You will find my LinkedIn profile here.
Be aware that on LinkedIn you cannot give me a negative reference unless I approve it.
This is bad news because if it is impossible for you to say something negative, then the positive things I might allow you to say must be taken with a grain of salt.
I want you to give me a fair and balanced reference so others can have an accurate picture of who I am, and I want you to let me know what I’m doing wrong and how I can improve.
But before you give me a negative reference let us establish a few ground rules. Let’s begin with:
Motivation – Why do you want to say what you do? Why do I want to hear it?
Familiarity – How well do you know me and my work?
Rationality – Are you basing your statements on facts and valid reasoning?
Let’s analyze each in more detail…
Deborah Branscum just wrote an article in Medium Backchannel: Our Hiring Process is Broken. Can a Hackathon Fix It? It talks about her experience of a new approach to hiring that my partner, Noah Goldman, and I are pioneering that we’re calling Staffup Weekend. You can see a photo of the attendees, a report on the event, and a video of Deborah here.
This story appears to be a hit because my inbox is flooded.
People writing appear to fall into a few categories that we list below (along with the response you should expect as soon as we can get to it):
- I have an opinion. (Noted.)
- I have a complaint. (Noted.)
- I want you to help me get a job. (Give us time to work on a story offering advice for the masses and then if that doesn’t do the trick then please write again. In the meantime, please: Read my advice for job seekers on my website, follow me on twitter, check out our company (BetterWorkWorld.com), and go to Staffup Weekend where you can sign up for our newsletter and learn about future events.)
- I want you to help us hire better. (Let’s schedule a call ASAP.)
- I want to make money doing what you do. Can you help me be a competitor? (Absolutely. If enough people do what we do then we don’t have to do it. Tell us more about yourself.)
- I want you to look at our software that makes everything easier so people don’t have to get involved. (Maybe later. Please read our response to one such a software developer below.)
Hope this helps. More later.
Here is my response to a reader who wrote: “I invite you to visit our website and get a general feel for what we are about. Essentially, we offer a software solution backed by solid Industrial Organizational Psychology and vast experiences working with high performance clients.”
Thank you for writing.
I have copied Noah, my partner in Staffup Weekend. He might have time to evaluate your software. Right now, because I am the only one of us mentioned in the article, I’m busy fielding requests from people who want us to help them hire rather than help them develop product in competition with us.
Perhaps we could help each other because although we are both trying to help employers hire better workers and job seekers find better jobs, we’re coming at it from different viewpoints. You are essentially a “software solution” and we are essentially an “anti-software solution.”
Perhaps you would send to us the prospects you cannot help because they have plenty of software (including perhaps yours) and now they’re willing to try getting down-and-dirty shoulder-to-shoulder with job seekers and help them prove their worth to themselves – even if it leads to them getting hired elsewhere.
We’ll be glad to send to you prospects who don’t want to do that but imagine they have not yet found the perfect software package.
PS. Our approach is not based on modern Industrial Organizational Philosophy. It is based on the idea that if you care about people they will care back. This was observed by psychologists in the dark ages before the computer, and I believe it is called the Hawthorne Effect.
Whenever I speak at colleges I begin by asking, “Why are you here?”
This catches the students off guard and after batting the question around for a bit someone says, “To find my passion.” The rest agree and they imagine they are done with the topic.
But I am not done with them.
I ask them to define “passion” because if you cannot say what a word means then you are shooting the shit rather than answering a question.
So they discuss that for a while longer and eventually settle on some variant of, “I don’t know what passion is but I’ll know when I have passion for my work because I won’t have to motivate myself to do it.”
“Really?” I say, “Where I come from we have a word for that, and it is ‘like’ as in ‘I like my job.’ But I know I am passionate when I do something even though I hate every second.”
“Why would anyone do a job they hate?” someone asks.
I want to say, “It might be because you have bills to pay and you don’t want to live off your parents or the state.”
But, instead I say, “I don’t know. Why did my dad lie about his age so he could enlist a year earlier than allowed by law to become a paratrooper and jump out of airplanes while the Japanese shot at him? That was something he hated to do, but he did it anyway, and he did it because of something called passion.”
At this point the class looks flummoxed but intrigued.
I explain that my father’s uncle, Brooke Cadwallader, was taken prisoner by the Japanese and interned in the Santo Tomas prison camp. My dad imagined that one day he might rescue his uncle, and indeed, he did just that when he was dropped into the camp to keep the Japanese from killing their prisoners as they retreated ahead of the Allied advance. Brooke made it out alive and I am named after him.
My dad was passionate about saving his uncle in a way that most accountants who “like” their jobs are not. My dad did not love the Army or even like it. He hated what he had to do; what he loved was his uncle.
Passion, the way I use the term, is a composite emotion; an admixture of love and hate. That is why we call it a ‘crime of passion’ if you kill your lover’s lover and then your lover before turning the gun on yourself. We don’t call that a crime of ‘like’ or of ‘love’ or even a ‘hate crime.’ Nope, it’s all about passion, pure and simple.
At this point I’m fairly loud and emphatic and the class is in shock. Someone says, “You sound angry.”
I’m on a roll. I say, “Damn straight I’m angry. If your lover cheats on you, don’t whine to me, and certainly don’t be unfaithful just to get even. Instead just dump the two-timing cheat and work on being successful, fit, kind, and attractive. That way the next time you are in the market for a mate the candidates will be lined up around the block begging for your attention. Your only problem will be to choose wisely.”
Then a young woman in the back whimpers, “But I didn’t cheat on you; I don’t even know you. Why are you angry with me?”
My heart melts. “I’m sorry,” I say, “I’m not angry with you; I don’t know you either. What makes me angry in general is that when people talk about not finding their passion they are really bemoaning the fact that they aren’t getting what they want. But that is because they aren’t doing the hard stuff – the stuff they might hate doing. Many of you will graduate from this school deeply in debt with no marketable skills and blissfully unaware that you have gutted your parents’ retirement accounts. And yet you will think your only problem is that you haven’t found paid work worth your time.”
I let that sink in and then I say, “I’m here to tell you all this now so that later you can’t say later that nobody has.”
So, now you know why I am often invited to speak to college students and seldom invited back.
And you also know why the person who has never known hardship might find it easy to like a job but hard to get passionate about it. You are not passionate until there is some part of what you do that is so hard you hate doing it but you do it anyway because there is something about the status quo that you hate even more.
The love comes when you fall in love with the process of doing something worthwhile and that is when you will fall asleep exhausted rather than stay up anxious and angry. And you’ll wake up early ready to tackle a polar bear rather than wishing it was a snow day so you can sleep ‘till noon.
So, if you want something worthwhile to do with your life and you haven’t found something to love then start looking for something to hate.
Photo Credit: Marek Bernat
Usually, employers rapidly scan the resume of each job applicant looking for relevant education, skills, and work experience. They select 10 candidates for telephone calls, invite three in for interviews, and hire the one they like the best.
This is a bad way to hire because at best it gets you nice people.
You don’t need nice people.
You need good people.
Good and nice are not the same thing. The opposite of good is bad. The opposite of nice is unlikeable.
Nice people care if you like them; good people care about you. Nice people stretch the truth; good people don’t. If you tell a nice person to do something evil, they might do it because they do not want to upset you; a good person will refuse to do it.
You might think you are a good person, but you are fallible, so if you want to avoid inadvertently doing something evil you must surround yourself with good people, not nice people.
How do you separate the good from the nice? If you do what I do, it will be a piece of cake.
Nice people will allow you to hire them even if they know they are not among your best candidates; a good person won’t let you hire them unless that is what is best for you.
People reflect what you project and expect. If you advertise that you need cutthroat employees, those are the people who will apply. Or if you say you only hire the goodhearted, you will attract those people. The funny thing is, if you run both those ads simultaneously, you’ll get the same people applying. You influence the kind of people they become even before you meet.
I want people with a good heart and a giving personality, so that is what I explicitly ask for. I won’t hire anyone before I can see their authentic self because I don’t want to guess who they plan on being afterwards. To expect authenticity, I must be authentic. Therefore, I put myself into everything I do, including my job ads. You can find a recent example here.
Rather than ask people to send resumes and formulaic cover letters, I ask for thoughts and questions. This way I spend my time evaluating people’s thinking and answering questions, and I don’t waste it reading resumes from thoughtless unquestioning people who cannot follow instructions.
I’ll identify everyone who might possibly be appropriate and invite them all to visit for an open-house. Over pizza and soda they get to see our offices, meet the staff, and learn more about the work.
Then I assemble the crowd and lay down some rules for how I hire:
- As the ad said, you must have a good heart and a giving personality. If you do, then you won’t object to the rest of my rules.
- I will not hire anyone until we both understand and care about each other. I have to care enough about you that I will tell you reasons the job I am offering might not be best for you, and you need to care enough about me to tell me why you might not be my best choice. Once we get all the objections on the table, we can address them, and only then will we both be capable of making a good decision.
- I give honesty and require it in return. I’ll listen if you want to convince me that honesty is not the best policy, but so far nobody has.
- I won’t get between you and your dreams. If you have a dream, I need to know what it is so we can figure out if this job gets you closer. If you don’t have a dream then that’s fine, as long as you really want one and you’re not addicted to wishing and complaining. I’ll consider hiring you if you can make my dreams yours too.
- I won’t make an offer to anyone until I have at least three people I’d hire, so you might as well help me find them. This also means that I will end up with a surplus of people I care about but cannot hire, so if I hire you, you’ll need to help me find jobs for the others.
- If you don’t have a requisite skill right now, I won’t hold it against you as long as you get up to speed before I make a hiring decision. People should help each other learn things, and I’ll help too.
- I’d rather everyone help each other find work than try to convince me they are better than the rest. I’ll help you find work, too. If you want me to hire you then just get everyone else a job, and I’ll have little choice, but—man—you’re going to be awesome.
- If someone is “overqualified” for the position, I will try to find them a better job elsewhere rather than pay less than I should.
The results are amazing. Here are just a few examples:
Deborah was bright, personable, and clearly qualified for a job I was trying to fill in 2009. But she called the morning after the open house and said, “I have to drop out. I’m pregnant. The plan was that I wouldn’t tell you I was pregnant and work for six months, go on leave, and decide later if I’d come back. But now I realize I cannot do that to you, and I cannot do that to the other people who might deserve the job more than me. Then it hit me that I cannot do that to anyone because I’m about to be a mom and I have to think about what kind of role model I want to be for my child.” Deborah and her husband have become friends with my wife and me because, although nice people are a dime-a-dozen, good people like them are hard to find.
Next, David called to drop out because it was his dream to be a comedy writer, and if he landed a job doing that, he would leave me in an instant. So he created a parody of one of my websites (see: HumongousShortageOfWork.com), and a couple of months later he got work at the Onion. We still keep in touch. He is good at being funny and good at being good too.
This left Adrienne, whose writing samples weren’t what I’d hoped for. I told her that if she got a grammar book and a style manual, and submitted new examples within two weeks I’d look at her again. She did that, and her writing was much better, so I hired her and she has proved to be just what I needed.
Wendi and Melissa were my two top scoring programmers on a test I gave in December 2011. Neither of them had ever heard of the computer language we use when I first met them six weeks earlier, but they had done a great job learning it. Wendi had a PhD and prior relevant work experience and was clearly the better candidate, but I did not have a budget to pay her what she was worth. So, I got her a job with a friend paying nearly twice what I was offering. I hired Melissa, who proved to be more than I could have hoped for. She keeps becoming worth more, so I have to keep giving her raises.
Lana was my first choice for the assistant position mentioned in the ad above. But when she realized that my job would get between her and a dream of improving US-Japanese relations, she took a job elsewhere paying half of my offer. Another candidate said he didn’t want the job either because he dreams of becoming a teacher. I said, “But that is my dream too,” so we agreed I would hire him to help me work on articles like this one in which I teach you how to hire better.
Anyone can hire the way I do–it’s easy. Care, and people cannot help but care back. Be authentic and people cannot help but be authentic back. Be honest and people cannot help but be honest back. Don’t treat others the way they expect to be treated; treat them the best way you can imagine treating them. Strive to be a better person than you are, and you’ll figure out the rest.
Another reason most hiring practices are bad is because most employers treat badly the people they do not hire. If what you do is bad, then you can’t call yourself good without at least trying to be better; that’s not even being nice.
There is no aspect of how I hire that I do not thoroughly enjoy, I love everyone I hire, and many I don’t hire. I cannot ask for more than that.
This story was first published in Quartz on May 28, 2013.
Judging from the correspondence I’ve received many people seem to think I’m advocating hiring mean people or that I’m suggesting that you cannot be good without being unlikable.
This is absurd. You can be both good and nice most of the time. But when you are asked to do something immoral, illegal, or unethical by someone who you want to like you then you may have to be firm to the point of not being nice. Blowing the whistle on a corrupt but likable boss would be an example of being good but not nice; there are probably no nice ways of sending someone to jail. Bernie Madoff was nice but up to no good and yet the only person who tried to turn him in wasn’t much liked for his good efforts.
Since this article was published I have shut down my business unit and retired from Wall Street, and created BetterWorkWorld.com to help employers find better ways of hiring people and treat them after they do. Check it out.
I went to college in 1970. By 1974 I had a degree in mathematics and experience hitchhiking to every state of the union except for Alaska and Hawaii; perhaps 30,000 miles in all.
I learned more about how to live from those experiences than anything I learned in a school. Here is the story of what I learned from a man in the pick-up truck who took my girlfriend and me from central Minnesota to just west of Fargo, North Dakota.
Had I not learned this lesson my life would have been very different; not only would I have been much less inventive I would not have had the courage to stand up to some of the shenanigans I saw during the 30 years I was on Wall Street.
I’ll call him Jeb. I don’t remember his name, but during Prohibition he used to bootleg whisky, so Jeb sounds like a good bootlegger’s name, don’t you think?
He said the pay was good and it was exciting work because the cops were always chasing you, but it wasn’t very intellectual. The only creative thing he learned was the Bootlegger’s K-Turn. He left the Interstate for a side road to show us how it is done. I’ll draw it for you:
One of the best ways to put distance between you and the police is to reverse directions after a curve on a narrow road where the cops miss a turn-around and have to back up or go a long way to another one. In the normal K-Turn you pull into a driveway on the opposite side of the street (A), back up (B), and then hopefully wave at the cops as you wiz past while they are still trying to cock their guns.
But the problem with the normal K-Turn is that the cop cars have a habit of crashing into you at point B. But with the Bootlegger’s K-Turn at point (B) you’re in the opposite lane from the cops so you have less of a chance of a crack-up.
For Jeb, the good times ended when Roosevelt took office; damn him! His first act was to legalize alcohol, and there went a well-compensatin’ career.
The only work Jeb could find was as a drill-press operator in a factory and for years he drilled holes in stuff over and over and over. To entertain himself he would think of ways the machine could be improved.
After a few years he screwed up the courage to ask the owner, “May I ask a question?”
The owner laughed, “You don’t need permission to ask a question?”
“Is it OK if I suggest an improvement,” Jeb asked meekly.
“You don’t need permission to ask a question.”
“May I show you what I had in mind?”
The owner was beginning to get irritated, “Get on with it; show me already.”
It turned out Jeb’s idea made the drill-press much more efficient. Jeb was about to go back to work when the owner said, “Why don’t I put you on another machine and let’s see what you come up with.”
In short order he’d invented all kinds of better ways of making things and soon he was even inventing whole new things to make. The owner gave him piles of money and Jeb was very happy.
His pickup truck was littered with samples of his inventions. A new way of manufacturing razor blades; a way of silk-screening watercolors on paper; an attachment for a combine to convert it from harvesting corn to sunflowers.
My girlfriend asked him, “Exactly when did you know you were an inventor?”
“I never asked for permission to be a bootlegger because I knew it was the wrong thing to do.” Jeb laughed.
“But,” he continued, “I didn’t become inventive until I leaned that I don’t need permission to do the right thing.”
You do not need permission to do the right thing.
No one can give you permission to do the wrong thing.
It is never a matter yes or no but of right or wrong.
Jack Rieur was the most wonderful teacher I ever had and perhaps the best teacher anywhere on the planet and for all time. I first met him in 1963 when he was my 6th grade teacher and we have kept in touch ever since.
Sure, he covered the state mandated syllabus, but what he really taught was that the world was something we go out and live in and not read about in the classroom. And learning was fun; the most fun you can ever have. And if you pay attention you can learn from life itself and the point wasn’t that there was a test at the end of the semester but later in life you had to teach others because the human race is not a race to the finish but a relay race where near the finish line we must pass the baton.
For example, he taught geography not from the book but from the slides he took personally when he visited all the places in the book. Here is a picture I took of him back when he was a spry 89-year-old in front of the 79,662 slides he used in practicing his craft and that have since been digitized and stored by the Archives at the Consortium Library. I have been to more than 40 countries so far and have set up housekeeping in a few (and I’m no where near done). Had I not had him I might have run the risk of having gone to Canada once and seen a few other countries for a few hours each on a cruise.
He died this last August but his spirit lives on in me. For example he came to my rescue just now when I was stuck writing one thing and I got unstuck by writing something else.
Mr. Rieur’s other name was Jack but he insisted his sixth grader’s call him Mr. Rieur. It was not a matter of respect for age but of class. You only got to call him Jack if you became a teacher too. Well I have approached raising my children and managing my businesses and all my writing as a teacher, and so I think I have earned the right to call him Jack posthumously. However if you have done none of those things then please call him Mr. Rieur out of respect.
How to write if you cannot concentrate.
People tell me that they cannot concentrate long enough to write anything coherent that isn’t trite or a cut-and-paste job of things off the web, which doesn’t count anyway.
I say, “So?”
Continue reading »
Continue reading »
The only thing I’ve ever been expert at is programming in a language called APL that requires a special keyboard just to type the weird symbols that it uses. This is how it happened…
In the Fall of 1972 I took a class that introduced me to APL two weeks before the semester ended at which time the computing center took the language off the mainframe rather than pay $5,000/month to IBM in licensing fees. But I’d fallen in love with the language and I really wanted to continue learning so I wrote to Ken Iverson who invented APL and who had just published a high school algebra text using the language. I asked if I were to round up 10 students for a free summer course using his book would he give me 10 copies. He sent 11 and a note saying I’d forgotten to ask for one for myself.
It only took a day to find 10 students to give me their summers so next I asked IBM if they would waive the license fee. They did and then I told the computing center they were the only missing piece and so they let me use their computers for free. That is how I began learning APL one chapter ahead of a bunch of high school students.
That landed me a student work-study job at the computing center in the spring and later when my boss left I got her full-time job in the fall of my senior year. I worked for a pittance at the university for nearly four years after graduating and it was by maintaining code and teaching classes that I became good enough to land a job in operations research at American Airlines. When they moved headquarters from New York City to Dallas I took a job with a small systems house where I got to see the inner workings of a few businesses. When I completed an MBA at NYU I was a middling student but an awesome programmer.
When Merrill offered a full-time job at Merrill Lynch in 1986 it was to write programs, not to build a career in trading or management. Everything I’ve done since has involved APL including all the software I wrote to support the trading desk I built and ran for the last 18 years. APL has made me rich.
So, if you want to become expert in the only thing I learned really well then do what I did and – lucky for you – today it will take half the time and cost virtually nothing. Simply download the APL Manual for free and get yourself a cheap copy of the language interpreter. Get to work using it for 7-10 hours a day for the next four or five years and see where that takes you.
Before you whine that you will only do all that work if you know where it is going then you must know that the only way I got to where I am today is because I wasn’t afraid and I didn’t care where I was going. I learned APL because I could not help myself – it was that cool.
Ask yourself this question, “What do employers owe the people they do not hire?” I asked myself that question more than a decade ago and it changed my life forever.
On Sunday, January 18, 2004, I ran a help-wanted ad in the New York Times that read in its entirety, “Programmer – Will train, enjoyment of mathematics a plus” followed by an email address. I was heading a statistical arbitrage trading desk and I needed help maintaining all the code I’d written.
I was surprised to get more than 300 resumes and because nobody had experience in the language we use (APL), and I could not gauge learning potential from a resume, I sent everyone a link to a 500-page manual (latest version available here), and I suggested applicants try their hand at a half-dozen puzzle questions they could easily answer in this language.
Thirty-eight people answered the questions so I invited them in for an open house. I had them sit on our trading floor for a bit where they played a game I’d written called BF Game that simulated an information market. We talked about the technology and the nature of our work and then I asked them what they thought I should do next.
A friend gave them two days of formal training in APL and then I left them alone for three weeks with some pretty difficult problems. These included the automation of investment, liquidation, and index arbitrage strategies in BF Game, and the creation of a Bayesian statistical technique for analyzing the words in Tom Sawyer so as to calculate a probability that a given passage comes from Huckleberry Finn.
Within a week they’d created an on-line community on Yahoo with 73 members who volunteered to help them with their project including an out-sourcing company in St. Petersburg, Russia, that sent all their training materials (in English), an author in England who sent a draft of a forthcoming textbook, and numerous trading experts who helped them develop strategies. These eager students opened my eyes to a new way of collaboratively solving problems.
Three weeks later the class had met all my challenges and now I had two problems:
- How do I pick someone to hire?
- How do I help the people I don’t hire?
I brought my candidates in asked one question, “If you were me and you could only hire one person and it could not be you, who would it be?” It was fairly unanimous and so I made offers to Orlando and Onyema.
Then I rented a ballroom in mid-town Manhattan and invited everyone from the APL community to meet the 11 of my students who had made it to the end. More than 50 people from as far away as California and England attended and a number of my students were offered work elsewhere.
This unplanned experience taught me that if you care about people they will care back, and with just a little bit of encouragement most people will eagerly learn what you need them to know. I generalized this approach to hiring not only for technical people but also for a wide range of jobs. Hiring in this way has helped hundreds of people learn new things, been instrumental in helping dozens of unemployed people land jobs elsewhere. I wrote about how to do it for Science Careers and Quartz, and other employers who have adopted the same approach have reported spectacular results.
In 2009 I started No Shortage of Work to encourage my unemployed friends to re-frame their status not as a disaster but as an opportunity to explore new vistas. After shutting down my trading business after 18 years in February, 2014, I launched BetterWorkWorld.com in order to re-invent and make more humane the hiring process for all.
So, here is my answer to the question, “What do we owe the people who we do not hire?”
- Information on where they stand.
- An explanation of what they are doing wrong.
- Help improving.
Changing how I hire has been the most satisfying thing I have ever done in my entire professional career. What about you? What do you think employers owe those they do not hire, and how can you help?
On February 10, 2014, shut down my business unit and retired from Wall Street, and then I created BetterWorkWorld.com to help employers find better ways of hiring people and treat them after they do. Check it out.
Over Super Bowl Weekend (Feb 1-2) some friends and I will be attending an Education Start-UP Weekend to develop tools that will help people bring more fun to work.
WE NEED YOUR HELP.
Here is how you can help us:
1) Tell us your stories: How did you or someone you know make an onerous task more fun? How do you teach others to do the same thing?
2) Tell us your needs: How could your work be more fun?
3) Tell us your ideas: How could employers make work more fun? How can employees do the same? How can job hunting be more fun?
4) Tell us how to help you: Our goal is to create something you can use whether you are doing work, looking for it, or managing others. Tell us how we can contact you when we have something to give you.
At Start-UP Weekend events you are only given from Friday night at 6:30 until early morning on Sunday to come up with an idea, implement it, and launch it into the world. Early afternoon on Sunday we will need to present our project to a panel of judges.
Although we appreciate your ideas no matter when you submit them, if you can get them to us by 6PM on Saturday, Feb 1, 2014 then we can include them in our project.
WRITE TO ME NOW
Please write to me with your ideas right away: Brooke@BrookeAllen.com
Ask, don’t tell
by Brooke Allen
If you want to exercise today then it is not a good idea to get up in the morning and say, “I will exercise today.” This tells your unconscious that the issue is settled so there is nothing to do. Of course, as you go to bed you might say, “Gee… I forgot all about exercising.”
Instead, ask yourself, “Will I exercise today?” This question can only be answered in the affirmative by actually exercising, and this makes it much more likely that you will actually exercise.
I have used this in the design of the 54 questions to ask yourself that I’ve printed on a deck of playing cards. You can use these to design a personal philosophy of life, and you can find them at LensGame.com.
I call my questions “lenses” and they are in the form: “Because X, ask yourself: Y.”
The Lens of the Boss: Because it is important to know who will bear ultimate responsibility for your life, ask yourself: Who is the boss of me?
The Lens of Needs: Because we survive and thrive by meeting each other’s needs, ask yourself: What do I need? What is needed of me?
The Lens of Followership: Because followers have responsibility too, ask yourself: Have I chosen my leaders wisely? Am I blaming my leaders for things that could be my responsibility instead?
Help us make work more fun
Following on the success of The Lens Game, I’ve begun working on “Work as Fun” ― a series of questions to ask yourself that can help you make work more fun. After all, as Mary Poppins said, “In every task that must be done there is an element of fun. Find the fun and – SNAP – the work’s a game.”
What questions do you think should be included in this project?
Remember, the form of the question is “Because X ask yourself Y” where X is an irrefutable reason for why the question is important, and Y is in the form of a “first person interrogative” – which is fancy talk for a question that you ask yourself.
Here are some examples appropriate to making work fun.
Lens of Fun: Because fun is hard to define and it encompasses much more than just pleasure, ask yourself: What does fun mean to you?
Lens of Optionality: Because it is no fun to be forced to do something, ask yourself: How can I see something that must be done as a choice I make voluntarily?
Lens of Leveling Up: Because what was once fun can become boring once you’ve mastered it, ask yourself: How can I up my game?
What do you think?
Because many brains are better than one, I ask myself: What ideas might my readers have for questions you can ask yourself?
Send me the questions you think everyone should ask themselves if they want their work to be more fun.
I am at: Brooke@BrookeAllen.com
I am a securities trader with a business degree, and I wonder if we are like normal people.
Let’s find out.
Imagine $10 has to be split between two people who will never meet each other. The first person can propose how the money will be split and if the second person accepts the proposal then that is how it is distributed. But if the second person refuses then neither gets anything.
Although this should be enough to understand the question, you might enjoy reading this article in Quartz called Can You be Greedy Without Being Selfish.
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The InterContinental Hotel Group (NYSE Ticker: IHG) is the largest hotel group in the world with seven brands (Intercontinental Hotels, Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday Inn Express, Staybridge, and Candlewood Suites). They claim more than 645,000 rooms in over 100 countries.
If I take the time to join their “Priority Club Rewards” program, I get exclusive benefits like a free newspaper once a week. After I accumulate 20,000 points I get additional goodies such as Priority Check-In and a special phone number so I can wait less time on hold. Points are easy to accumulate because many of their rooms cost more for one night than I spent for an entire semester’s college tuition.
As a Club member, they would begin collecting information about me and my preferences so they can tailor an experience just for me. They promise not to release that information to anyone – not even me.
I never bothered joining. Unlike many, I can afford their rooms without going into debt to the credit card company. The issue is time, not money – my life is too short, and I don’t want to spend my time with them.
Instead, I belong to a different club, one with more space than InterContinental in more than twice as many countries. And my club is adding 14,000 members and 4,000 rooms a week.
And every one of those rooms is free.
My club is run by the Couch Surfing Collective. Although membership is free, four years ago I chose to donate about $20 and they verified that I was who I said I was, and I lived where I said I lived.
Couch Surfing members don’t have membership cards but rather online profiles that can be seen by all 1.8 million members. Other members write references, which can be positive, neutral, or negative – and all references appear on your profile, whether you like it or not.
Right now, I have over 70 positive references (and no neutral or negative ones), and therefore strangers all over the world will welcome me into their homes without any money changing hands. But if I stop
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What follows is an advertisement for an assistant I ran in early 2013. It goes with a story I wrote published in Quartz magazine called: How to hire good people instead of nice people. Read the story to understand what would have happened if you had responded to this ad.
Paul Krugman wrote a piece in the New York Times in which he wonders if Congress will vote on a stimulus package to head off the Great Depression II.
Some believe that it was World War 2 that got us out of the depression because it was the greatest stimulus spending package of all.
I disagree. I believe it was my father’s generation, the Greatest Generation that fought the War and that got us out of the Great Depression.
People, not policies, got us out of our predicament.
The NY Times published my letter.
Recently, I reprinted the letter and illustrated it with stamps from my collection. The top contains U. S. stamps, and I notice they feature leaders and statesmen. The 3 cent stamp to the right commemorates the National Recovery Act of 1933, and it shows a woman, a businessman, a factory worker (with a hammer over his shoulder), and a farmer with a sickle, all walking side by side. There was no inflation during the depression (in fact, there was deflation.)
By way of contrast, Germany had rampant inflation. All the German stamps in my collection are un-cancelled. By the time a postage stamp made it to the post office it was worthless. The left-most stamp is for 10 marks, the rightmost 20 billion! Eventually it took a strong leader to get the economy under control… and we see who that was.
A Luftwaffe Airman’s Daughter
In 1980, my girlfriend and I were traveling on a rail pass. We left from Milan bound for Frankfurt only because that is where the train went.
A German businessman sat across from us and asked, “Where are you going?”
“Why? Frankfurt is so boring. You should go to Wiesbaden instead.”
We asked, “Why?”
“Because that is where we live and you will stay with us.”
His wife spoke English with a perfect British accent. It turned out her father had been in the Luftwaffe and had been shot down during the Battle of Britain. He became best friends with a prison guard, and after the war during the summers they would swap children. She grew up partially in England.
She said the difference between the treatment of prisoners by the British and the Germans was astonishing.
We all cried.
We were there having dinner with them because they had decided to make it a habit of being kind to strangers; which is not a bad policy even when the stranger had recently been trying to blow up your country.
Beautiful Women of the GDR
I won a British Airways contest based on my social entrepreneurship site, No Shortage of Work, and the prize was airfare to anywhere BA flies. I put a notice on my profile on Europe’s equivalent of LinkedIn called Xing. Dozens of people said they would love to meet me in person so I flew into Frankfurt, then Cologne, and flew out of Hamburg and for 11 days I spent my time meeting people in person I’d only corresponded with before on Xing.
Although my sample size is very small, I have the following observation:
The most interesting, dynamic, interesting, hard-working, fearless, and interesting people I met were:
3) From East Germany, but were now in the West.
4) Were born under Communism, but grew into adulthood after the fall of the Wall.
My sample size was small and I am partial to young beautiful women so perhaps that is why I find them more interesting than old male businessmen like me, but I still think there is something to this.
What do you think?
An Unemployed German
In 2004, in Nuremberg, I met Kai, a very talented 51-year-old programmer who had been unemployed for 2 years, so my wife and I took him to dinner. His attitudes were self-defeating and I attacked every one of his beliefs:
“The economy is terrible.” So, are you just going to wait for it to improve?
“The government is incompetent.” Are you going to run for office and fix it?
“I’ve only had 2 interviews and they both ended abruptly when they learned my age.” People are prejudiced. Do you have a plan for how you are going to change them, or are you going to take a different approach?
“I don’t have a college degree.” That hasn’t stopped you for 30 years.
“Nobody cares.” There is a whole community of programmers just like you. Are you going to continue ignoring them or are you going to start caring about them and see if they care back?
“There is no work.” There is never a shortage of work even when there is a shortage of jobs. Find some work and do it even if you aren’t paid.
“I’ve built some amazing software on my own, but can’t sell it.” Are you going to learn to sell, partner with someone who can, or give up on doing what you want and start doing what other people want?
“There are no jobs in Germany.” You’re in the EU now so you can go where there are jobs.
“My English isn’t good enough.” Sure it is; I understand you perfectly. If you don’t understand me it isn’t because of your language skills, it is because of how you are thinking.
My wife kept kicking me under the table and whispered, “He just wants your sympathy.”
I said, “Perhaps, but it isn’t what he needs.”
We were living in London at the time and he even flew over to spend a weekend with me to get more of my abuse.
Soon he got unstuck and landed a job in Copenhagen (good pay, company apartment, flight home every other weekend) and a year later he moved to England for another job.
Kai and I have become good friends and my wife and I stayed with him outside London in November 2010.
He says he hates going back to Germany because too many people there think the way he used to.
I was speaking to a group of programmers, many of whom were looking for work. I asked Kai to write a short essay explaining what he learned, and how he changed his approach to what some call “networking.” Here is what he produced:
The articles might be of general interest because they also talk about principles that apply to everything that might be fun or keep you in flow. If you want to know how I use the word “flow” then read the articles.
Note: The picture at the left is of the taller of two radio towers that I use for contests at our weekend house. Click on it for an enlarged version.
SUGGEST YOUR OWN CAPTIONS
“I would go back to the drawing board if it hadn’t been repossessed last week.”
“Given the economy, and now that you have written the proof that two can live as cheaply as one, I guess I will marry you.”
This cartoon was suggested by Brooke Allen, illustrated by Alicia Reeves, and published in the November 21, 2008 on-line edition of Science Careers Magazine in the story Finance’s Quant(um) Mechanics.
Originally published in International FamilyMagazine
Republished in Folks Magazine on 11/7/09.
I was working as a computer programmer at Rutgers University when I saw the perfect job advertised by American Airlines. It had everything that I wanted: interesting work, decent pay, and free travel everywhere American flew.
I sent a letter outlining my skills, and offered to write a resume if they found me interesting. They did not request a resume, but they did call me in for an interview. I thought that it went very well.
A month later, a “thanks but no thanks” letter arrived.
This was disappointing. I called Walter, the hiring manager and asked what was wrong, and why I didn’t get the offer. He said it was just a matter of competition; there was someone better.
I asked what I could have done to be better than the competition. He said it wasn’t likely there was anything I could have done. The person they hired came from the software vendor who had been servicing their account for years. He already knew their needs better than anyone else could have.
“So, why did you interview me?”
“Because the Human Resources department requires that we run an ad and interview three people before we make an offer.”
That made sense.
At the university, I wrote a computer column for a monthly newsletter. Every few weeks I would put out a document about some programming technique or software package.
I put Walter on the distribution list for all my publications. Then I forgot all about him.
Six months later he called me.
“I have a job for you.”
“There is only one thing.”
“Get me off that damn mailing list.”
“No problem. I can start in two weeks.”
“We can’t move that fast. It will take six weeks minimum.”
“We have to run and ad and interview three people. But the job is yours.”
If you don’t get what you want, don’t forget to ask why.
When I was 16, my dad told me to get in the car – we were going for a ride. We drove to Bolek’s Foreign Car Service. My dad told Bolek that his son needed to learn how to work and he would drop me there every Saturday morning. He told Bolek that I wasn’t worth anything so he shouldn’t pay me anything. He gave Bolek $100 as an advance against any damage I might do. Then he drove off.
Over the next year I learned to get my hands dirty, how to use tools, and how things worked.
– – –
When my dad had a problem, we went to visit Frank at Frank’s hardware store.
Frank was a problem solver and his store was a huge collection of tools and parts for solving problems.
“Looks like this is a job for a ¾ inch bit and a stove bolt.” “I’d use a rubber coupling and a hose clamp.” “An arc welder is better for that than acetylene.”
– – –
Decades later, I became a dad too.
– – –
I sat next to a four-year-old girl at a neighbor’s dinner table.
“I hate broccoli. How come I never get what I want? I hate you.” She began pounding the table and crying.
While her parents were in the kitchen making her French fries, I turned to her and asked, “Wow. How do you do that?”
Her crying stopped abruptly and she gave me a sly smile. “You want to yell and make a lot of noise. Don’t stop. It really helps if you can cry.”
“But, why do I want to do that?”
“Because that way you get what you want.”
A young boy was given a present by his divorced dad at Cub Scout camp.
“But mommy gave me two presents, and both of them were nicer than this.” He wrinkled his nose.
The dad frowned, “You don’t think this is the only thing I got you, do you?” That afternoon, the father left the camp to go shopping.
– – –
I sat on the abandoned lifeguard chair as I watched a young girl run across the sand.
She twisted her ankle and fell in a heap.
She began crying hysterically.
Suddenly she stopped, stood, and looked around. Her father was far away; out of earshot.
She collapsed again and bawled even louder.
She stood again. Her father had wandered off so she resumed joyfully running down the beach.
– – –
Today, I can tell you what everything in a hardware store is used for.
But I am terrible at getting other people to do what I want.
Teach your children to manipulate things, not people.
(And the best way to teach them not to manipulate people is to not let them manipulate you.)