Recently, while working through a list of agenda items with several people on my team, I noticed a new feature in Google Docs: recognition of what is likely an action time and a suggestion to create a task for the person mentioned.
This has been a common theme for Google products over the last few years. From consolidating travel information into easily-actionable bundles via Inbox to offering suggested analyses of data in Google Sheets, their ability to turn raw data sources into semantic, proactive features for users is impressive to say the least. (If you’re unfamiliar with these features, click on the “Explore” icon in the bottom right of your screen next time you open a document in Google Drive.)
Since writing about varying opinions on social media and ownership of online content, I’ve been musing about ‘online presence’ as a concept in general. Last night I mentioned to a friend that in 10 years (or less), it’s very likely that some of the basic web development skills we teach at The Iron Yard to help people launch careers in software development will be either an expectation for most knowledge workers’ jobs, automated in some way, or, more likely, a combination of both.
This topic is a complex one without singular answers, but I thought I’d share a few thoughts that have been rolling around in my mind as of late.You can find links to all of the posts in the series on this page. Here’s Part 2:
Take a moment and think about this question: is it possible to be a successful professional in today’s world without an online presence?
During a stage of significant growth at The Iron Yard, several executives had a conversation about how to quell what had become the insanity of our heavy travel and meeting schedules. The CEO asked me to test out a virtual assistant that could spend a few hours a week booking transportation and wrangling calendars. After a bit of research, I decided to try a service called Zirtual.
Over the last few weeks I’ve been culling through a gigantic pile of links, articles and ideas that I’ve saved up for this blog. One of the files contained quotes from team members at The Iron Yard (the company I help lead). I’m not exactly sure who said what or when, but I do know that I copied them from Slack or other internal tools.
Management is a topic that draws no shortage of opinions, studies or differing experiences.
I’ve heard a variety of terms and concepts used to describe managers. Managers as leaders, managers as cheerleaders, managers as experts and so on. Lately, I’ve been thinking about a manager as an editor, similar to the editor in chief of a publication.
Some time ago I signed up for an online course about user growth. Overall it was underwhelming (so I’m not going to link to it), but there were a few exercises that challenged me to articulate my thoughts about products I’ve used and the company I work for. In particular, one of the assignments required me to “name a product either you’re working on, or a product you currently use, and explain why you feel it has achieved product/market fit.”
I chose to write about Front App1, a product that, earlier on in The Iron Yard’s growth, allowed a very small admissions team to manage email across a huge number of campuses. Below a full re-post of my homework assignment.
1. You can read more about Front App on their website.
One of the greatest mentors I’ve ever had in my professional life is named Heather Hough. When I was just out of college, she took a big chance on me as an over-confident, inexperienced grad and opened doors of opportunity I wouldn’t have had the chance walk through otherwise.
She taught me many lessons, but one in particular has made a significant impact on my career. It is a concept she referred to as “managing up.”
In organizations, the word “management” almost always refers some level of top-down authority or hierarchical leadership, even in ‘flat’ company structures. Managing up is the initiative of first looking beyond your own work to understand its context in the broader business, then second, understanding responsibility of the person you report to, finding ways to contribute to their success.
Good employees do good work. Great employees do excellent work and find new, creative ways to make the business better. Future leaders seek to understand how their work and the work of their leader adds to the bottom line of the business and proactively helps equip their manager to deliver results.
Ideas like these can easily become somewhat ambiguous, easily-Tweetable business wisdom, but why is this true?
Months ago I somehow came across the webpage in the image above while researching publishing tools. After reading the person’s feature request—to be able to publish to blogs from Microsoft Word—I remember thinking something along the lines of, “Hilarious. The world of digital publishing has advanced so far that the idea of delivering content through Microsoft Word feels like the stone age.”
This is the eleventh post in a series on productivity2. The articles are based on content from a workshop I led at The Makers Summit.
One subtly difficult part of being productive is that even if you’re treating your body and mind well, have created a distraction-free environment and harnessed your focus, it can be hard to simply figure out what to do.
1. You can read the story behind this blog series and find links to all of the resources here.
This is the tenth post in a series on productivity3. The articles are based on content from a workshop I led at The Makers Summit.
In the last post in this series, I discussed the necessity of removing distractions. Here’s an excerpt4:
Whether it’s an email notification or a habit of checking Twitter in the middle of a hard task that taxes your mind, each time we entertain a distraction it guts our productivity in a way that’s hard to perceive experientially. Quite literally, hours of focused work can slip away from us and we don’t notice (except for not feeling productive or wishing we’d accomplished more).
Removing distractions, though, is only half of the equation. Removing distractions creates a context for productivity, but beyond that, the act doesn’t produce anything. In other words, when the distractions are gone, it’s time to get to work.
Multi-tasking is a myth
One of the focus-killers I observe most often is multi-tasking. Multi-tasking is the idea that we can do more than one thing at once. What makes this concept difficult relative to productivity is that our experience in life proves that in many situations, we *can* perform more than one activity at the same time. From actions as simple as walking and talking on the phone to more complex performances like preparing the ingredients of a complicated meal ‘simultaneously’.