Series on Job Interviews continues: Part 3: Answering actual interview questions: Typical interview questions. 1. Tell me about yourself. Using the three-dimensional approach to answer. --- Send in a voice message: https://anchor.fm/dee64/message
In unserem Silvester-Spezial blicken wir auf ein ereignisreiches Jahr 2021 zurück. Wir erzählen euch, welche unserer Vorsätze wir in diesem Jahr umgesetzt haben, hören in unsere Easy German Lieblingsmomente rein und verraten euch, was wir uns für 2022 vorgenommen haben. Die nächste Episode des Easy German Podcasts erscheint am 4. Januar 2022. Wir wünschen euch allen einen guten Rutsch ins neue Jahr! Transkript und Vokabelhilfe Werde ein Easy German Mitglied und du bekommst unsere Vokabelhilfe, ein interaktives Transkript und Bonusmaterial zu jeder Episode: easygerman.org/membership Vor einem Jahr Der Easy German Jahresrückblick 2020 (Easy German Podcast 128) Unsere Lieblingsmomente Finding Excuses in German (Easy German 395) 12 Questions You Can Hear in a Job Interview in Germany (Super Easy German 163) Berlin's Government District & the Brandenburg Gate (Easy German Live) How Janusz Escaped From Poland (Easy German 416) German Hotel Vocabulary (Super Easy German 186) Warum gibt es etwas und nicht nichts? (Easy German Podcast 182) How Do You Stay Happy? (Easy German 391) Wichtige Vokabeln in dieser Episode der Rückblick: etwas Vergangenes noch einmal betrachten | "Wir machen in dieser Episode einen Rückblick auf das Jahr 2021." der Vorsatz: etwas, das man sich fest vornimmt | "Isis Vorsatz für das Jahr 2021 war es, die Zeit bewusst zu genießen." der Ausblick: vorausschauen, was in der Zukunft passiert | "Der Easy German Ausblick für das Jahr 2022 beinhaltet Reisen, neue Podcasts und vieles mehr." der Lieblingsmoment: ein Moment, den man am liebsten mag | "Wir teilen unsere Lieblingsmomente aus den Easy German Videos und Podcast-Episoden." das Silvester: 31. Dezember, der letzte Tag des Jahres | "An Silvester feiern Menschen auf der ganzen Welt gemeinsam in das neue Jahr." anstoßen: Gläser gegeneinanderstoßen, um auf etwas zu trinken | "An Silvester stoßen viele Menschen mit Sekt an." Support Easy German and get interactive transcripts, live vocabulary and bonus content: easygerman.org/membership
Aku dah interview pekerja selama 20 tahun dan ramai yang kurang confidence waktu interview. Aku kongsi sikit tip macamana nak jaga confidence tu.Podcast ini dibawakan khas oleh MyLustre dengan hotline: 6275 4123. Ikuti kami di facebook dan instagram: mylustre.mylife. Kalau nak #Xten #PrebioShotz #JusBerqah dan lain-lain lagi, call jer atau lungsuri lelaman www.mylustre.com. Follow Naked At Work di Instagram.
On episode #44 of the 2B Bolder Podcast, Claudia Miller, Career Coach, Negotiating Strategist & Host of her own Podcast 'Roadmap To The Executive Suite' talks about how she helps serious professionals secure dream jobs, with dream salaries, at their dream companies including fast-growing startups, rockstar midsize companies, and Fortune 500 and Tech Giants. In addition, she shares top tips for job seekers on how to write their resumes, negotiate, network, best interview advice, and so much more. This episode is packed with actionable steps to take today to help you grow your career, whether it's your first job, pivoting, or looking to advance within your current company and get paid more.Connect with Claudia Miller on LinkedInVisit her website: https://www.claudiatmiller.com/Claudia's Podcast https://www.claudiatmiller.com/podcast The 2B Bolder Podcast provides you first-hand access to some amazing women. Guests will include women from leading enterprise companies to startups, women execs, coders, account execs, engineers, doctors, and innovators.Listen to 2B Bolder for more career insights from women in tech and business. Support the show (https://pod.fan/2b-bolder)
Series on Job Hunting continues. Third part: Preparing for Job Interview. Knowing your CV. Knowing the company you intend to work for. Knowing what kind of interview it is. Hide your desperation for the job. --- Send in a voice message: https://anchor.fm/dee64/message
Heute präsentiere ich dir was ganz Neues, das es in dieser Form noch nie so gegeben hat. Du kennst mit Sicherheit auch das folgende Problem: Immer wieder scheitern deine Bewerbungen! Ob Anschreiben, Lebenslauf oder Bewerbungsgespräch. Irgendwo bleibst du immer hängen und zum Job kommt es dann letztendlich doch nicht. Glaub' mir, ich kannte das Problem auch, doch damit ist jetzt Schluss! Ich stelle dir heute nämlich den ultimativen Bewerbungs-Baukasten vor, mit dem deine Bewerbungen sofort besser werden – und das mit wenig Aufwand. Egal ob Anschreiben, Lebenslauf, Vorstellungsgespräch oder LinkedIn-Auftritt – In den nächsten Minuten zeige ich dir, wie du all diese Punkte im handumdrehen verbessert und dir deinen Traumjob sichern kannst. Am Ende gibt's ein gratis PDF als Vorlage zum Download für dich!
A disturbing thought - might it be impossible for us to directly observe the workings of our minds? Richard Nisbett joins Igor and Charles to discuss a life lived on the cutting edge of behavioral sciences in the second part of the 20th Century. He shares tales from his groundbreaking research into our faulty mindware, discussing various biases, cultural differences in cognitive processes, our inability to directly observe our mental processes, and why job interviews are not only unhelpful but potentially harmful to our ability to hire the best person for the job. Igor is keen to learn about the human beings behind some of the 20th Century's academic idols in social psychology like Daniel Kahneman, Amos Tversky and Lee Ross, Richard explains why important work and interesting work are not necessarily the same thing, and Charles struggles to make sense of when we do and don't intervene to help strangers in peril. Welcome to Episode 43. Special Guest: Richard Nisbett.
Applying for a job for the first time? Nervous on your first job interview? This is my first job as a doctor, the video contains the process of me getting me my first job as a doctor. It also contains tips for students/doctors who are looking for their first job.Med School Domination eBook BundleCrush Your Clinical RotationsRapid Study AcceleratorOne-on-One Coaching ProgramsMed Elite AcademyMed Vault LibraryHope yall enjoy!Don't forget to help our new project grow by subscribing on iTunes or your favorite podcast platform!Give us a Rating & Review to be entered for a weekly giveaway for a free eBook or Video Course!Subscribe to us onApple PodcastSpotify PodcastGoogle PodcastStitcher PodcastDisclosure: This description contains affiliate links which means I may get a commission if you make a purchase through my link at no additional cost to you. Thank you for your support!
In der heutigen Episode 383 greife ich ein Thema auf, welches mir immer wieder begegnet. Es geht darum, dass man seinen Lebenslauf im Bewerbungsgespräch reflektiert und darauf hinweist, dass man den Job damals nur unter Druck angenommen hat. Was ich davon halte, darüber soll heute gesprochen werden. Herzlich willkommen beim Berufspodcast 'TopJobs im Wandel'. Mein Name ist Christoph Stelzhammer und dieser Podcast zeigt vor allem Fach- und Führungskräften Karrierechancen auf und bietet einen Zugang zum verdeckten Stellenmarkt. Hier kommen viele interessante Gäste zu Wort und deren Erkenntnisse können höchst inspirierend sein. Wer sich auch direkt mit mir in Verbindung setzen will, kann sich sofort in meinem Onlinekalender unter Angabe einiger Stichworte ein kostenfreies Telefonat buchen. www.berufspodcast.com/termin. Ich musste den Job einfach annehmen! In meinen Jobinterviews interessiert mich immer die Motivation hinter den Stellenwechseln. Ich möchte einfach gut verstehen können was die Menschen dazu bewogen hat die jeweilige Stelle anzunehmen. Ich höre leider all zu oft, dass man damals in einer Drucksituation war und einfach einen Job brauchte. Deshalb hat man zugesagt und es hinterher bereut. Erst kürzlich wieder sprach ich mit einem Kandidaten dem das einige Male passiert ist. Es sollte eine Ausnahme sein. Man fühlt sich vom Pech verfolgt und so schlittert man unter Umständen von einer Katastrophe in die andere hinein. Klar, es gibt heikle Situationen im Leben und dann muss man sich diesen stellen. Es kann also immer vorkommen, dass man ein Umfeld antrifft welches überhaupt nicht passt. Es sollte aber wirklich eine Ausnahme sein und gut begründet werden können. In der Ruhe liegt die Kraft. Im Nachhinein ist man immer schlauer. Generell weise ich immer darauf hin, dass man sich Zeit nehmen, und gut überlegt die Arbeitsstelle antreten soll. Jeder ist seines Glückes Schmied. So heisst es doch, oder? Mein Tipp: Lass dich nicht hetzen! Überlege gut, ob der neue Job und das Umfeld passend ist. Frage dich, ob du mit Freude an den spannenden Herausforderungen arbeiten kannst. Gehe deinen potenziellen Bedenken auf den Grund und tausche dich aktiv mit dem neuen Arbeitgeber aus. Nun bin ich schon sehr gespannt auf deine Rückmeldung. Welche Erfahrungen hast du gemacht und hast du zu diesem Gedanken noch etwas zu ergänzen? Siehst du es vielleicht ganz anders? Auch das wäre für mich sehr interessant. Melde dich gerne bei mir und unter berufspodcast.com/termin findest du sicher passende Telefontermine. Suche dir einfach einen passenden Telefontermin aus. Hast du bereits die TopJobs-Impulse angefordert? Einfach eintragen und sofort informiert werden. Hier findest du direkt mein neues Buch! Also bis bald. Dein Christoph Dieser Berufspodcast richtet sich vor allem an Fach- und Führungskräfte und nicht nur, wenn sie auf Jobsuche sind. Wenn du an Karrierechancen interessiert bist, dann erhältst du für deine Stellensuche viele wertvolle Tipps von erfahrenen Experten. In Interviews kommen erfolgreiche Menschen mit Topjobs zu Wort. Was begeistert sie besonders bei ihrer Aufgabe? Wie haben sie ihre Führungsposition gefunden? Welche Aus- und Weiterbildungen waren für sie relevant? Erfahrene HR Profis informieren dich hier über die sich verändernden Anforderungen im Arbeitsmarkt. Damit bist du immer einen Schritt voraus und der Gestalter deiner erfolgreichen Karriere. CEO's und Geschäftsführer schildern ihren Weg an die Spitze, damit du von den Besten lernen kannst. Sie geben dir viele wertvolle Tipps für deine berufliche Karriere. Weiters sind immer wieder interessante und auch bekannte Redner, Coaches und Trainer dabei. Lass dich auch von ihnen inspirieren und gestalte deine Karriere möglichst erfolgreich. Mein Name ist Christoph Stelzhammer, Inhaber der C. Stelzhammer GmbH veredelt vermitteln und des Berufszentrum.ch. Mitarbeitende zu Höchstleistungen zu bringen und in die richtigen Teams zu integrieren, gehört zu meinen Leidenschaften. Menschen erfolgreich machen und sie dabei zu unterstützen, auf ihrem beruflichen Lebensweg sich selbst sein zu können. Nimm dein Leben in die eigene Hand, folge deiner Bestimmung und lebe deine Talente. Als Fach- und Führungskraft stets authentisch aufzutreten und sich und andere erfolgreich machen. Dafür brenne ich und dieser Podcast ist auch Ausdruck meines persönlichen Lebenszwecks.
**Special Announcement**On November 26, all of my courses for job seekers will be 25% off with the code 25BlackFriday! Invest in your career success and get a job quickly with one of my courses.--------------------------------------------------------------------------------------------------------------Tune into the latest Express to Impress Podcast episode to grow your English vocabulary. You'll learn 10 common phrases in English like "Throw Your Hat in the Ring."This episode is a follow-up to the two previous episodes, including How to Get a Job While Being Authentic & Vulnerable With Terri Creeden and Executive Coach Shares Surprising Ways to Stand Out in a Job Interview. Learning to recognize and use phrases and idioms in English will allow you to communicate better with native English speakers. You won't feel confused when you hear the phrases and idioms and will keep up with the conversation. -----------------------------------------------------------------------------------------------------------------Read the transcript here.Join the Express to Impress community on LinkedIn.Learn how to use the Shadowing Technique.Original theme music by Lucas Knutter
If there's a business book out there, chances are Chris Cooper's read it. That's good news for you, because it means you don't have to guess which ones are worth your while. Here are Chris Cooper's top reads — books that actually made a measurable difference in his business — from 2021, as well as which ones you can stand to skip.Links:Incite TaxDriven NutritionGym Owners UnitedTimeline:1:49 – “$100M Offers: How to Make Offers So Good People Feel Stupid Saying No” by Alex Hormozi.3:06 – “Essentialism: The Disciplined Pursuit of Less” by Greg McKeown. 4:50 – “Steal the Show: From Speeches to Job Interviews to Deal-Closing Pitches, How to Guarantee a Standing Ovation for all the Performances in Your Life” by Michael Port.6:24 – “Think Like a Monk: Train Your Mind for Peace and Purpose Every Day” by Jay Shetty.7:40 – “The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win” by Jocko Willink and Leif Babin.10:01 – “Beyond Order: 12 More Rules for Life” by Jordan Peterson.11:44 – “Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork” by Dan Sullivan and Dr. Benjamin Hardy.14:29 – “Get Different” by Mike Michalowicz.16:13 – The books you can skip from 2021.
Tyrants are good at obtaining power, but bad at wielding it. And no, Mussolini didn't make the trains run on time. Author and Washington Post columnist Brian Klaas joins Charlie Sykes on today's podcast. Special Guest: Brian Klaas.
TODAY'S QUESTION:My dream organization recently posted an open position. I knew I had to apply or I'd regret it and to my delight, I've now done a phone interview and a Zoom interview with the supervisor and President of the organization. I haven't heard back yet (it's only been 48 hours since the second interview), but I do know they are doing "multiple rounds" of interviews. So I have at least one more round before they make a decision. My problem is, if I do get to advance to the next interview, I'm not sure how to prepare and what else to say about myself. I'm used to a couple interviews and then a decision being made. What is this third interview all about?LIKE THIS SHOW AND WANT US TO KEEP DOING IT?Show your love by becoming a patron. We're trying really hard not to do the whole corporate money thing. Disrupt capitalism today! (https://www.patreon.com/bitchesgetriches)WANT TO ASK A QUESTION?Go to Bitches Get Riches and click "Ask the Bitches." We get too many to answer them all, but donors are guaranteed an answer! (https://www.bitchesgetriches.com)NEED MORE OF THE BITCHES?• Read our dank wisdom nuggs at Bitches Get Riches.• Get new articles delivered to your inbox so you never miss 'em.• Follow us on YouTube, Twitter, Tumblr, Pinterest, and Instagram.• Support the show on Patreon.Support the show (https://www.patreon.com/bitchesgetriches)
About AmyAmy (she/her) has spent the better part of the last 15 years in the tech start-up world, starting off as a front-end software engineer before transitioning into leadership. She has built and led teams across the software and product development spectrum, including web and mobile development, QA, operations and infrastructure, customer support, and IT.These days, Amy is building the software engineering team at EdTech startup, Unicycle, and challenging the archetype of what a tech leader should be. She strives to be a real-life success story for other leaders who believe that safe, welcoming, and equitable environments can exist in tech. Links: Unicycle: https://www.unicycle.co AmyChanta: https://twitter.com/AmyChanta TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored by our friends at Oracle Cloud. Counting the pennies, but still dreaming of deploying apps instead of "Hello, World" demos? Allow me to introduce you to Oracle's Always Free tier. It provides over 20 free services and infrastructure, networking databases, observability, management, and security.And - let me be clear here - it's actually free. There's no surprise billing until you intentionally and proactively upgrade your account. This means you can provision a virtual machine instance or spin up an autonomous database that manages itself all while gaining the networking load, balancing and storage resources that somehow never quite make it into most free tiers needed to support the application that you want to build. With Always Free you can do things like run small scale applications, or do proof of concept testing without spending a dime. You know that I always like to put asterisks next to the word free. This is actually free. No asterisk. Start now. Visit https://snark.cloud/oci-free that's https://snark.cloud/oci-free.Corey: Writing ad copy to fit into a 30 second slot is hard, but if anyone can do it the folks at Quali can. Just like their Torque infrastructure automation platform can deliver complex application environments anytime, anywhere, in just seconds instead of hours, days or weeks. Visit Qtorque.io today and learn how you can spin up application environments in about the same amount of time it took you to listen to this ad.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. A famous quote was once uttered by Irena Dunn who said, “A woman without a man is like a fish without a bicycle.” Now, apparently at some point, people just, you know, looked at the fish without a bicycle thing, thought, “That was overwrought. We can do a startup and MVP it. Why do two wheels? We're going to go with one.”And I assume that's the origin story of Unicycle. My guest today is Amy Chantasirivisal who is the Director of Engineering at Unicycle. Amy, thank you for putting up with that incredibly tortured opening. But that's okay; we torture metaphors to death here.Amy: [laugh]. Thank you for having me. That was a great intro.Corey: So, you are, at the time of this recording at least, a relatively new hire to Unicycle, which to my understanding is a relatively new company. What do you folks do over there?Amy: Yes, so Unicycle is not even a year old, so a company born out of the pandemic. But we are building a product to reimagine what the digital classroom looks like. The product itself was thought up right during a time during the pandemic when it became very clear how much students and teachers are struggling with converting their experience into online platforms. And so we are trying to just bring better workflows, more efficiency into that. And right now we're starting with email, but we'll be expanding to other things in the future.Corey: I am absolutely the wrong person to ask about a lot of this stuff, just because my academic background, tortured doesn't really begin to cover it. I handle academia about as well as I handled working for other people. My academic and professional careers before I started this place were basically a patchwork of nonsense and trying to pretend I was something other than I was. You, on the other hand, have very much been someone who's legitimate as far as what you do and how you do it. Before Unicycle, you were the Director of Engineering at Wildbit, which is a name I keep hearing about and a bunch of odd places. What did you do there?Amy: [laugh]. I will have to follow up and ask what the odd places are but—so I was leading a team there of engineers that were fully distributed across the US and also in Europe. And we were building an email product called Postmark, which some of your listeners might use, and then also a couple of other smaller things like People-First Jobs and Beanstalk—not AWS's Beanstalk, but a developer repository and workflow tool.Corey: Forget my listeners for a minute; I use Postmark. That's where I keep seeing you on the invoices because it's different branding. As someone who has The Duckbill Group, but also the Last Week in AWS things, it's the brand confusion problem is very real. That does it. Sorry. Thank you for collapsing the waveform on that one. And of course, before that you were at PagerDuty, which is a company that most folks in the ops space are aware of, founded to combat the engineer's true enemy: sleep.Amy: Absolutely. It's the product that engineers love to hate, but also can't live without, to some degree. Or maybe they want to live without it, but uh… [laugh] are not able to.Corey: So, I have a standing policy on this show of not talking to folks who are not wildly over-represented—as I am—and effectively disregarding the awesome stuff that they've done professionally in favor of instead talking about, “Wow, what's it like not to be a white guy in the room? I can't even imagine such a thing. It sounds hard.” However, in your case, an awful lot of the work you have done and are most proud of centers around DEI, diversity, equity, and inclusion. Tell me about that.Amy: Absolutely. I would say that it's the work that I've spent my time focusing on in recent years, but also that I'm still learning, right, and as someone who is Asian American, and also from a middle-class socioeconomic background, I have a bunch of privileges that I still have to unpack and that show up in the way that I work every day, as well. And so just acknowledging that, you know, while I spend a lot of time on DEI, still have just barely scratched the surface on it, really, in the grand scheme of things. But what I will say is that, you know, I've been really fortunate in my career in that I started in tech 15 or so years ago, and I started at a time when it wasn't super hard for someone who has no CS degree to actually get into some sort of coding job. And so I fell into my first role; I was building HTML and CSS landing pages for a marketing team, for an ISP that was based in San Francisco.So, I was cobbling together a bunch of technical skills, and I got better and better. And then I reached this point in my career where I didn't really have a lot of mentors, and so I was like, “I don't know what's next for me.” But then I am also frustrated that it is so hard for our team to get things done. And so I took it upon myself to figure out Scrum and project management type of stuff for my team, and then made the jump into people management from there. So, people management and leadership through project management.But when I look back on my career, I think about, “Oh, if I had a mentor, would that still have been my fate? Would I have continued down this track of becoming a very senior technical person and just doing that for my whole career?” Because letting go of the code was definitely a hard, hard thing. And I was lucky enough that I really did enjoy the people and the process side of all of this. And so [laugh] this relates to DEI in the fact that there's research and everything that backs this up, but that women and women of color generally tend to get less mentorship overall and get less actionable feedback about their job performance.And you think about how that potentially compounds over time, over the course of someone's career and that may be one of the reasons why women and people of color get pushed out of tech because they're not getting the support that they need, potentially. They're not getting feedback, they're not being advocated for in meetings, and then there's also all the stuff that you can add on around microaggressions, or just aggressions period, potentially, depending on the culture of the team that you're working on. And so all of those things compounded are the types of things that I think about now when I reflect on my own career and the types of teams that I want to be building in the future.Corey: Back when I was stumbling my way through piecing my career together. I mean, as mentioned, I don't have a degree; I don't have a high school diploma, as it turns out, and—that was a surprise when I discovered midway through my 20s that the school I had graduated from wasn't accredited—but I would tell stories, and I found ways to weasel my way through and I gave a talk right around 2015 or 2016, about, “Weasel Your Way to the Top: How to Handle a Job Interview,” and looking back, I would never give that talk again. I canceled it as soon as someone pointed out something that was only obvious in hindsight, that the talk was built out of things that had worked for me. And it's easy to sit here and say that, well, I had to work for what I have; none of this was handed to me. And there's an element of truth to that, except for the part where there was nothing fighting against me as I went.There was not this headwind of a presumed need for me to have to prove myself; I am presumed competent. I sometimes say that as a white guy in tech, my failure mode is a board seat and a book deal, and it's not that far from wrong. It takes, I guess, a lot of listening and a lot of interaction with folks from wildly different backgrounds before you start to see some of these things. It takes time. So, if you're listening to this, and you aren't necessarily convinced that this might be real or whatnot, talk less, listen more. There are a lot of stories out there in the world that I think that it's not my place to tell but listen. That's how I approach it.What's interesting about your pathway into management is it's almost the exact opposite of mine, where I was craving novelty, and okay, I wanted to try and managing a team of people. Years later, in hindsight—I'm not a good manager and I know that about myself, and I explicitly go out of my way these days to avoid managing people wherever possible, for a variety of reasons, but at the time, I didn't know. I didn't know that. I wanted to see how it went.First, I had to disabuse myself of this notion that, oh, management is a promotion. It's not. It's an orthogonal skill.Amy: Yes.Corey: The thing I really learning—management or not—now, is that the higher in the hierarchy you rise, if you want to view it that way, the less hands-on work you do, which means everything that you are responsible for that—and oh, you are responsible—isn't something you can jump in and do yourself. You can only impact the outcome via influence. And that was a hard lesson to learn.Amy: Right. And there are some schools of thought, though, where you can affect the outcome by control. And that's not what I'm about. I think I'm more aligned with what you're saying in terms of, it's really the influence and the ability to clear the way for people who are smarter than you to do the things that they need to do. Just get out of their way, and remove the roadblocks, and just help give them what they need. That's really, sort of like, my overall approach. But I know that there are some folks out there who lead the opposite way of, “It's my way, and I'm going to dictate how things should be done, and really you're here to take and follow orders.”Corey: It's always fun interviewing people to manage teams. “So, why do you want to be a manager?” It's, “Oh, I want to tell people what to do.” And I have to say that as an interviewer, there is nothing that takes the pressure off nearly as well as a perfectly wrong answer. And, yes, that at least to my world, is a perfectly wrong answer to this. There aren't that many pass-fail questions, but you can fail any question if you try hard enough.Amy: [laugh]. Oh, gosh, yeah, it's true. But also, at the same time, I would say that there are organizations that are built that way. Because—all it takes is the one person who wants to tell people what to do, and then they start a company, and then they hire other people who want to tell people what to do. And so there are ways where organizations like that exist and come into being even today, I would say.Corey: The question that I have for you about engineering leadership is, back when I was an engineer, and thinking, all right, it's time for me to go ahead and try being a manager—let's be clear, I joke about it, but the actual reason I wanted to try my hand at management was that I found people problems more interesting than computer problems at that point. I still do, but these days, especially when it comes to, you know, cloud services marketing and such, yeah, generally, the technical problems are, in fact, people problems at their core. But talking to my manager friends of how do I go and transition from being an engineer into being a manager, the universal response I got at the time was, “Ehh, I don't know.” Every person I knew who'd had made that transition was in the right place at the right time, and quote-unquote, “Got lucky.”Amy: Absolutely.Corey: And then once they had management on their resume, then they could go and transition back to being an IC and then to management again. But it's that initial breakthrough that becomes a challenge.Amy: Absolutely. And I fell into it as well. I mean, I got into it, partially for selfish reasons because I was, an IC, I was doing development work, and I was frustrated, and I had teammates who were coming to me and they were frustrated about how hard it was for us to get our work done, or the friction involved in shipping code. And so I took it upon myself to say, “I think I see a pattern about why this is happening, and so I will try to solve this problem for the team.” And so that's where the Agile and Scrum thing come in, and the project management side.And then, when I was at this company—this was One Kings Lane; this was, like, the heyday of flash sales websites and stuff like that, so it was kind of a rocket ship at that time—and because we were also growing so fast and I was interviewing folks as well, I just fell into this management role of, “Well, if I'm interviewing these people, then I guess I should be [laugh] managing them, too.” And that happens for so many people, similar stories of getting into management. And I think that's where it starts to go wrong for a lot of organizations because, like you said, it's not an up-leveling; it's a changing of your role, and it requires training and learning and figuring out how to be effective as a manager. And a lot of people just stumble their way through it and make a lot of mistakes—myself included—through that process.And that becomes really troubling knowing that you can make these really big mistakes, but these mistakes that you make don't affect just yourself. It's the careers of the people that you manage as well and sort of where they're headed in their lives. And so it's troubling to think that most leaders that are out there today have not received any sort of training on how to be a good manager and how to be effective as a manager.Corey: I would agree with that wholeheartedly. It seems that in many cases, companies take the best engineer that they have on their team and promote them to manager. It's brilliant in some respects in just how short-sighted it is. You are taking a great engineer and trading them for a junior and unproven manager, and hoping for the best. And there is no training on any of these things, at least—Amy: Right.Corey: —not the companies that I ever worked at. Of course, there are ways you can learn to be a better manager; there are people who specialize in exactly this. There are companies that do exactly this. But tech has this weird thing where it just tries to solve itself from first principles rather than believing for a minute that someone might possibly have prior experience that could be useful for these things. And—Amy: Absolutely.Corey: —that was a challenge. I had a lot of terrible managers before I entered management myself, and I figured, ah, I'll do the naive thing and I'm just going to manage based upon doing the exact opposite of what those terrible managers all did. And I got surprisingly far with it, on some level. But you don't see the whole picture when you're an individual contributor who's writing code—crappy in my case—most of the time, and then only seeing the aspects of your manager that they allow you to see. They don't share—if they're any good—the constraints that they have to deal with, that they're managing expectations around the team, conflicting priorities, strategic objectives, et cetera because it's not something that gets shown to folks. So—Amy: Absolutely.Corey: —if you bias for that, in my experience you become an empathetic manager to the people on your team, but completely ineffective at managing laterally or upwards.Amy: Mm-hm, absolutely. And you know, I'm exploring this idea of further. Being at a very small company, I think allows me to do that. And exploring this idea of, does it have to be that way? Can you be transparent about what the constraints are as a leader while still caring for your team and supporting them in the ways that they need and helping them grow their careers and just being open about one of the challenges that you have in building the company?And I don't know, I feel like I have some things to prove there, but I think it's possible to achieve some sort of balance there, something better or more beyond just what exists now of having that entire leadership layer typically be very opaque and just very unclear why certain decisions are made.Corey: The hard part that extends that these to me beyond that is it's difficult to get meaningful feedback, on some level, when you're suddenly thrust into that position. I also, in hindsight, realize that an awful lot of those terrible managers that I had weren't nearly as terrible as I thought they were. I will say that being on the other side of that divide definitely breeds empathy. Now that I'm the co-owner of The Duckbill Group, and we're building out a leadership team and the rest, hiring managers of managers is starting to be the sort of thing that I have to think about.It's effectively, how do I avoid inadvertently doing end-runs around people? And oh, I'm just going to completely undermine a manager by reaching out to one of their team and retasking them on something because obviously whatever I have in mind is much more important. What could they possibly be working on that's better than the Twitter shitpost I'm borrowing them to help out with? Yeah, you learn a lot by getting it wrong, and there becomes a power imbalance that even if you try your best to ignore it—which you should not—I assure you, the person who has less power in that relationship cannot set that aside. Even when I have worked with people I consider close friends, that friendship gained some distance during the duration of their employment because there has to be that professional level of separation. It's a hard thing to learn.Amy: It's a very hard line to walk in terms of recognizing the power that you have over someone's career and the power over, you know, making decisions for them and for the team and for the company, and still being empathetic towards their personal needs. And if they're going through a tough time, but then you also know from a business perspective that X, Y, or Z needs to happen, and how do you push but not push too hard, and try to balance needs of people who are humans and have things that happen and go on sometimes, and the fact that we work in a capitalist society and we still need to make money to make the business run. And that's definitely one of the hardest things to learn, and I am still learning. I definitely don't have that figured out, but I err on the side of, let's listen to what people are saying because ultimately, I'm not going to be the one to write the code. I haven't done that in years, and also I would probably suck at it now. And so it behooves leaders to listen to the people who were doing the work and to try, to the best of their abilities in whatever role whether that's exec-level leadership or mid-level… sort of like, middle management type of stuff to do what is in your power to help set them up to succeed.Corey: I want to get back a little bit to the idea of building diverse teams. It's something that you spend an inordinate amount of time and effort on. I do too. It's one of those areas where it's almost fraught to talk about it because I don't want to sound like I'm breaking my arm by patting myself on the back here. I certainly have a hell of a lot to learn, and mostly—and I'm ashamed to admit this—I very often learn only by really putting my foot in it sometimes. And it's painful, but that is, I think, a necessary prerequisite for growth. From your perspective, what is the most challenging part of building diverse teams?Amy: I think it's that piece that you said of making the mistakes or just putting yourself in a position where you are going to be uncomfortable. And I think that a lot of organizations that I've been in talk about DEI on a very surface level in terms of, “Oh, well, you know, we want to have more candidates from diverse backgrounds in our pipelines for hiring,” and things like that. But then not really just thinking about, but how do we work as a team in a way that potentially makes retention of those folks a lot harder? And for myself, I would say that when I was earlier on in all of this in my learning, I would say that I was able to kickstart my learning by thinking about my own identity, the fact that I was often the only Asian person on my team, the only woman on my team, and then more recently, the only mom on my team. And that has happened to me so many times in my career. More often than not.And so being able to draw on those experiences and those feelings of oh, okay, no one wants to hear about my kid because everyone else is, you know, busy going out to drink or something on the weekends. And like that feeling of, you know, that not belonging, and feeling of feeling excluded from things, and then thinking about how then this might manifest for folks with different identities for myself. And then going there and learning about it, listening, doing more listening than talking, and yeah, and that's, that's really just been the hardest part of just removing myself from that equation and just listening to the experiences of other people. And it's uncomfortable. And I think a lot of people are—you have to be in the right mindset, I guess, to be uncomfortable; you have to be willing to accept that you will be uncomfortable. And I think a lot of folks maybe are not ready to do that on a personal level.Corey: The thing that galls me the most is I do try on these things, and I get it wrong a fair bit. And my mistakes I find personally embarrassing, and I strive not to repeat them. But then I look around the industry—and let's be clear, a lot of this is filtered through the unhealthy amount of time I spend on Twitter—but it seems that I'm trying and I'm failing and attempting to do better as I go, and then I see people who are just, “Nope. Not at all. In fact, we're not just going to lean into bias, we're going to build a startup around it.”And I look at this and it's at some level hard to reconcile the fact that… at first, that I'm doing badly at all, which is the easy cop-out of, “Oh, well, if that is considered acceptable on some level, then I certainly don't even have to try,” which I think is a fallacy. But further it's—I have to step beyond myself on that and just, I cannot fathom how discouraging that must be, particularly to people who are early in their careers because it looks like it's just a normal thing that everyone thinks and does that just someone got a little too loud with it. And it's abhorrent. And if people are listening to this and thinking that is somehow just entrenched, and normalized, and everyone secretly thinks that… no. I assure you it is not something that is acceptable, even in the quote-unquote, “Private white dude who started companies” gathering holes. Yeah, people articulating sentiments like that suddenly find themselves not welcome there anymore, at least in every one of those types of environments I've ever found myself in.Amy: Yeah, the landscape is shifting. It's slow, but it is shifting. And, myself on Twitter, like, I do a lot of rant-y stuff too sometimes, but despite all of that, I feel like I am ultimately an optimist because I have to be. Otherwise, I would have left tech already because every time I am faced with a job search for myself, I'm like, “Should I—is this it? Am I done in tech? Do I want to go do something else? Am I going to finally go open that bakery that I've always wanted to open?” [laugh].And so… I have to be an optimist. And I see that—even in the most recent job search I've done—have seen so many new founders and new CEOs, really, with this mindset of, “We want to build a diverse team, but we're also doing it—and we're using diversity as a foundation for what we want to build; it's part of our decision-making process and this is how we're going to hold ourselves accountable to it.” And so it is shifting, and while there are those bad actors out there still, I'm seeing a lot of good in the industry now. And so that's why I stick around; that's why I'm still here.Corey: I want to actually call something out as concrete here because it's easy for me to fall into the trope of just saying vague things. I'll be specific about something, give us a good example. We've done a decent job, I think, of hiring a diverse team, but—and this is a problem that I see spread across an awful lot of companies—as you look at the leadership team, it gets a lot wider and a lot more male. And that is an inherent challenge. In our particular case, my business partner is someone who I've been close friends with for a decade.I would not be able to start a business with someone I didn't have that kind of relationship with just because your values have to be aligned or there's trouble down the road. And beyond that, it winds up rapidly, on some level, turning into what appears to be a selection bias. When you're trying to hire senior leaders, for example, there's a prerequisite to being a senior leader, which is embodied in the word senior, which implies tenure of having spent a fair bit of time in an industry that is remarkably unfriendly in a lot of different ways to a lot of different people. So, there's a prerequisite of being willing to tolerate the shit for as long as it takes to get to that level of seniority, rather than realizing at any point as any of us can, there are easier jobs that don't have this toxicity inherent to them and I'll go do that instead. So, there's a tenure question; there's a survivorship bias question.And I don't have the answers to any of this, but it's something that I'm seeing, and it's one of those once you see it, you can't unsee it any more moments. At least for me.Amy: Yeah, absolutely.Corey: Please tell me I'm not the only person who see [laugh]—who is encountering these problems. Like, “Wow, you just sound terrible.” Which might very well be a fair rejoinder here. I'm just trying to wrap my head around how to think about this properly.Amy: Yeah. I mean, this is why I was saying that I am very optimistic about [laugh] new companies that are coming—like, up-and-coming these days, new startups, primarily, because you're right that a lot of people just end up quitting tech before they get to that point of experience and seniority, to get into leadership. I mean, obviously, there's a lot of bias and discrimination that happens at those leadership levels, too, but I will say that, you know, it's both of those things. There are also more things on top of that. But this is why I'm like, so excited to see people from diverse backgrounds as founders of new companies and why I think that being able to be in a position to potentially either help fund, or advocate, or sponsor, or amplify those types of orgs, I think is where the future is that because ultimately, I think a lot of the established companies that are out there these days, it's going to be really hard for them to walk back on what their leadership team looks like now, especially if it is a sizable leadership team and they're all white men.Corey: Yeah. I'm going to choose to believe we say sizable leadership team that it's also not—we're talking about the horizontal scaling that happens to some of us, especially during a pandemic as we continue to grow into our seats. You're right, it's a problem as well, where you can cut a bit of slack in some cases to small teams. It's, “Okay, we don't have any Black employees, but we're three people,” is a lot more understandable-slash-relatable than, “We haven't hired any Black people yet and we're 3000 people.” One of those is acceptable—or at least understandable, if not acceptable—the other is just completely egregious.Amy: Yes. And I think then the question that you have to ask if you're looking at, you know, a three-person company, or [laugh] I guess, like in my case, I was looking at the seven-person company, is that, “Okay. There are currently no Black people on your team. And why is that?” And then, “What are you doing to change that? And how are you going to make sure that you're holding ourselves accountable to it?”Because I think it's easy to say, “Oh, you know, the first couple of hires were people we just worked with in the past, and they just happened to, you know, look like us and whatnot.” And then you blink becau—and you do that a handful of times, and you blink, and then suddenly you have a team of 25 and there are no people of color on your team. And maybe you have, like, one woman on the team or something. And you're like, “Huh. That's strange. I guess we should think about this and figure out what we can do.”And then I think what ends up happening at that point is that there are so many already established behaviors, and cultural norms, and things like that, that have organically grown within a team that are potentially not welcoming towards people from different backgrounds who have different backgrounds. So, you go and attempt to hire someone who is different, and they come in, and they're just sort of like, “This is how you work? I don't feel like I belong here.” And then they don't stay, and then they leave. And then people sit there and scratch their heads like, “Oh, what did we do wrong?” And, “I don't get it.”And so there's this conversation, I think, in the industry of like, “Oh, it's a pipeline problem, and if we were just able to hire a lot of people from diverse backgrounds, the problem is solved.” Which really isn't the case because once people are there and at your company, are they getting promoted at the same rate as white men? Are they staying with the company for as long? And who's in leadership? And how are you working to break down the biases that you may have?All those sorts of things, I think, generally are not considered as part of all of this DEI work. Especially when, in my experience in startups, the operational side of all that is so immature a lot of the times, just not well developed that deeper thought process and reflection doesn't really happen.Corey: This episode is sponsored in part by something new. Cloud Academy is a training platform built on two primary goals. Having the highest quality content in tech and cloud skills, and building a good community the is rich and full of IT and engineering professionals. You wouldn't think those things go together, but sometimes they do. Its both useful for individuals and large enterprises, but here's what makes it new. I don't use that term lightly. Cloud Academy invites you to showcase just how good your AWS skills are. For the next four weeks you'll have a chance to prove yourself. Compete in four unique lab challenges, where they'll be awarding more than $2000 in cash and prizes. I'm not kidding, first place is a thousand bucks. Pre-register for the first challenge now, one that I picked out myself on Amazon SNS image resizing, by visiting cloudacademy.com/corey. C-O-R-E-Y. That's cloudacademy.com/corey. We're gonna have some fun with this one!Corey: I do my best to have these conversations in public as frequently as is practical for me to do, just because I admit, I get things wrong. I say things that are wrong and I'm doing a fair bit of learning in public around an awful lot of that. Because frankly, I can withstand the heat, if it comes down to someone on Twitter gets incredibly incensed by something I've said on this podcast, for example. Because it isn't coming from a place of ill intent when someone accuses me of being ableist or expressing bias. My response is generally to suppress the initial instinctive flash of defensiveness and listen and ask.And that is, even if I don't necessarily agree with what they're saying after reflection, I have to appreciate on some level the risk-taking inherent in calling someone out who is in my position where, if I were a trash fire, I could use the platform to turn it into, “All right. Now, let's go hound the person that called me out.” No. I don't do that, full stop. If I'm going to harass people, it's going to be—not people, despite what the Supreme Court might tell us—but it's going to be a $2 trillion company—one in particular—because that's who I am and that's how I roll.Whenever I get a DM—which I leave open because I have the privilege to do that—from folks who are early career who are not wildly over-represented, I just have to stop and marvel for a minute at the level of risk-taking inherent to that because there is risk to that. For me, when I DM people, the only risk I feel like I'm running at any given point is, “Are they going to think that I'm bothering them? Oh, the hell with it. I'm adorable. They'll love me.” And the fact that I'm usually right is completely irrelevant to that. There's just that sense of I don't really risk a damn thing in the grand scheme of things compared to the risk that many people are taking just living who they are.Amy: Yeah. And someone DMs you and you suppress that initial sort of defensiveness: I would say that that is an underrated skill. [laugh].Corey: Well, a DM is a privilege, too. A call in—Amy: Yes.Corey: —is deeply appreciated; no one owes it to me. I often will get people calling me out on Twitter and I generally stop and think about that; I have a very close circle of friends who I trust to be objective on these things, and I'll ask them, “Did I get this wrong?” And very often the answer is yes. And, “Well, I thought the joke was funny and I spent time building it.” “Yeah, but if people hear a joke I'm making and feel bad about it, then is it really that good of a joke or should I try harder?” It's a process, and I look back at who I was ten years ago and I feel a sense of shame. And I believe that if anyone these days doesn't, either they were effectively a saint, or they haven't grown.Amy: Yes.Corey: And that's my personal philosophy on this stuff, anyway.Amy: Yeah, absolutely. And that growth is so important. And part of that growth really is being able to suppress your desire to make it about you, [laugh] right? That initial, “Oh, I did something bad,” or, “I'm a horrible person because I said this thing,” right? It's not about you, there's, like, the impact that you had on someone else.And I've been giving this some thought recently, and I—you know, I also similarly have a group of trusted friends who I often talk about these things with, and you know, we always kind of check ourselves in terms of, did we mess something up? Did we, you know, put our foot in our mouths? Stuff like that. And think what it really comes down to is being able to say, “Maybe I did something wrong and I need to suppress that desire to become defensive and put up walls and guard and protect myself from feeling vulnerable, in order to actually learn and grow from this experience.”Corey: It's hard to do, but it's required because I—Amy: Extremely, yes.Corey: —used to worry about, “Ohh, what if I get quote-unquote, ‘canceled?'” well, I've done a little digging into this and every notable instance of this I can find is when someone is called out for something crappy, they get defensive, and they double-down and triple-down and quadruple-down, and they keep digging a hole nice and deep to the point where no one with a soul can really be on their side of this issue, and now they have a problem. I have never gotten to that point because let's be honest with you, there are remarkably few things I care that passionately about that I'm going to pick those fights publicly. The ones that I do, I am very much on the other side [laugh] of those issues. That has not been a realistic concern.I used to warn every person here before I hired them—to get this back to engineering management—that there was a risk that I could have a bad tweet and we don't have a company anymore. I don't give that warning anymore because I no longer believe that it's true.Amy: Mm-hm. Mm-hm. I also wonder about, in general, because of the world that we live in, and our history with white supremacy and oppression and all those things, I also wonder if this skill of being able to self-reflect and be uncomfortable and manage your own reaction and your emotions, I wonder if that's just a thing that white people generally haven't had a lot of practice for because of the inherent privileges that are afforded to white people. I wonder if a lot of this just stems from the fact that white people get to navigate this world and not get called out, and thus don't have this opportunity to exercise this skill of holding on to that and listening more than talking.Corey: Absolutely agree. And it gets piled on by a lot of folks, for example—I'll continue to use myself as an example in this case—I live in San Francisco. I would argue that I'm probably not, “In tech,” quote-unquote, the way that I once was, but I'm close enough that there's no discernible difference. And my social circle is as well. Back before I entered tech, I did a bunch of interesting jobs, telemarketing to pay the bills, I was a recruiter for a while, I worked construction a couple of summers.These days, everyone that I engage with for meaningful periods of time is more or less fairly tech adjacent. It really turns into a one-sided perspective. And I can sit here and talk about what folks who are not living in the tech bubble should be doing or how they should think about this, but it's incredibly condescending, it's incredibly short-sighted, and fails to appreciate a very different lived experience. And I can remind myself of this now, but that lack of diversity and experience is absolutely something where it feels like the tech bubble, especially for those folks in this bubble who look a lot like me, it is easy to fall into a pattern of viewing ourselves as the modern aristocracy where we deserve the nice things that we have, and the rest. And that's a toxic pattern. It takes vigilance to avoid it. I'm not saying I get it right all the time, by a landslide, but ugh, the perils of not doing that are awful.Amy: Agreed. And it shows up, you know, getting back to the engineering manager and leadership and org building piece of things, that shows up even in the way that we talk about career development and career ladders, for those of us in tech, and software engineering specifically for me, where we've kind of like come up with all these matrices of job levels, and competencies, all that, and humans just are so vastly different. Every person is an individual, and yet we talked about career ladders and how to advance your career in this two-dimensional matrix. And, like, how does that actually work, right?And I've seen some good career ladders that account for a larger variety of competencies than just, “Can you code?” And, “What are your system design skills?” And, “Do you understand distributed systems?” And so on and so forth, but I think a lot gets left behind and gets left on the table when it comes to thinking about the fact that when you get a group of people together working on some sort of common cause or a product, that there's so much more to the dynamic than just the writing of the code. It's how do you work with each other? How do you support each other? How do you communicate with each other? And then all my glue work—that is what I call it—like, the glue work that goes into a successful team and building products, a lot of that is just not captured in the way that we talk about career development for folks. And it's just incredibly two-dimensional, I think.Corey: One last question that I have for you before we wrap the episode here is, you spend a lot of time focusing on this, and I have some answers, but I'm very interested to hear yours instead because I assure you, the world hears enough from me and people who look like me, what is the biggest mistake that you see companies making in their attempts to build diverse teams?Amy: I would say that there's two major things. One is that there have been a lot of orgs in my own past that think about diversity, equity, inclusion as a program and not a mindset that everyone should be embracing. And that manifests itself into, sort of like, this secondary problem of stopping at the D part of D, E, and I. That's the whole, “We're going to hire a bunch of people from different backgrounds and then just we're going to stop with that because we've solved the problem.” But by not adopting that mindset of the equity, the inclusion, and also the welcoming and the belonging piece of things internally, then anyone that you hire who comes in from those marginalized or minority backgrounds is not going to want to stay long-term because they don't feel like they fit in, they don't feel like they belong.And so, it becomes this revolving door of you hire in people and then those people leave after some amount of time because they're not getting what they need out of either the role or for themselves personally in terms of just emotional support, even. And so I would say that's the problem that I see is not a numbers game—although the metrics and the numbers help hold you accountable—but the metrics and the numbers are not the end goal. The end goal is really around the mindset that you have in building the org and the way that people behave. And the way that you work together is really core to that.Corey: What I tend to see on the other side is the early intake funnels. People will reach out to me sometimes, “Hey, do you know any diverse speakers we can hire to do a speaking engagement here?” It doesn't… work that way. There's a lot more to it than that. It is not about finding people who check boxes, it is not about quote-unquote, “Diversity hires.”It's about—at least in my experience—structuring job ads, for example, in ways that are not coded—unconsciously in most cases, but ehh—that are going to resonate towards folks who are in certain cultures and not in others. It's about being more equitable. It's about understanding that not everyone is going to come across in a job interview as the most confident person in the room. Part of the talk that I gave on how to handle job interviews, there was a strong section in it on salary negotiation. Well, turns out when I do it, I'm an aggressive hard-charger and they like that, whereas if someone who is not male does that, well, in that case, they look like they're being difficult and argumentative and pushy and rising above their station. It was awful.One of the topics I'm most proud of was the redone version of that talk that I gave with a friend, Sonia Gupta, who has since left tech because of how shitty it is, and that was a much better talk. She was a former attorney who had spent time negotiating in much higher-stakes situations.Amy: Yeah.Corey: And it was terrific to see during the deconstruction and rebuilding of that talk, just how much of my own unconscious bias had crept in. It's, again, I look back at the early version of those talks and I'm honestly ashamed. It wasn't from ill will, but it's always impact over intent as far as how this has potentially made things worse. It's, if nothing else, if I don't say the right things when I should speak up, that's not great, but I always prefer that to saying things that are actively harmful. So—Amy: Absolutely.Corey: —it's hard. I deserve no sympathy for this, to be clear. It is incumbent upon all of us because again, as mentioned, my failure mode is a non-issue in the world compared to the failure mode for folks for against whom the deck has been stacked unfairly for a very long time. At least, that's how I see it.Amy: Right. And that's why I think that it's important for folks who are in positions of power to really reflect on—even operationally, right, you were mentioning your job ads, and how to structure that to include more inclusive language, and just doing that for everything, really, in the way that you work. How do decisions get made? And by whom? And why? How do you structure things like compensation? Even, like, how do you do project planning, right?Even in my own reflections, now when I think back towards Scrum and Agile and all of that, I think that the base foundation of all of that was like was good, but then ultimately the implementation of how that works at most companies is problematic in a lot of ways as well. And then to just be able to reflect and really think about all of your processes or policies—all of that—and bring that lens of equity, really, equity and inclusion to those things, and to really dig deep and think about how those things might manifest and affect people from different backgrounds in different ways.Corey: So, before we wrap, something that I think you… are something of an empathetic party on is when I see companies in the space who are doing significant DE&I initiatives, it seems like it's all flash; it feels like it's all sizzle, no steak to appropriate a phrase from the country of Texas. Is that something that you see, too?Amy: I do think that it is pretty common, and I think it's because that's… that's the easy route. That's the easy way to do it because the vanity metrics, and the photo of the team that is so diverse, and all these things that show up on a marketing website. I mean, there—it's, like, a signal for someone, potentially, who might be considering a job at your company, but ultimately the hard work that I feel like is not happening is really in that whole reflecting on the way you do business, reflecting on the way that you work. That is the hard work and it requires a leadership team to prioritize it, and to make time for it, and to make it really a core principle of the way that you build an org., and it doesn't happen enough, by far, in my opinion.Corey: It feels like it's an old trope of the company that makes a $100,000 donation and then spends $10 million dollars telling the world about it, on some level. It's about, “Oh, look at us, we're doing good things,” as opposed to buckling down and doing the work. Then the actual work falls to folks who are themselves not overrepresented as unpaid emotional labor, and then when the company still struggles with diversity issues, those people catch the blame. It's frustrating.Amy: Yeah. And as an organization, if you have the money to donate somewhere, that's great, but it can't just stop at that. And a lot of companies will just stop at that because it's the optics of, “Oh, well, we spent x millions of dollars and we've helped out this nonprofit or this charity or whatnot.” Which is great that you're able to do that, but that can't be it because then ultimately, what you have internally and within your own company doesn't improve for people from those backgrounds.Corey: I want to thank you for taking so much time to chat with me about these things. Some of these topics are challenging to talk about and finding the right forum can be difficult, and I'm just deeply appreciative that you were able to clear enough time to have that chat with me today.Amy: Yeah, thank you for having me. I mean, I think it's important for us to recognize, even between the two of us that, I mean, obviously, you as a white man have benefited a lot in this space, and then even myself as, you know, that model minority whole thing, but growing up very adjacent to white people and just being ingrained in that culture and raised in that culture, you know, that we have those privileges and there's still parts of the conversation, I think, that are not captured by [laugh] by the two of us are the nuances as well, and so just recognizing that. And it's just a learning process. And I think that everyone could benefit from just realizing that you'll never know everything. And there's always going to be something to learn in all of this. And yes, it is hard, but it's something that is worthwhile to strive for.Corey: Most things worthwhile are. If people want to learn more about who you are, how you think about these things, potentially consider working with you, et cetera. Where can they find you?Amy: So, I am on Twitter. I am the queen of very, very long threads, I should just start a blog or something, but I have not. But in any case, I'm on Twitter. I am AmyChanta, so @A-M-Y-C-H-A-N-T-A.Our website is unicycle.co, if you're thinking about applying for a role, and working with me, that would be awesome. Or just, you know, reach out. I'd also just love to network with anyone, even if there's not an open position now. I just, you know, build that relationship and maybe there will be in the future. Or if not at Unicycle, then somewhere else.Corey: And we will, of course, put links to that in the [show notes 00:48:13]. Thank you so much, once again. I appreciate your time.Amy: Thanks for having me.Corey: Amy Chantasirivisal, Director of Engineering at Unicycle. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with a comment pointing out that it's not about making an MVP of a bicycle that turns into a unicycle so much as it is work-life balance.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
Underwater, Absentia, Phantasm III, and It Conquered the World News: We now have an all-new weekly email that contains all our reviews from the site, plus some bonus material. Over the coming weeks we'll be beefing up the bonus material quite a lot— there's just so much stuff to review! Recent Bonus reviews include: * Halloween 2 (1981) * Dracula (1979) * Giantess Attack vs. Mecha Fembot (2019) * Trans (2020) * Wicked Ones (2020) Read them now, for free, no spam. Then sign up for future issues: http://horrorbulletin.substack.com Episode 141 Summary This week, we'll be watching some more classics. We'll watch four more horror films, including “Absentia” from 2011, “Phantasm III: Lord of the Dead” from 1994, “It Conquered the World,” from 1956, and “Underwater” from 2020. CHECK OUT OUR BOOKS! The Horror Guys Guide to: * Universal Studios' Shock! Theater * Universal Studios' Son of Shock! * Hammer Horror Films * The Silent Age of Horror Creepy Fiction: * A Sextet of Strange Stagings: Six Surprising Scripts * Tales to Make You Shiver, Volume 1 and 2 Here. We. Go! LINKS: Absentia (2011) https://www.horrorguys.com/absentia-2011/ It Conquered the World https://www.horrorguys.com/it-conquered-the-world-1956/ Short film: Job Interview from Hell (2021) https://www.horrorguys.com/short-film-job-interview-from-hell-2021 Phantasm III: Lord of the Dead https://www.horrorguys.com/phantasm-iii-lord-of-the-dead-1994/ Underwater (2020) https://www.horrorguys.com/underwater-2020/ And that's our show. Thanks for joining us. Stop in during the week at our website, HorrorMovieGuys.com for news and horror updates, to comment on this podcast, or to contact us. Get ready for next week, where we'll be watching some more classics. We'll watch four more horror films, including “The Empty Man” from 2011, “Dementia 13” from 1963, “Phantasm IV: Oblivion,” from 1998, and “Dead Ringers” from 1988. Stay tuned! * Email: email@example.com * The web: http://www.horrorguys.com * Subscribe by email: http://horrorbulletin.substack.com * Facebook: https://www.facebook.com/horrormovieguys * Twitter: http://twitter.com/HorrorMovieGuys * Or follow the guys individually at http://twitter.com/BrianSchell and http://twitter.com/EightyCoin * Theme Music by Kevin MacLeod of Incompetech.com
How many times did you heard the phrase “mind your manners” as a kid? There's a good reason for that: manners, simply put, are important. Donald G. James, author, speaker and this week's guest on the podcast, recently published a book about about the topic, merging career experiences at NASA with the timeless wisdom he learned from his mother. He joins us to discuss all things Ps and Qs and how, more often than not, exhibiting good manners during a job interview can be the tie-breaker in a hiring decision.
Oh hello, I didn't see you there. Welcome to Creek of the Week Inc. Come on in and have a seat. Looking over your resume I see you have extensive experience in the field of “having amazing taste in podcasts”, good good. I also see that you've listed your biggest weakness as “only leaves 5 […] The post Episode 297 – The Job Interview first appeared on Creek of the Week.
Interview with Tatiana Sheremet, HR expert from Sydney, who shares some tips on how to improve your LinkedIn profile. Available in Russian only. - LinkedIn — профессиональная соцсеть, которая помогает завести полезные связи и привлечь внимание работодателя. Благодаря грамотному ведению этой соцсети вы можете получить работу своей мечты. Конечно, при условии, что ваш профиль подготовлен правильно. О том, как это сделать мы поговорили с профессиональным HR из Сиднея Татьяной Шеремет.
It's that time of year again… and no, we aren't talking about Christmas music already playing in stores. It's JET Program Application SZN! Nigel, Jenn, & Doug chat with Tye Ebel, the JET Coordinator for the Consulate-General of Japan in Nashville, to discuss all things JET Application Process. Tye shares some great points on what to consider when considering applying for the JET Program, whether it's for this year or preparing your resume for the future. Don't forget.. application deadline is November 12, 2021!The Krewe of Japan Podcast is a weekly episodic podcast sponsored by the Japan Society of New Orleans. Check them out every Friday afternoon around noon CST on Apple, Google, Spotify, Amazon, and Stitcher. Want to share your experiences with the Krewe? Or perhaps you have ideas for episodes, feedback, comments, or questions? Let the Krewe know by e-mail at firstname.lastname@example.org or on social media (Twitter: @kreweofjapan, Instagram: @kreweofjapanpodcast, Facebook: Krewe of Japan Podcast Page, & the Krewe of Japan Youtube Channel). Until next time, enjoy!
About LaurenLauren Hasson is the Founder of DevelopHer, an award-winning career development platform that has empowered thousands of women in tech to get ahead, stand out, and earn more in their careers. She also works full-time on the frontlines of tech herself. By day, she is an accomplished software engineer at a leading Silicon Valley payments company where she is the architect of their voice payment system and messaging capabilities and is chiefly responsible for all of application security.Through DevelopHer, she's partnered with top tech companies like Google, Dell, Intuit, Armor, and more and has worked with top universities including Indiana and Tufts to bridge the gender gap in leadership, opportunity, and pay in tech for good. Additionally, she was invited to the United Nations to collaborate on the global EQUALS initiative to bridge the global gender divide in technology. Sought after across the globe for her insight and passionate voice, Lauren has started a movement that inspires women around the world to seek an understanding of their true value and to learn and continually grow. Her work has been featured by industry-leading publications like IEEE Women in Engineering Magazine and Thrive Global and her ground-breaking platform has been recognized with fourteen prestigious awards for entrepreneurship, product innovation, diversity and leadership including the Women in IT Awards Silicon Valley Diversity Initiative of the Year Award, three Female Executive of the Year Awards, and recognition as a Finalist for the United Nations WSIS Stakeholder Prize.Links: DevelopHer: https://developher.com The DevelopHer Playbook: https://www.amazon.com/DevelopHer-Playbook-Simple-Advocate-Yourself-ebook/dp/B08SQM4P5J TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: You could build you go ahead and build your own coding and mapping notification system, but it takes time, and it sucks! Alternately, consider Courier, who is sponsoring this episode. They make it easy. You can call a single send API for all of your notifications and channels. You can control the complexity around routing, retries, and deliverability and simplify your notification sequences with automation rules. Visit courier.com today and get started for free. If you wind up talking to them, tell them I sent you and watch them wince—because everyone does when you bring up my name. Thats the glorious part of being me. Once again, you could build your own notification system but why on god's flat earth would you do that?Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate: is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards, while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other, which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at Honeycomb.io/screaminginthecloud. Observability, it's more than just hipster monitoring. Corey: You could build you go ahead and build your own coding and mapping notification system, but it takes time, and it sucks! Alternately, consider Courier, who is sponsoring this episode. They make it easy. You can call a single send API for all of your notifications and channels. You can control the complexity around routing, retries, and deliverability and simplify your notification sequences with automation rules. Visit courier.com today and get started for free. If you wind up talking to them, tell them I sent you and watch them wince—because everyone does when you bring up my name. Thats the glorious part of being me. Once again, you could build your own notification system but why on god's flat earth would you do that?Corey: This episode is sponsored in part by our friends at Jellyfish. So, you're sitting in front of your office chair, bleary eyed, parked in front of a powerpoint and—oh my sweet feathery Jesus its the night before the board meeting, because of course it is! As you slot that crappy screenshot of traffic light colored excel tables into your deck, or sift through endless spreadsheets looking for just the right data set, have you ever wondered, why is it that sales and marketing get all this shiny, awesome analytics and inside tools? Whereas, engineering basically gets left with the dregs. Well, the founders of Jellyfish certainly did. That's why they created the Jellyfish Engineering Management Platform, but don't you dare call it JEMP! Designed to make it simple to analyze your engineering organization, Jellyfish ingests signals from your tech stack. Including JIRA, Git, and collaborative tools. Yes, depressing to think of those things as your tech stack but this is 2021. They use that to create a model that accurately reflects just how the breakdown of engineering work aligns with your wider business objectives. In other words, it translates from code into spreadsheet. When you have to explain what you're doing from an engineering perspective to people whose primary IDE is Microsoft Powerpoint, consider Jellyfish. Thats Jellyfish.co and tell them Corey sent you! Watch for the wince, thats my favorite part.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. A somewhat recurring theme of this show has been the business of cloud, and that touches on a lot of different things. One thing I've generally cognizant of not doing is talking to folks who don't look like me and asking them questions like, “Oh, that's great, but let's ignore everything that you're doing, and instead talk about what it's like not to be a cis-gendered white dude in tech,” because that's crappy. Today, we're sort of deviating from that because my guest is Lauren Hasson, the founder of DevelopHer, which is a career development platform that empowers women in tech to get ahead. Lauren, thanks for joining me.Lauren: Thanks so much for having me, Corey.Corey: So, you're the founder of DevelopHer, and that is ‘develop-her' as in ‘she'. I'm not going to be as distinct on that pronunciation, so if you think I'm saying ‘developer' and it doesn't make intellectual sense, listener, that's what's going on. But you're also a speaker, you're an author, and you work on the front lines of tech yourself. That's a lot of stuff. What's your story?Lauren: Yeah, I do. So, I'm not only the founder-developer, but I'm just like many of your listeners: I work on the front lines of tech myself. I work remotely from my home in Dallas for a Silicon Valley payments company, where I'm the architect of our voice payment system, and I up until recently was chiefly responsible for all of application security. Yeah, and I do keep busy.Corey: It certainly seems like it. Let's go back to, I guess, the headline item here. You are the founder of DevelopHer, and one thing that always drives me a little nutty is when people take a glance at what I do and then try and tell the story, and then effectively mess the whole thing up. What is DevelopHer?Lauren: So, DevelopHer is what I wish I had ten years ago—or actually nine years ago. It's an empowerment platform that helps individual women—men, too—get ahead in their careers, earn more, and stand out. And part of my story, you know, I have the degrees from undergrad in electrical engineering and computer science, but I went a completely different direction after graduating. And at the end of the Great Recession, I found myself with no job with no technical skills, and I mean, no job prospects, at all. It was really, really bad, ugly crying on my couch bad, Corey.And I took a number of steps to get ahead and really relearn my tech skills, and I only got one offer to give myself a chance. It was a 90-days to prove myself, to get ahead, and teach myself iOS. And I remember it was one of the most terrifying things I've ever done. And within two years, I not only managed to survive that 90-day period and keep that job, but I had completely managed to thrive. My work had been featured in Apple's iOS7 keynote, I'd won the company-wide award at a national agency four times, I had won the SXSW international Hackathon, twice in a row.And then probably the pinnacle of it all is I was one of 100 tech innovators worldwide invited to attend the [UKG 00:03:41] Innovation Conference. And they flew me there on a private 747 jet, and it was just unreal. And so I founded DevelopHer because I needed this ten years ago, when I was at rock bottom, to figure out how to get ahead: how do I get into my career; how do I stand out? And of course, you know there's more to the story, but I also found out I was underpaid after achieving all of that, that a male peer was paid exactly what I was paid, with no credentials, despite all of the awards that I won. And I went out and learned to negotiate, and tripled my salary in two years, and turned around and said, “I'm going to teach other women—and men, too—how to get real change in their own life.”Corey: I love hearing stories where people discover that they're underpaid. I mean, it's a bittersweet moment because on the one hand it's, “Wait, you mean they've been taking advantage of me?” And you feel bad for people, but at the same time, you're sort of watching the blindfold fall away from their eyes of, “Yeah, but it's been this way, and now you know about it. And now you're in a position to potentially do something about it.” I gave a talk at a tech conference a few years back called “Weasel your Way to the Top: How to Handle a Job Interview” and it was a fun talk.I really enjoyed it, but what I discovered was after I'd given it I got some very direct feedback of, “That's a great talk and you give a lot of really useful advice. What if I don't look like you?” And I realized, “Oh, my God, I built this out of things that worked for me and I unconsciously built all of my own biases and all of my own privilege into that talk.” At which point I immediately stopped giving it until I could relaunch it as a separate talk with a friend of mine, Sonia Gupta, who does not look like me. And between the two of us, it became a much stronger, much better talk.Lauren: It's good that you understand what you were bringing to the table and how you can appeal to an even larger audience. And what I've done is really said, “Here's my experience as a woman in tech, and here's what's worked for me.” And what's been surprising is men have said, “Yeah, that's what I did.” Except for I put a woman in tech spin on it and… I mean, I knew it worked for me; I have more than quintupled my base salary—just my base salary alone—in nine years. And the results that women are getting from my programming—I had one woman who earned $80,000 more in a single negotiation, which tells me, one, she was really underpaid, but she didn't just get one offer at $80,000 more; she got at least two. I mean, that changed her life.And I think the lowest I've heard is, like, $30,000 difference change. I mean, this is, this is life-changing for a lot of women. And the scary thing is that it's not just, say it's $50,000 a year. Well, over ten years, that's half a million dollars. Over 20 years, that's a million, and that's not even interest and inflation and compounding going into that. So, that's a huge difference.Corey: It absolutely is. It's one of those things that continues to set people further and further back. One thing that I think California got very right is they've outlawed recently asking what someone's previous compensation was because, “Oh, we don't want to give someone too big of a raise,” is a way you perpetuate the systemic inequality. And that's something that I wish more employers would do.Lauren: It's huge. I know the women and proponents who had moved that forward; some of them are personal friends of mine, and it's huge. And that's actually something that I trained specifically for is how to handle difficult questions like, “How much are you currently making?” Which you can't legally get asked in California, although it still happens, so how do you handle it if you still get asked and you don't want to rule yourself out? Or even worse—which they still can ask—which is, “How much do you want to make?”And a lot of times, people get asked that before they know anything about the job. And they basically, if you give an answer upfront, you're negotiating against yourself. And so I tackle tough things like that head-on. And I'm very much an engineer at heart, so for me, it's very methodical; I prepare scripts in advance to handle the pushback that I'm going to get, to handle the difficult questions. Without a doubt, I know all of my numbers, and that's where I'm getting real results for women is by taking the methodical approach to it.Corey: So, I spent my 20s in crippling credit card debt, and I was extremely mercenary, as a result. This wasn't because of some grand lost vision or something. Nope. I had terrible financial habits. So, every decision I made in that period of my life was extraordinarily mercenary. I would leave jobs I enjoyed for a job I couldn't stand because it paid $10,000 more.And the thing that I picked up from all of this, especially now having been on the other side of that running a company myself, is I'm not suggesting at any point that people should make career decisions based upon where they can make the most money, but that should factor in. One thing we do here at The Duckbill Group, in every job posting we put up is we post the salary range for the position. And I want to be clear here, it is less than anyone here could make at one of the big tech unicorns or a very hot startup that's growing meteorically, and we're upfront about that. We know that if money is the thing you're after and that is the driving force behind what you're going for, great; I don't fault you for that.This might not be the best role for you and that's perfectly okay. I get it. But you absolutely should know what your market worth is so you can make that decision from a place of being informed, rather than being naive and later discovering that you were taken advantage of.Lauren: So, I want to unpack just a couple things. There's just so many gold nuggets in that. Number one, for any employer listening out there, that is such a great best practice, to post the range. You're going to attract the right candidates when you post the right range. The last thing you want is to get to the end of the process to find out that, hey, you guys were totally off, and all the time invested could have been avoided if you'd had some sort of expectation set, upfront.That said, that's actually where I start with my negotiation training. A lot of people think I start with the money and that it's all about the money. That's not where I start. The very first thing I train women, and the men who've taken it, too, on the course is, figure out what success looks like to you. And not just the number success, but what does your life look like? What does your lifestyle look like? What does it feel like? What kinds of things do you do? What kinds of things do you value?Money is one of those components, but it's not all. And here's the reason I did that: because at a certain point in my life, I only got out at—broke even out of debt, you know, within the last five years. That's how underpaid I was at the time. But then once I started climbing out of debt, I started realizing it's not all about money. And that's actually how I ended up in my dream position.I mean, I'm living out how I define success today. Could I be making a lot more money at a big tech unicorn? Yeah, I could. But I also have this incredible lifestyle; it's sustainable. I get on apps like Blind and other internet forums, and I hear just horror stories of people burning out and the toxic cultures they work with. I don't have that at all. I have something that I could easily do for the next 50 years of my life if I live that long.But it's not by accident that I'm in the role that I'm in right now. I actually took the time to figure out what success looks like to me, and so when this opportunity came along—and I was looking at it alongside other opportunities that honestly paid more, I recognized this opportunity for what it was because I'd put in the work up front to figure out what success looks like to me. And so that's why what you guys are saying, “Hey, it's a lifestyle that you guys are supporting and mission that you're joining that's so important.” And you need to know that and do that work up front.Corey: That's I think what it really comes down to is understanding that in many cases… in fact, I'm going to take that back—in all cases, there's an inherent adversarial nature to the discussions you have about compensation with your employer or your prospective employer. And I say ‘adversarial' not antagonistic because you are misaligned as far as the ultimate purpose of the conversation. I'm not going to paint myself as some saint here and say that, oh, I'm on the side of every person I'm negotiating against, trying to get them to take a salary that's less than they deserve. Because, first, although I view myself that I'm not in that position, you have to take that on faith from me, and I think that is too far of a bridge to cross. So, take even what I'm saying now from the position as someone who has a vested interest in the outcomes of that negotiation.I mean, we're not one of those unicorn startups; we can't outbid Netflix and we wouldn't even try to. We're one of those old-fashioned businesses that has taken no investment and we fund ourselves through the magic of revenue and profitability, which means we don't have a SoftBank-sized [laugh] war chest sitting in the bank that we can use to just hurl ridiculous money at people and see who pans out. Hiring has to be intentional and thoughtful because we're a very small team. And if you're looking for something that doesn't align with that, great; I certainly don't blame you. That isn't this, and that's okay, I'm not trying to hire everyone.And if it's not going to work out, why wouldn't we say that upfront to avoid trying to get to all the way at the end of a very expensive interview process—both in terms of time and investment and emotionally—only to figure out that we're worlds apart on comp, and it's never going to work.Lauren: A hundred percent agree. I mean, I've been through it on both ends, both as someone who is being hired and also as a hiring manager, and I understand it. And you need to find alignment, and that's what negotiation is all about is finding an alignment, finding something where everyone feels like they're winning in the situation. And I'm a big proponent—and this is going to go so counterculture—I think a lot of people overlook a lot of opportunities that are just golden nuggets. I think there's a lot of idol worship of the big tech companies.And don't get me wrong; I'm sure they pay really well, great opportunity for your career, but I think people are overlooking a lot of really great career opportunities to get experience, and responsibility, and have good pay and lifestyle. And I'm a big proponent and looking for those golden nuggets rather than shooting for one of the big tech unicorns.Corey: And other people are going to have a very different perspective on that, and that is absolutely okay. So, tell me a little bit more about what it is that DevelopHer does and how you go about doing it because it's one thing to say, “Oh, we help women figure out that they are being underpaid,” but there's a whole lot of questions that opens up because great. How do you do that?Lauren: I do a number of things. So, it's not all about pay either. Part of it's building your value, building your confidence, standing out, getting ahead. DevelopHer started, actually, as a podcast. Funny story; I wanted to solve the problem of, we need more technical women as visible leaders out there, and I said, “Where are the architects? Where are the CTOs? Where are the CSOs?”And I didn't think anyone would care about me. I mean, I'm not Sheryl Sandberg; I'm not [laugh] the CEO of Facebook. Who's going to listen to me? And then I was actually surprised when people cared about my own story, about coming back from being underpaid and then getting back into tech and figuring out how to stand out in such a short amount of time. And other women were saying, “Well, how did you do it?”And it wasn't just women; it was men, too, saying, “Hey, I also don't know how to effectively advocate for myself.” And then it was companies saying, “Hey, can you come in and help us build our internal bench, recruit more women to come work for us, and build our own women leaders?” And then I've started working with universities to help bridge the gap before it even starts. I partnered with major universities to license my program and train them, not only how do you negotiate for what you're worth, for your first salary, but also how do you come in and immediately make an impact and accelerate your career growth? And then, of course, I work with individual women.I've talked about I have a salary negotiation course that's won a couple awards for the work, the results that it's getting, but then I just recently wrote a book because I wanted to reach women and men at scale and help them really get ahead. And this was literally my playbook. It's called The DevelopHer Playbook. And it's, how did I break into tech? And then once I was in tech, how did I get ahead so quickly? And it's not rocket science. And that's what I'm working on is training other people do it. And look, I'm still learning; I'm still paving my own path forward in tech, myself.Corey: This episode is sponsored in part by our friends at Jellyfish. So, you're sitting in front of your office chair, bleary eyed, parked in front of a powerpoint and—oh my sweet feathery Jesus its the night before the board meeting, because of course it is! As you slot that crappy screenshot of traffic light colored excel tables into your deck, or sift through endless spreadsheets looking for just the right data set, have you ever wondered, why is it that sales and marketing get all this shiny, awesome analytics and inside tools? Whereas, engineering basically gets left with the dregs. Well, the founders of Jellyfish certainly did. That's why they created the Jellyfish Engineering Management Platform, but don't you dare call it JEMP! Designed to make it simple to analyze your engineering organization, Jellyfish ingests signals from your tech stack. Including JIRA, Git, and collaborative tools. Yes, depressing to think of those things as your tech stack but this is 2021. They use that to create a model that accurately reflects just how the breakdown of engineering work aligns with your wider business objectives. In other words, it translates from code into spreadsheet. When you have to explain what you're doing from an engineering perspective to people whose primary IDE is Microsoft Powerpoint, consider Jellyfish. Thats Jellyfish.co and tell them Corey sent you! Watch for the wince, thats my favorite part.Corey: I feel like no one really has a great plan for, “Oh, where are you going next in tech? Do you have this whole thing charted out?” “Of course not. I'm doing this fly by night, seat of my pants, if I'm being perfectly honest with you.” And it's hard to know where to go next.What's interesting to me is that you talk about helping people individually—generally women—through your program, but you also work directly with companies. And when you're talking about things like salary negotiation, I think a natural question that flows from that is, are there aspects of what you wind up talking to individuals about versus what you do when talking to companies that are in opposition to each other?Lauren: Yeah, so that's a great question. So, the answer is there are some progressive companies that have brought me in to do salary negotiation training. Complete candor, most companies aren't interested. It's my Zero-To-Hero DevelopHer Playbook program which is, how do you get ahead? How do you build your value, become an asset at the company?So, it's less focused on pay, but more how do you become more valuable, and get ahead and add more value to the company? And that's where I work with the individuals and the companies on that front.Corey: It does seem like it would be a difficult sell, in most enterprise scenarios, to get a company to pay someone to come in to teach their staff how to more effectively [laugh] negotiate their next raise. I love the vision.Lauren: It has happened. I also thought it was crazy, but it has happened. But no, most of my corporate clients say, “We not only want to encourage more women into tech, but we already have a lot of women who are already in our ranks, and we want to encourage them to really feel like they're empowered and to stand out and reach the next levels.” And that's my sweet spot for corporate.Corey: Somewhat recently, I was asked on a Twitter Spaces—which is like Clubhouse but somehow different and strange—did I think that the privilege that I brought to what I do had enabled me to do these things, being white, being a man, being cis-gendered—speaking English as my primary language was an interesting one that I hadn't heard contextualized like that before—and whether that had advantaged me as I went through these things? And I think it's impossible to say anything other than absolutely because it's easy to, on some level, take a step back and think, “Well, I've built this company, and this media platform, and the rest. And that wasn't given to me; I had to build it.” And that's absolutely true. I did have to build it, and it wasn't given to me.But as I was building it, the winds were at my back not against me. I was not surrounded by people who are telling me I couldn't do it. Every misstep I made wasn't questioned as, well, you sure you should be doing this thing that you're not really doing? It was very much a fail-forward. And if you think that applies to everyone, then you are grievously mistaken.Lauren: I think that's a healthy perspective, which is why I consider you one of developers in my strongest allies, the fact that you're willing to look at yourself and go, “What advantages did I have? And how might I need to adapt my messaging or my advice so that it's applicable to even more people?” But it's also something I've experienced myself. I mean, I set out to help women in tech because I'm in women in tech myself. And I was surprised by a couple of things.Number one, I was surprised that men were [laugh] asking me for advice as well. And individuals and medicine, and finance, and law, in business not even related to tech, but what I'm really proud of that I didn't set out to build because I didn't feel qualified, but I'm really glad that I've been able to serve is that there were three populations that I've been really able to serve, especially at the university level. Number one, international students who, you mentioned yourself, English might not be their first language, but they're not familiar with the US hiring and advancement and pay process, and I help normalize that. And that's something that I myself in the benefit of, having been born here in the US. People who, where English isn't their first language; you think it's hard enough to answer, “Why do you think you should be promoted?”Or, “How much do you think you should make for this role? What do you want?” In your first language? Try answering it in your third, right? And then when I'm really proud of is, especially at the university level, I've been really able to help students where they're first-generation college students, where they don't have a professional mentor within their immediate family.And providing them a roadmap—or actually, the playbook to how to get ahead and then how to advocate for yourself. And these were things that I didn't feel qualified to help, but these are the individuals who've ended up coming and utilizing my program, and finding a lot of benefit from that. And it made me realize that I'm doing something bigger than I even set out to do, and that is very meaningful to me.Corey: You mentioned that you give guidance on salary negotiation and career advancement to not just women, but also men, and not just people who are in tech, but people who are in other business areas as well. How does what you're advising people to do shift—if at all—from folks who are women working in tech?Lauren: So, that's the key is it really doesn't shift. What I'm teaching are fundamentals and, spoiler alert, I teach grounding yourself in data, and knowing your data, and taking the emotion out of the process, whether you're trying to get ahead, to stand out, to earn more. And I teach fundamentals, which is five-point process.Number one, you got to figure out what success looks like to you. I talked a little bit about that earlier, but it's foundational. I mean, I start with that because that alone changed my life. I would still be pursuing success today and not have reached it, but I'm living out how I defined success because I started there.Then you got to really know your worth. Absolutely without a doubt, know how much you're worth. And for me, this was transformational. I mean, eye-opening. Like you said earlier, the blindfold coming off. When I saw for a fact how much employers paid other people with my skill sets, it was a game-changer for me. And so I—without a shadow of a doubt, I use four different strategies, multiple resources in each strategy to know comprehensively how much I'm worth.And then I teach knowing your numbers. It's not an emotional thing; it's very much scientific, so I talked about knowing your key numbers, your target, your ask, and your walk away, and those are all very dependent on your employment and financial situation, so it's different from person to person. And then I talk about—and this is a little different than what other people teach—is I talk about finding leverage, what you uniquely bring to the table, or identifying companies where you uniquely add value, where you can either lock in an offer or negotiate a premium.And then I prepare. I prepare. Just like you prepare for an interview, I prepare for a negotiation, and if I'm asking for the right amount of money, I am going to be prepared for pushback and I want to be able to handle that, and I don't want to just know it on the fly; I want to have scripts and questions prepared to handle that pushback. I want to be prepared to answer some of the most difficult questions that you're going—get asked, like we talked about earlier.And then the final step is I practice over and over and over again, just like a sporting event. I am ready to go into action and get a great thing. So, those are the fundamentals. I've marketed to women in tech because I'm a woman in tech and we don't have enough women in tech, and women are 82 cents on the dollar in tech, but what I found is that doctors were using the same methodology. I wasn't marketing it to them. Lawyers, business people, finance people were using it because I was teaching such fundamentals.Corey: Taking it one step further, if someone is listening to this and starting to get a glimmering of the sense that they're not where they could be career-wise, either in terms of compensation, advancement, et cetera, what advice would you have for them as far as things to focus on first? Not to effectively extract the entire content of your course into podcast form, but where do they start?Lauren: Yeah. So, you start by investing in yourself and investing in the change that you want. And that first investment might be figuring out how much you're worth, you know, doing that research to figure out how much you're worth. And then going out and learning the skills. And look, I have a course, I have a book that you can use to get ahead; if I'm not the right fit, there are a ton of resources out there. The trick is to find the best fit for you.And my only regret as I look back over the last 10, 15 years of my career is that I didn't invest in myself sooner and that I didn't go out and figure out how much I was worth, and that I—when they said, “Well, you're just not there yet,” when I asked for more money, that I believed them. And that was on me that I didn't go out and go, “I wonder how much I'm worth?” And do the research. And then, I regret not hiring a career coach earlier. I wish I'd gotten back into tech sooner.And I wish that I had learned to negotiate and advocate for myself sooner. But my knack, Corey—and I believe things happen to me for a reason—is my special skills is I take things that were meant not necessarily intentionally to harm me, but things that hurt me, I learned from them, I turn it around in the best way possible, and then I teach and I create programs to help uplift other people. And that's my special skill set; that's sort of my mission and purpose in life, and now I'm just trying to really exploit it and make this into a big movement that impacts millions of lives.Corey: So, what's next for you? You've built this platform, you've put yourself out there, you've clearly made a dent in the direction that you're heading in. What's next?Lauren: [laugh]. I am looking to scale. I'm just like any company; I've really focused on delivering value proof of concept. What a lot of people don't realize is not only did I build DevelopHer in quote, “my spare time,” but I did this without any outside investors. I funded it at all myself, built it on my own sweat equity—Corey: [laugh]. That one resonates.Lauren: Yeah. [laugh]. I know you know what that feels like. And so for me, I'm focused on scale: bringing in more corporate partners; bringing in more university clients, to scale and bridge the gap before it even starts; and scaling and reaching more women and men and anyone who wants to figure out how to get ahead, stand out, and earn more. And so the next year, two years are really focused on scale.Corey: If people want to learn more about what you do, how you do it, or potentially look at improving their own situations, where can they find you?Lauren: I am online. Go to developher.com. I have resources for individuals; I have a book, which is a great, cost-effective way to learn a lot.I have an award-winning negotiation course that helps you go out and earn what you're truly worth, and I have a membership to connect with me and other like-minded individuals. If you're a company leader, I work with companies all the time to train their women—and men, too—to get ahead and build their value. And then also, I work with universities as well to help bridge the gender wage gap before it starts, and builds future leaders.Corey: And we will, of course, include links to that in the [show notes 00:27:55]. Thank you so much for taking the time to speak with me today. I really appreciate it.Lauren: Corey, thank you so much for having me, and I really mean it. You know, Corey is a strong ally. We connected, and I am glad to count you as not only my own ally but an ally of DevelopHer.Corey: Well, thank you. That's incredibly touching to hear. I appreciate it.Lauren: I mean it.Corey: Thank you. Sometimes all you can say to a sincere compliment is, “Thank you.” Arguing it is an insult, and I'm not that bold. [laugh].Lauren: That's actually really good advice that I give women is, so many times, we cut down our own compliments. And so that's a great example right there, and it is not just women who sometimes I have a challenge with it; men, too. When someone gives you a compliment, just say, “Thank you.”Corey: Good advice for any age, in any era. Lauren Hasson, founder of DevelopHer, speaker, author, frontline engineer some days. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice and an insulting comment telling me that my company is never going to succeed if I don't attempt to outbid Netflix.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
In today's HRchat we talk about how to source and secure top talent in a very, very competitive market. Bill's guest is Shally Steckerl, President at The Sourcing Institute and Practice Director, Talent Strategy and Sourcing Innovation at Aspirant Talent Strategy & Acquisition Practice. He's a globally recognized recruiting leader who has helped build sourcing organizations for companies such as Microsoft, Google, Coca-Cola, Cisco, and Motorola. He is a writer, a public speaker, and an adjunct professor at Temple University in Philadelphia. He lives in Atlanta. Shally is known as the "Godfather of Sourcing" Shally has dedicated much of his adult life to teaching his sourcing methods to those who want to be better. Shally understands what it takes to get leads on the phone and contracts on deck.Questions Include:It's tough to hire good people right now. Why is that?What tech is helping recruiters and employers source and engage top talent?What's different about what top candidates want from their next job and how have expectations changes as a result of Covid?How can hiring managers mess it up at the interview stage? What pitfalls should they avoid to get the candidate over the line? We do our best to ensure editorial objectivity. The views and ideas shared by our guests and sponsors are entirely independent of The HR Gazette, HRchat Podcast and Iceni Media Inc.
Have you ever wondered why people change careers? Did you have a dream career when you were young? If you did, what happened to that dream?I always ask my podcast guests what their early career aspirations were when they were a little boy or girl? We've had some really interesting answers and for a few of my guests, they actually realised those childhood career dreams.Interestingly, according to a recent Flex Jobs Survey, only 10% of adults work in their childhood dream career.How have your dreams and career aspirations changed over the years and where are you now?Are you satisfied?Do you wake up each morning with a spring in your step, looking forward to all you will accomplish professionally?Are you eager to work with your team, in person or remotely?Do you admire and/or respect your manager?Does your physical work environment make you feel energised and inspired?Over the past 20 years as a career coach, almost all the clients I've worked with have come to me because they have said, ‘No' to most of those questions above.And most of them have come to me not because they decided to do something about that situation of their own volition, but because they went through redundancy or had lost their job and had to get professional support.When I ask how they felt about the redundancy, many have said they'd been unhappy for years however didn't do anything about it as they were afraid to make a change. Or they didn't know where to go to get support.Don't you think life is too short to be unhappy? Or to feel unfulfilled?
In this episode of The Australian Finance Podcast, Kate Campbell chats to the hosts of My Millennial Career, Emily Bowen and Shelley Johnson.As experts in the Aussie HR & recruiting world, Em & Shell share a bunch of awesome tips to make sure you supercharge you career development. From resumes and job interview, to building professionals relationships and strategic positioning yourself online, get your 2021 dose of career skills in this episode.Episode transcript now available via the show notes page.Take one of our amazing FREE financial education courses (think ETFs, shares, property and FIRE) on Rask Education and join our wonderful FB community.Score $100 off our premium ASX & US share research service, Rask Invest!If you want to thank us for putting this show together, please give The Australian Finance Podcast a 5 star review on Apple Podcasts - it's a 5 second task which really helps support the show (and puts a big smile on our faces).Full individual disclosures for each guest are available via the show notes page. Owen, Kate and The Rask Group Pty Ltd do NOT receive anything for mentioning Super funds, products, shares, bank accounts, etc.|| We're proudly supported by ETF Securities ||Learn more about ETF Securities: https://bit.ly/fundsETFS |DISCLAIMER: This podcast contains general financial information only. That means the information does not take into account your objectives, financial situation, or needs. Because of that, you should consider if the information is appropriate to you and your needs, before acting on it. If you're confused about what that means or what your needs are, you should always consult a licensed and trusted financial planner. Unfortunately, we cannot guarantee the accuracy of the information in this podcast, including any financial, taxation, and/or legal information. Remember, past performance is not a reliable indicator of future performance. The Rask Group is NOT a qualified tax accountant, financial (tax) adviser, or financial adviser.
Career change is on a lot of people's minds these days as we slog our way through the pandemic. In fact, some surveys suggest 60% of people are looking to change their careers in the next 18 months. Are you one of them? Positioning yourself as a solid candidate for a different type of role is not only possible but easy if you explore your capacity through a forward-looking lens. In this episode of Career Confidante Radio, host Marie Zimenoff welcomes Career Alchemist Kyla Duffy. Together, they discuss how to identify and overcome career change barriers and what makes a job search unique when you are changing careers. Kyla also offers insights into the role of reskilling and how people can position themselves for career change on their resume and during job interviews. If you or someone you know is one of the 60% looking to change their career in the near future, listen in!
Asking if a Women is Pregnant at a Job Interview, College Lectures Still Being Done Online, and Man Dragged From His Wheelchair Near Merchants Quay. Tune into the Neil Prendeville Show weekdays from 9am on Cork's RedFM.
Acing job interviews: Nora Zayed SIWIKE Podcast NZ 006 Mentor Corner On this episode of the SIWIKE podcast, Luki and Nora discuss 'Acing job interviews.' They share some of their interview experiences, myths and misconceptions and interview "pet peeves." They also provide some very useful interview tips and advice for anyone looking to improve their interviewing skills. We speak about: 00:56 - Interview experiences 02:40 - The importance of networking 03:20 - How to effectively prepare for an interview 05:41 - The 'Tell me about yourself' question 06:59 - Myths and misconceptions 08:59 - Mindset 09:33 - Interviews as mutual discussions 11:17 - Researching the company you're applying to 14:22 - How interviews have changed during COVID 19:06 - Interview "pet peeves" 22:45 - The salary discussion 24:11 - Bringing a portfolio of your work 29:00 - Preparation is key Connect with Nora at https://www.linkedin.com/in/nora-zayed-664904b1/ Listen to the episode for more details! Watch the episode here https://youtu.be/e7hejiX8-Jo Special thanks to https://www.instagram.com/lincolnalexanderthe2nd/ for the theme music Want more personalized career coaching or to connect with Luki: http://linkedin.com/in/lukidanu http://focusinspired.com http://instagram.com/lukidanu http://twitter.com/lukidanu Get SIWIKE Stuff I Wish I Knew Earlier: How to unlock your career potential here https://amzn.to/2LEF52R
A highly sought-after keynote speaker, educator and author, Gabrielle has worked with thousands of high-profile leaders from around the world and helped countless of Australia's top 50 companies and multinationals to humanise their communications - Telstra, EY, Accenture, VISA, Australia Post, National Australia Bank, Amazon, Vodafone and the Obama Foundation to name drop a few. She holds a master's degree in management and leadership from Swinburne University, an associate diploma in education and training from the University of Melbourne, and is a graduate of the Harvard Kennedy School of Executive Education in both the Art and Practice of Adaptive Leadership and Women and Power: Leadership in a New World. Gabrielle is also the bestselling author of Real Communication: How to be you and lead true, a finalist in the Australian Business Leadership Book Awards for 2019. Her other published books include Stories for Work: The Essential Guide to Business Storytelling (2017), Storytelling for Job Interviews (2016), Ignite: Real Leadership, Real Talk, Real Results (2015) which reached the top five on Australia's bestselling business books and Hooked: How Leaders Connect, Engage and Inspire with Storytelling (2013). Her latest title, Magnetic Stories: Connect with customers and engage employees with brand storytelling will be published by Wiley in March 2021. Telling magnetic stories is necessary in order to truly connect with your employees and your customers. Topics During this interview Gabrielle and I discuss the following topics: Why stories are importantWhen stories are best usedHow decide which stories to use The winning formula for creating great storiesHow to become comfortable with storytellingThe added benefits of sharing personal stories For the complete shownotes be sure to check out our website: https://movingforwardleadership.com/184
Employer Job Interviews and Covid-19 Questions (Dental Law Radio, Episode 18) The hot question for dental practices seeking to hire is whether they can ask candidates about their vaccination status. The issue goes deeper than just a simple yes or no. As Stuart Oberman explains in this episode, he finds that HR is the biggest […] The post Employer Job Interviews and Covid-19 Questions appeared first on Business RadioX ®.
Employer Job Interviews and Covid-19 Questions (Dental Law Radio, Episode 18) The hot question for dental practices seeking to hire is whether they can ask candidates about their vaccination status. The issue goes deeper than just a simple yes or no. As Stuart Oberman explains in this episode, he finds that HR is the biggest […]
Vanessa, Sue, & Alisa talk about where the influx of jobs in 2021 can be found.Find Alisa Walters Online:LinkedInWe Get Real AF Podcast Credits:Producers & Hosts: Vanessa Alava & Sue RobinsonVanessa AlavaLinkedIn Instagram TwitterSue RobinsonLinkedIn Instagram Twitter Audio Producer/Editor: Sam Mclean Instagram WebsiteTechnical Director: Mitchell MachadoLinkedIn Reset GamingAudio Music Track Title: Beatles UniteArtist: Rachel K. CollierYouTube Channel Instagram WebsiteIntro Voice-Over Artist: Veronica HortaLinkedInCover Artwork Photo Credit: Alice Moore Unsplash We Get Real AF Podcast OnlineInstagramTwitterFacebookLinkedInWebsiteSupport the show (https://wegetrealaf.com/how-you-can-help)
Julie is a mom with Type 1 Diabetes and the owner of RepeatedRhythms.com (her handmade headband side business)! We talk through what it's been like for Julie to watch her business grow ORGANICALLY: - From sewing pants for her daughter to being asked from other parents to make their clothes for their kiddo's as well - AND THEN having requests come in from adults to make headbands for them (and not the kids)! We also cover: - What being a Type 1 Diabetic has taught Julie about life - What Rest & Relation "R&R" means for her (this is super awesome advice) - Some things she's writing in her upcoming book (brutally hilarious, honest stories about growing up with a chronic disease) - And more! Check out Julie's shop at RepeatedRhythms.com Check out Julie's Instagram at @Repeated_Rhythms Free 10-day training: Become Irresistible (my secret life weapon) in Dating or Relationships, Job Interviews, Attracting Customers, Engaging a Crowd or Growing an Audience (including secrets for how I've grown an 80k Tiktok audience) at RacheleRadio.com/course/irresistibleness
Vanessa, Sue, & Alisa talk about important interview questions YOU should be asking a potential employer. Find Alisa Walters Online:LinkedInWe Get Real AF Podcast Credits:Producers & Hosts: Vanessa Alava & Sue RobinsonVanessa AlavaLinkedIn Instagram TwitterSue RobinsonLinkedIn Instagram Twitter Audio Producer/Editor: Sam Mclean Instagram WebsiteTechnical Director: Mitchell MachadoLinkedInAudio Music Track Title: Beatles UniteArtist: Rachel K. CollierYouTube Channel Instagram WebsiteIntro Voice-Over Artist: Veronica HortaLinkedInCover Artwork Photo Credit: Alice Moore Unsplash We Get Real AF Podcast OnlineInstagramTwitterFacebookLinkedInWebsiteSupport the show (https://wegetrealaf.com/how-you-can-help)
The Product Management industry is growing and competition is getting tougher. How do you stand out in a job interview? Today's episode will help you get in the top 10% of interviewees as Facebook Product Leader Raja Rajavel shares his insights.Get the FREE Product Book and check out our curated list of free Product Management resources here
You were selected for a job interview, now what? So many people put effort into writing a strong resume, targeting it for a job, networking in to get a referral, and then expect to win the interview without preparing. Performing at your best in an interview is possible with a little time and effort up front. In this episode of Career Confidante Radio, host Marie Zimenoff and guest Denise Bitler discuss when to start preparing (hint: before you even begin your job search), different types of interviews you might encounter, how to prepare effectively, and the most common interview questions. You'll learn a method for answering interview questions to keep listeners engaged, what questions you can ask, and more. If you want to go from getting interviews to landing job offers, listen in!
Vanessa, Sue, & Alisa talk about mass resignations amidst the aftermath of the 2020 Covid-19 Pandemic.Find Alisa Walters Online:LinkedInWe Get Real AF Podcast Credits:Producers & Hosts: Vanessa Alava & Sue RobinsonVanessa AlavaLinkedIn Instagram TwitterSue RobinsonLinkedIn Instagram Twitter Audio Producer/Editor: Sam Mclean Instagram WebsiteTechnical Director: Mitchell MachadoLinkedInAudio Music Track Title: Beatles UniteArtist: Rachel K. CollierYouTube Channel Instagram WebsiteIntro Voice-Over Artist: Veronica HortaLinkedInCover Artwork Photo Credit: Alice Moore Unsplash We Get Real AF Podcast OnlineInstagramTwitterFacebookLinkedInWebsiteSupport the show (https://wegetrealaf.com/how-you-can-help)
This week on the show we are answering some random job interview questions and overall just trying to mix things up. We are back with interviews and breakdowns in the future so don't worry but I thought we'd have some fun this week. Enjoy!Advanced Cinematography: On Set TrainingIt is finally here!! I have been waiting for the technology […] The post The Wandering DP Podcast: Episode #289 – Job Interview appeared first on Cinematography Podcast & Tutorials.
Our Talent Specialist Alisa Walters describes the different types of interview styles that companies are using nowadays to evaluate candidates.Find Alisa Walters Online:LinkedInWe Get Real AF Podcast Credits:Producers & Hosts: Vanessa Alava & Sue RobinsonVanessa AlavaLinkedIn Instagram TwitterSue RobinsonLinkedIn Instagram Twitter Audio Producer/Editor: Sam Mclean Instagram WebsiteAudio Music Track Title: Beatles UniteArtist: Rachel K. CollierYouTube Channel Instagram WebsiteIntro Voice-Over Artist: Veronica HortaLinkedInCover Artwork Photo Credit: Alice Moore Unsplash We Get Real AF Podcast OnlineInstagramTwitterFacebookLinkedInWebsiteSupport the show (https://wegetrealaf.com/how-you-can-help)
Thank You to our Sponsors: https://www.babbel.com code: BADFRIENDS & http://liquidiv.com code: BADFRIENDS & http://upstart.com/badfriends & http://stitchfix.com/badfriends Subscribe to our YouTube: http://bit.ly/BadFriendsYouTube 0:00 Andrew Smashes Bobby's Cookies 4:20 Warzone Alex 7:15 Rudy's Job Interview and Forgetting Mad TV 10:05 Bobby and Andrew's Plan a High School Reunion Podcast 14:33 The Confederate Asian 17:30 Valentine's Pony 25:25 Fan Videos 26:05 Bobby's Deepak Chopra Miracle 39:02 Bobby Reveals the Truth About the Ari Schaffir Argument 43:30 Fan Videos #2 44:30 Bobby Ordered a Ring 46:01 Cuffed: Bobby and Andrew's New Reality Show 49:14 Andrew's History of Valentine's Day and Love Island 1:01:22 The Bad Friends Anniversary 1:09:03 Celebrity Messages More Bobby Lee TigerBelly: https://www.youtube.com/tigerbelly Instagram: https://www.instagram.com/bobbyleelive Twitter: https://twitter.com/bobbyleelive Tickets: https://bobbyleelive.com More Andrew Santino Whiskey Ginger: https://www.youtube.com/andrewsantinowhiskeyginger Instagram: https://www.instagram.com/cheetosantino Twitter: https://Twitter.com/cheetosantino Tickets: http://www.andrewsantino.com More Bad Friends iTunes: https://podcasts.apple.com/us/podcast/bad-friends/id1496265971 Instagram: https://www.instagram.com/badfriendspod Twitter: https://twitter.com/badfriends_pod Official Website: http://badfriendspod.com Opening Credits and Branding: https://www.instagram.com/joseph_faria & https://www.instagram.com/jenna_sunday Credit Sequence Music: http://bit.ly/RocomMusic // https://www.instagram.com/rocom Character Design: https://www.instagram.com/jeffreymyles Produced by George Kimmel & Bryce Hallock - 7EQUIS Podcast Producers: Jenna Sunde, Joe Faria, Andrés Rosende