in my review of the McKinsey research on the Gig Economy, the key to gigs is that they are fulfilling if they are voluntary.  Voluntary-ness is more important than the amount of money earned in terms of job satisfaction.  But the money can arise from the higher productivity associated with motivation and courage.

Where does this courage come from?  Some of it comes from developing your own bargaining power.  McRoberts asserts that having a single point of failure is brutal to your career mobility.

“So why is it that most individuals have just one income? A single income means you’re trapped. You have fewer options, you’re in a weaker position to negotiate, and you’re in bad shape if that main-stream income happens to goes [sic] away. Granted, employers typically want it that way, because it puts them in a position of power.”

People are deciding that the expectation of devout loyalty to one employer is a con job.  How can any employee in this crazy world express faith that their current employer will take care of them for years to come?  As employees we need to develop our BATNA, short for Best Alternative to a Negotiated Agreement.  In bargaining theory, a strong BATNA gives you something in your back-pocket that protects you from exploitation and allows you to be calmly brave when you ask for more.  Your bargaining alternative is critical to the game of life in which everything is negotiable.

One last important point comes from Templeman when he notes you still need to check that you’re not breaking any rules with your employer.  So yes, you need to be calculating, and cautious, and shrewd.  Only then can you get on with it and follow your dreams.

Dig Deeper and Discover Employees Are Human

Posted on by Stuart Murray

010-hard-work, by jdxyw [edits]
010-hard-work.  Photo courtesy of jdxyw.
In an earlier post I summarized Josh Bersin’s 2018 forecast of disruptive technologies in HR, which I followed-up with an overview of the leadership styles implied by the technology.  My experience with the technology and analytics is that many of the logical elements of human resources can now be figured out with increased ease.  Or rather, it’s easy if you figured them out last year.  But once we have figured out the numbers, it is the social and qualitative factors that become important.

When describing the analytics Bersin names four different types of data:

  • HRMS data
  • Relationship data
  • Wellbeing data
  • Sentiment data

The relationship data described above is a reference to Organizational Network Analytics (ONA), which uses social network theory to look at the way people interact.  ONA collects data from email traffic, meeting attendance, phone calls, and geographic proximity.  It takes a lot of work to get the data to sing, but we already know some of the implications from pre-existing research on social networks.

Information and opportunities flow through the social networks with partial disregard for rank, department, or a person’s commitment to the institution itself.  Sometimes powerful and important people have good connections… but sometimes they do not, and sometimes there are lesser-known influencers who are the key.

Your new status in a network will be influenced by your ability to consider contradictory opinions, your curiosity about new perspectives, and your connections to people in diverse cliques.  Keeping the channels open will be key to your success.  But the best opportunities are to coordinate the entire network for organizational gain, rather than to rig it to favour one individual (be it yourself or someone else).  Think of this as being like pay equity on steroids; once you measure and publicize how things have been organized, there will be an immediate impetus to re-orient everything towards fairness and performance.

Beyond social networks, sentiment data opens a major opportunity.  Your opportunities for analysis jump dramatically once you ask people their story, their context, their emotions, and how this experience relates to their home life and how they describe themselves as people.  Qualitative data has turned out to the missing puzzle piece that everyone was looking for.  It’s difficult to get to because analysts need the humility to talk to people who aren’t always great at math.  Some of the best insights about the subjective experience comes from journalists, novelists, philosophers, and people in the arts.  You really need to show up at those kinds of dinner parties because when it’s time to design your model or your AI to mimic human behaviour, you need to know what it means to be human in the first place.

Increasingly, people analytics is a velvet-roped line up to board a greyhound bus that takes you to destinations unknown.  When you get off that bus, you will find you are not being led to a four-star hotel or the hip new club.  Rather, you are unloaded at a diner where a long-lost cousin shares old photos, your best friend calls you on your bull, and you re-discover that one small thing that’s truly important to you.  The truth doesn’t feel good because it’s cool, the truth makes you feel right because it helps you become authentic.

The deeper you go into the data, the more you realize that people are vulnerable, complex, and hiding great potential.  They want to talk, and it’s your job to listen.

Waking Up is Not a Competition

Posted on by Stuart Murray
Shadows. By Stuart Murray
Photo by author.

Do you have a strange pang of guilt about your wake-up time?  You shouldn’t.  People have varied natural wake-up times, and the “best” time to wake up appears to be extremely personal.

One of the more important workplace numbers – and one that is rarely discussed – is the normal hours of work and the degree to which hours are flexible.  Work hours are a big deal because people need to make a lot of trade-offs between family size, housing, commuting distance, and family care obligations.  In an office environment, while it’s good to have a general sense of when we want people around for meetings, it also makes sense to ensure peoples’ work and home lives to be compatible.

One item that complicates normal work hours is peoples’ sleep times.  While a lot of people have a typical sleep pattern of 11pm-7am, plenty of people tend to be early risers or night owls.  The variety of sleep times are linked to something called chronotype.  There are many news articles implying that waking early is virtuous, but there is little discussion of whether we can choose to change our sleep patterns.  My reading of the research shows mixed results amongst those attempting to change their wake time.

There are several genetic variables that affect chronotype.  The Wikipedia entry on the topic notes that “there are 22 genetic variants associated with chronotype.”  The sleep cycle is related to our levels of melatonin and our variations in body temperature.  Our age has a major impact on sleep patterns.  Children and those aged 40-60 are more likely to be early risers, while teens and young adults are more likely to be night owls.

In an HBR article from 2010, biology professor Christoph Randler was interviewed about an article he published on sleep cycles.  He cited one study that found that “…about half of school pupils were able to shift their daily sleep-wake schedules by one hour. But significant change can be a challenge. About 50% of a person’s chronotype is due to genetics.”

Looking into people’s personal experiences in attempting to wake up earlier, they will often emphasize discipline and routine in waking up properly.  Other articles identify wake-up technologies that oblige you get out of bed promptly.  The best overview that I could find comes from lifehacker.org, which has a great info-graphic on why and how to become an early riser.

Dr. Randler notes that evening people tend to be smarter, more creative, have a better sense of humor, and be more outgoing.  By contrast, morning people “hold the important cards” as they get better grades and the opportunities that arise from them.  Morning people anticipate problems and minimize them, and are more proactive.  “A number of studies have linked this trait, proactivity, with better job performance, greater career success, and higher wages.”

Team Productivity and Genetic Diversity

What is notable is that early risers have the traits that are most beneficial for their personal effectiveness and their personal career success.  This is troublesome.  You see, if early risers are more likely to get into positions of power and status they are also more likely to end up with a captive audience through which they can imply that others should be more like them.  This may be a factor in the early-rising hype.

I would assert that an employer must always look beyond individual performance and pay close attention to teamwork.  It is common for some behaviours to cause one person get ahead to the detriment of the team, and part of good management is to nip this in the bud and put the team first.  If there is a solid talent pool of night owls who bring smarts and creativity which is historically less recognized in grades or career advancement, their contribution might be strong and also under-appreciated.  We must consider what is best for the entire workplace, and cultivate the best contributions from all sleep types.

If the purpose of our diversity and employment-equity efforts is to get the best out of all people regardless of how they were born, perhaps we should be open-minded about sleep patterns.  The correct moral standard should be inclusiveness and team effectiveness.

Dr. Randler, who is from Germany, is quick to acknowledge that our bias towards early-rising is more circumstantial than fact-based:

“Positive attitudes toward morningness are deeply ingrained. In Germany, for example, Prussian and Calvinist beliefs about the value of rising early are still pervasive. Throughout the world, people who sleep late are too often assumed to be lazy. The result is that the vast majority of school and work schedules are tailored to morning types. Few people are even aware that morningness and eveningness have a powerful biological component.”

We can’t choose to be a morning type any more than we can choose to be tall, male, white, a baby boomer, or someone with executive-face.  And for that matter, we can’t choose to be Prussian.  Under what circumstances would we oblige everyone to fit a single standard of excellence that elevates one genetic type to be superior to the rest?  Didn’t we sort this out already?

Handle Office Politics Like Fitted Sheets

Posted on by Stuart Murray
Women honoured at Herat hospital
Women honored at Herat Hospital, Afghanistan, IWD 2011.  ResoluteSupport Media.

Office politics and fitted sheets are basically the same thing.

Before you truly understand fitted sheets, they entangle you, waste your time, and you can’t fold and put them away properly.  Sure, there are people who have a proper folding method, but who has the time to learn this kind of skill?  Yet if your fitted sheets are a bundled mass at the back of the closet, you’ll never feel like you’re great at everything.  But if you ask those who have mastered fitted sheets, you will notice that they have no stress about this topic.  It’s all very simple and easy, just something that needs extra attention.

Office politics is the same thing.  It entangles your day-job with something you think shouldn’t be such a big deal.  There are “proper” ways of dealing with office politics, but are there a gazillion methods and it’s bewildering.

Are office politics even a real skill?  Or is it just some nuisance that sits at the back of your career history, making your best efforts seem unfinished.  The funny thing about office politics is that it’s always messy when you don’t do anything about it.  But there are people who just apply the correct efforts using a couple of simple rules, and they seem strangely calm.  How do they do that?

Here are your instructions for handling fitted sheets.

You need two sets of bedding so don’t have to wait all day for everything to dry.  Wash all bedding in one load, but place the single fitted sheet in the drier on its own.  It will dry quickly.  The rest of the bedding goes into the drier as another load, and will dry faster unentangled.

When folding a fitted sheet, just fold it in half like a towel, bringing two fitted ends together.  Match the corner of elastic bands together, and the sticky-out parts are nested inside one another.  Do this with all four corners in pairs.  Then fold it in half so you have three corners and a semi-circle hanging on the bottom.  Fold it again until most of it looks like a proper rectangle and the semi-circle is not visible.  It will look pretty good but not perfect.  Store it with the rest of the folded bedding, and leave it there until you need it.

Then stop complaining about fitted sheets.

Here are your instructions for handling office politics.  Perceive more than one set of overlords; the one you report to currently, plus their boss, plus the person you’re probably going to work for in three years.  Do all of your normal work as one effort, applying intelligence and exertion plus your own special thing.

Like putting a fitted single sheet in the drier, treat each office-politics-item as a single-purpose puzzle, and apply your best judgment with partial disregard for other concerns.  Who is going to backfill the senior vacancy?  We’ll have to rely on the selection process.  Why do those two people dislike each other?  If one of them trusts you, ask politely about their history.  Was that story I heard personal, and should I not pass it on?  When in doubt say nothing.  These items are confusing when bundled together and entangled with your normal efforts.  So keep it simple.

Now, bring it all together into a clear understanding of what the general dynamic is.  Store all of the agendas together in one place in your mind, simple and organized.

Leave it there until you need it.

And don’t complain about office politics.

Failing to Fail is Our Greatest Risk

Posted on by Stuart Murray
Anguish. By Porsche Brosseau
Anguish. Photo courtesy of Porsche Brosseau.

Failure is often imposed upon us, in settings where we didn’t get a fair chance to perform well.  It’s an incorrect word that we cling to when gripped by self-doubt.  Often this failure spurs an adaptability which sets us up for long-term success.  This means that failure is a word that we must take back and own, mid-process during growth.  There are not winners and losers any more, just those who adapt and those who do not.

Adaptability is the new smart.

Every now and then a good consulting firm offers some exceptional free material online.  Today’s find is Academic Impressions from Boulder, Colorado.  Academic Impressions prides themselves on providing “high quality learning opportunities for academic and administrative leaders in higher education.”

The article that caught my attention, Preparing Students to Lose Their Jobs, encourages postsecondary institutions to prepare students to get their next job, then lose that job, then move on to the next one.  The article calls on robust sources to interpret that “The future of work is adapting to change, failure as a norm, and …a longer career arc in which to experience many different and uniquely distinct careers.”  They also endorse the emerging opinion that technology and globalization will rationalize routine efforts, obliging all (employed) humans to focus on empathy.

Theirs is an opinion that adaptability to change will be the core attribute of successful and well-educated adults.  Therefore, learning to be adaptable must be a top priority.  Adaptability requires a variety of attributes that are agnostic to IQ and “the acquisition of predetermined skills”, the old hallmarks of a solid bricks-and-mortar education.

Adapting to Change Via Professional Development and Workforce Analytics

The new attributes required for workplace success are:

  • An agile mindset which relies on empathy, divergent thinking, and an entrepreneurial outlook.
  • Having the social and emotional intelligence “to adapt and thrive in a world that is increasingly volatile, uncertain, complex, and ambiguous.” Their critique mirrors Elif Shafak’s TED talk on embracing complexity which also became public in September 2017.
  • Improving the speed at which we try, fail, adapt, and grow upward into the next level of challenge. External factors that drive us to failure or obsolescence will become more common, so avoidance of this change will not help.  Rather, we must learn our way into the next opportunity.  New opportunities abound, so get to them promptly… by moving on.
  • Developing a personal history of having changed context and perspective, either from a change of country as an immigrant, a shift in personal identity, or having adapted to some kind of “failure.” These shifts do not have to be shameful.  They can an important part of a meaningful story that makes us whole.
  • Our negative internal voice – the one that tells us the failure we are experiencing is because we are lacking in some shameful way – needs to be regulated, mitigated and subdued by self-reflection, meditation, and connecting our opinions to concrete evidence.

That last item is music to my ears.  On one hand, we need a general positive attitude and healthy self-image.  On the other hand, a little bit of good data can nourish us and help us overcome ill-conceived notions about our worth.  Logic and emotion come together to make the ultimate hot-and-sour soup, like a comfort food in times of change.  You need to seek new information, let it soak in, and talk yourself through it.  Then product-test your new self image with your friends, to make sure it rings true.  And, no punchline, just go!

Look at Her Go! Achieving the Perfect Quit

Posted on by Stuart Murray
Sigrid practicing. By Victor Valore
Sigrid practicing.  Photo courtesy of Victor Valore.

This is a provocative article suggesting that it’s a good thing if an employer loses good people.  To be clear, it’s not a good thing if an employer loses people who quit in disgust.  Rather, if you are cultivating an engaged work environment in which everyone is encouraged to move onward and upward, then there is a price to pay.  That price is that sometimes employees take advantage of external opportunities.

The author of the article is Drew Falkman from a firm called Modus Create, a technology services company with a soft spot for people development.  He suggests that if you are losing good people it is a sign of an engaged work environment that attracts transparently ambitious people.  Ambitious people will regard your workplace as an exceptional diving board into the pool of life.  These can be good people to work with.

What do you think? Could your new employer brand be “diving boards are us”?  The reason I ask, is that most people are only familiar with what competitive diving looks like moments after the diver has taken flight.  But in the years prior to jumping the diver will have put much effort into developing courage, strength, and skill. Would you have a better workplace if a larger fraction of your employees were constantly building towards a visible and transparent goal?  This spirit of growing and striving would be a great workplace culture for employee and employer alike.

This change of attitude on the employer’s part redefines performance excellence as an act of motion amidst a growth mindset, not a final accomplishment that presumes a fixed state.  A workplace that is always striving performs better than one in which managers treat their best staff as collectibles.

Managers are notorious for trying to hold onto their top-performers and keep them at their current level.   It’s so convenient for the manager, having excellent people who are prohibited from seeking new opportunities, locked into place just-so, delivering double the productivity.  These people practically manage themselves, and the manager doesn’t need to spend extra hours training them or replacing them when they leave.  If the manager can cultivate a team like this, perhaps the manager should get the biggest bonus.

But thinking about the whole institution and the economy in general, locking-down high performers is a recipe for stagnation.  Perhaps the millennials were right?  Maybe we should stop tolerating mediocrity and take for granted that generalized career ambition is part-and-parcel of performance and workplace engagement.

Employers are increasingly desperate for good hires into the senior ranks, and they’re blunt that they should always be free to bring in good people from other institutions.  So, as a society, the “correct” opinion is that employers and employees alike should be moving everyone upward and onward.  Therefore, career-growth exits are a good thing.

But it gets better.

Falkman suggests that former employees are valuable to your organization as well.  Former employees can speak highly of their work experience at your organization, improving the employer and customer brand.  Supportive former employees can also become committed customers, suppliers, or investors.  You can go the extra mile and organize this resource of boomerang employees, building current staff to eventually be part of an alumni pool who continue to grow, keep in touch with their peers, and make themselves available as boomerang employees.

Every now and then a contrary opinion comes along that you really need to take seriously.  This is one of the good ones.