As the nature of work continues to rapidly evolve, so does the way we value it. No longer can we be evaluated by the amount of widgets we make. As a result, all knowledge workers must be able to clearly articulate and demonstrate the value they add to each project. It’s essential for professional development, as well as work/life balance.
According to the New York Times, it’s Millennials that most under-value their services and end up pulling long hours in front of the computer. From the piece:
Complicating matters is the fact that it is not yet known how to quantify or define digital work. Forget e-mail.
“Is a tweet labor? Is a Facebook post labor?” Mr. Perlin, the author, asked.
Ironically, millennials, to whom the burden of monitoring late-night social media or e-mail frequently falls, may be underestimating the value of such work. Their habits of consuming culture free of charge on the Internet, he suggested, have “carried over into the world of work, so they’re more willing to accept barter or in-kind payment,” like free lunches. And their primary payment is building “cultural capital,” as opposed to “capital capital.”
Deadline has an excerpt of the book CG Story, which takes a look behind the scenes of the most prominent computer effects companies in Hollywood. In one passage, the authors describe the creative process of Pixar as it began planning its first feature film, Toy Story:
There would be no complacency. Nobody’s ideas were immune to criticism. On the contrary, every effort should be made to shoot holes in each other’s ideas, however sound they might seem on first inspection. This was in fact more than a rule, it was a creed, and the license to criticize, combined with the ability to take criticism, became a strong bond between the members of the [Pixar] Brain Trust. Not that this way of working was always easy. As someone who does his writing alone, seated in front of a computer, I once told Pete Docter that I envied his situation of developing a story in a group situation. He laughed and said, “You should try it sometime. It can be brutal.”
Read the entire book excerpt here.
We’re all about the face-to-face conversation, but with the rise of remote teams, communicating via IM becomes an increasingly important skill. Github’s Zach Holman shares why he actually prefers that workplace communication happen via instant messaging:
Text is explicit. By forcing communication through a textual medium, you’re forcing people to better formulate their ideas.
Real-time oral communication has drawbacks. In normal, conversational dialog, most of us know the direction we want to take our argument, but it’s difficult to think about what you’re going to say until a few moments before you say it. This leads to filler words (like um and uh), excess rambling, and lack of clarity in speech.
If you’ve ever wanted to scream at someone get to the damn point already, you know this pain.
Text is the opposite.
Read the rest of his case here.
Being selfish doesn’t always result in an obvious display of self-interest. More often, selfishness can come across in subtle ways that sabotage our relationships with others. Leo Babauta over at Zen Habits offers some examples:
- When someone doesn’t clean up after themselves, you get irritated because you think you’re entitled to everyone acting the way you want them to act (being clean and considerate).
- When someone else needs help, you think first about how it will affect you, rather than how it will affect the other person.
- When something unexpected happens at work or in your personal life, you think first about how it will affect you.
- When people are talking, you think about how what they’re saying relates to you, how you’ve had a similar experience, what they’re thinking of you.
Read the rest of his post here.
Ever feel totally out of your depth? Like you’re due to be discovered for the “fraud” that you are? This is “impostor syndrome” — where we constantly feel like everyone around us has their act together and we don’t. The Guardian’s Oliver Burkeman:
Achieve promotions, or win accolades, and you’ll just have more cause to feel like a fake. Enhance your knowledge, and as you expand the perimeter of what you know, you’ll be exposed to more and more of what you don’t. Impostorism, as Pacific Standard magazine put it recently, “is, for many people, a natural symptom of gaining expertise”. Move up the ranks and if your field’s even vaguely meritocratic, you’ll encounter more talented people to compare yourself negatively against. It never stops. “I have written 11 books, but each time I think, ‘Uh-oh, they’re going to find [me] out now,’” as some low-profile underachiever named Maya Angelou once said.
The solution, says Burkeman, is that our higher-ups should talk about their insecurities more. Admittedly, that’s a hard ask, so in the mean time just remember that everyone feels like an impostor, it’s not just you.
Read the rest of his essay here.