In this episode, we’re going to dive into the ongoing struggle with how isolation and loneliness show up in the workplace. Less than 2-3 years ago, we dedicated an entire episode to discussing possible solutions to the common struggles associated with people being lonely in the workplace. Because of the extenuating circumstances of the COVID pandemic, loneliness as an epidemic has not only gotten worse, but it has surfaced in a ton of new ways as well.
That’s why it made a ton of sense to revisit key from this earlier episode that are more applicable now than ever before.
Is there a more rewarding feeling than knowing you are a part of a team that operates and performs at a high level? For my money, it’s one of the absolute best feelings in the world.
In this special episode, you’re going to get to hear a recording I managed to dig up from a talk I was privileged enough to deliver at Austin Startup Week back in late 2018. And while the title of the talk is Engineering Excellence: Best Practices of High-Performing Teams, these principles extend far beyond the world of Software Engineering. In fact, they all apply in some shape or form to ALL teams, which is why I’m so thrilled to share it with you in this episode.
It is April 2020 and, in just 4 weeks time, 22 Million Americans suddenly find themselves unemployed. And there is a TON of uncertainty swirling about, and no doubt it is definitely warranted. And for many of us, this is not the first time in our professional lives where we’ve seen such a dramatic downturn in the economy, resulting in massive layoffs and entire businesses going under.
So while we’ve never experienced this type of pandemic before, it’s precisely because many people have experienced large scale recession that I wanted to connect those of you who are feeling uncertain with stories of growth, hope, and fulfillment.
In this episode, I have the pleasure of chatting with someone I have a ton of respect for and consider a friend: Nick Hermandorfer.
Nick is the Founder and CEO of Home Run Dugout, yet the reason I was so excited to talk with Nick is the journey he’s taken to get to where he is now. Nick graduated from college at Princeton and spent a total of 6 WEEKS working at Lehman Brothers in Manhattan before the 2008 economic crisis cost him his job. What you’ll hear in this episode is Nick telling the story of how he found himself unemployed, living in his parents’ basement, trying to figure out what was next. You’ll hear about how circumstances found him traveling to Austin, TX, where he went to work at a local startup that would coincidentally lead to starting his own company.
So, if you’re feeling worried, fearful, or just a little uncertain, I hope this conversation with Nick will instill you with some hope, some optimism, and maybe even some ideas for how you can turn any crisis into an opportunity.
I have a confession: I like being around people I work with, in close proximity in the same physical space. And I have been feeling a lot of the pains, stresses, and challenges of becoming a fully-remote Leader & People Manager. It’s a shift that I wasn’t ready to make, but fortunately a shift I’ve prepared myself to make successfully.
And if you are a Manager, or a Team Lead, or an Executive who is suddenly faced with leading a completely remote or distributed team, then you might be feeling some of the same pressures and challenges.
So in this post, I want to cover a handful of valuable questions that you can use so that you can also make this shift. By doing so, you can truly become a real champion at leading individuals and teams in a remote environment.
One of the most confusing and confounding bad hires I ever made taught me my most important hiring AND leadership lesson.
I was a few months into my first executive role at a Startup here in Austin, and ensuring that we hired quality, talented Software Engineers was ultimately my responsibility.
We’d just hired a mid-level software engineer who’d come over from a much larger tech company, and while they were clearly bright and technically capable, after a few weeks it seemed like this hire might not have been a good decision.
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Is your unspoken definition of “culture fit” actually hurting your organization?
Is it possible that your current approach in assessing a candidate’s ability to fit in your organization is actually hindering your growth and preventing your success? Can you clearly speak to what it exactly means to be a ‘culture fit’ in your environment?