You appear to be an empathetic visual thinker that’s attuned to aesthetic details and how they’re perceived. You can balance data, logic, vision, and intuition to understand and offer clear solutions to usability problems. You may be well-suited to help craft delightfully efficient, useful experiences and compelling designs.
Relevant job titles
User Interface Designer
User Interface Developer
Full-Stack Software Engineer
Front-End Web Developer
Business Intelligence Analyst
YOUR IDEAL COLLABORATORS
Your ideal collaborators may include like-minded visual communicators, as well as researchers, content strategists, product managers, data analysts, and developers. These above-mentioned roles will allow you to collaborate with an assortment of teams — marketing, finance, sales, product, and design — while utilizing an array of crossover skill sets.
CURIOUS TO EXPLORE?
Here are some great starting places to inspire you:
You appear to be a big picture thinker with a knack for balancing vision, intuition, adaptability, and logic to achieve clear goals. You thrive around other people and care about what’s best for the team and your users. You might find it rewarding to work with cross-functional stakeholders and data to guide complex projects toward long-term success.
Relevant job titles
Technical Project Manager
Technical Support Engineer
Business Intelligence Analyst
YOUR IDEAL COLLABORATORS
Your ideal collaborators may include like-minded strategists with interests that span business, design, and tech, as well as strong visual communicators. These above-mentioned roles will allow you to collaborate with an assortment of teams — marketing, finance, sales, product, and design — while utilizing an array of crossover skill sets.
CURIOUS TO EXPLORE?
Here are some great starting places to inspire you:
General Assembly (GA) is a community committed to diversity, equity, and inclusion. We aim to provide a welcoming environment for everyone at GA: students, staff, instructors, clients, and anyone who walks through our doors, physical or virtual. No matter what, we strive to uphold our work value to “Keep Getting Better” in our diversity journey.
In the United States, where many in our community are located, there is a long history of violence and harassment against People of Color. Now that many people carry cameras with them and have instant access to social media, these acts of violence and harassment are more likely to be swiftly and readily exposed. In recent weeks, we have experienced a shared sense of grief and horror over the untimely deaths of Ahmaud Arbery, Breonna Taylor, George Floyd, and the harassment of Christian Cooper.
We stand with Black and Brown People and are fully committed to creating physically and emotionally safe spaces for our entire GA community. Black lives matter. We do not tolerate racism or racial harassment of any kind — and we never will. In that spirit, we share this reflection by James Page, General Assembly’s Vice President for Diversity, Equity, and Inclusion:
As a Black man in America, I’ve been aware since my teen years that others’ fears are closely linked to my skin color. While I found some humor when a White woman would clutch her purse as I walked by, there was also significant frustration. I was a nerdy Catholic school kid who liked to crack a joke. However, my identity as a Black man was perceived as dangerous and threatening in a way that superseded anything else about me.
In 2016, I took a trip to the Smithsonian National Museum of African American History & Culture with my 13-year-old son. I will never forget the Emmett Till exhibit, where an open casket holds a photo of Emmett’s beaten and deformed face. I was frozen. I held my son’s hand, and without any real awareness, tears began to roll down my face.
My son asked me what was wrong. I explained that Emmett was a 14-year-old African-American boy who was visiting family in Mississippi in 1955. A White woman accused him of whistling at her, and he was brutally beaten and murdered by two White men. The killers were found not guilty, even though they admitted to killing him one year later. They were confident that the American legal system would protect them. Sixty-two years later, Emmett’s accuser admitted she lied — he never whistled at her. Her false accusation was enough to end that young man’s life with no recourse to his accuser or his murderers.
Fair-minded people can agree that taking another human life is wrong, and share the sense of outrage at the senseless, recent deaths of Ahmaud Arbery, Breonna Taylor, and George Floyd. However, the story of Emmett Till and its connection to the story of Amy Cooper speaks to a much deeper pattern of racism, exploitation, and injustice that is pervasive and prevalent in our society.
Why am I angry at the justice system and our police force? Why am I angry at Amy Cooper? Why should we all be angry? Because she shared the same sense of privilege and entitlement as Emmett’s accuser when she called the police on Christian Cooper. She knew that if she called 911 and expressed fear as a White woman threatened by a Black man, she would be believed, and a Black man would be punished, regardless of what actually happened. She weaponized her racial advantage and it could have been lethal to Christian Cooper: just as it was when Carolyn Bryant lied about Emmett Till, when Eleanor Strubing accused Joseph Spell of rape, and when Tom Robinson was accused of raping Mayella Ewell in To Kill a Mockingbird.
Black men have been conditioned to fear the police, the U.S. justice system, and White women. It is well known that when the cops, or “the posse” show up, the Black man — a 14-year-old Black boy visiting family, a Black man in a consensual relationship with a White woman, a Black character in one of the greatest novels of all time, or a Black Harvard grad birdwatching in a park — can be arrested, beaten, jailed, abused, and subjected to extreme acts of violence. His Black body can be deemed disposable, be made an example of, and deemed unimportant, a piece of property for the public; another piece of “strange fruit – blood on the leaves, blood at the root.”
While fear is closely linked to my identity, passed on from generation to generation, it is a fear that I must submit to — unbelievable in 2020. I must learn and follow the unspoken rules. I must fear the police, the justice system, bank lenders, the President of the United States, and the White woman clutching her purse — innocuous people or protectors under any other circumstance. As Ta-Nehisi Coates wrote, “It is not necessary that you believe that the officer who choked Eric Garner set out that day to destroy a body. All you need to understand is that the officer carries with him the power of the American state and the weight of an American legacy, and they necessitate that of the bodies destroyed every year, some wild and disproportionate number of them will be Black.”
The only way to end this ongoing cycle is to educate ourselves, show up for People of Color, and get involved in the political process. This is not a new moment in our nation’s history, but part of the ongoing suffering, injustice, and inhumane treatment of minorities; these acts of aggression, violence, and unequal rights we are experiencing right now create real trauma for communities of color who have to live every day in fear. All of us have a role to play in dismantling institutional racism in this country; all of us must help address — and heal — that trauma. Now is the time to stand together and say, “No. More.”
If you are looking for ways to show up as an ally in this time, here are some places to get started — we share a handful of resources and it is by no means exhaustive:
Spend time reading and learning. Read the work of James Baldwin, Ta-Nahesi Coates, Angela Davis, bell hooks, Audre Lorde, Richard Wright, and Malcolm X. More recent books like How to be Antiracist, White Fragility, Why Are All the Black Kids Sitting Together in the Cafeteria?, and White Rage provide contemporary insight on how to show up for communities of color. Purchase them from your local bookstore, and check out more resources here. They are truly eye-opening.
Support organizations that are moving the needle on racial justice. Color of Change, Campaign Zero, the Anti-Racism Project, the NAACP, UnidosUS, and the ACLU are but a handful of the organizations working nationally and locally for social justice issues facing communities of color. Sign up for their mailing lists, donate, respond to their calls to action, and find other ways to get involved.
Stand up for People of Color.When you see wrong, stand up for what is right. Call out racist actions — explicit or implicit — when you see them. When justice is compromised, protest, and challenge it until it creates change. You can learn more about how to be an ally here and here.
Get involved in the political process. No matter where you fall on the political spectrum, demand accountability from your elected officials and advocate and support candidates who share your values. Most importantly, vote (register here) – and encourage others in your community to do the same.
At General Assembly, we will never compromise on ensuring that everyone within our community gets treated with dignity and respect. In the spirit of our shared commitment to learning, we urge all of you to engage on these issues with curiosity, humility, empathy, and self-awareness in service of active dialogue, brave allyship, and the human goodness that can be brought out by all of us.
Over the years, GA’s career coaches have helped thousands of students from our full-time immersive programs land jobs with our A-list hiring partners. Now, with a transformed hiring climate, many career changers are faced with more uncertainty than ever about the likelihood of getting a new role, let alone navigating a job search remotely.
The good news is that there are reasons to be hopeful. In this recorded session, get expert advice from GA’s U.S. career coaches on how job searching has been transformed by COVID-19. Whether you’re on an active job search or curious about what the U.S. job market is like right now, you’ll gain valuable insight about how job seeking has changed and how you can stand out amongst the competition—regardless of your work experience.
Key insights from Caitlin Davey, Manager of Learning Experience Design at General Assembly
We’ve reached the last segment of our three-part blog series on managing remote teams. We hope our experts’ advice has been useful for team leaders who are transitioning to working from home and adjusting to this new normal in the world of work.
For our final installment, we sat down with General Assembly’s very own Caitlin Davey, Manager of Learning Experience Design. Caitlin has managed a remote team for 2 years and has deep experience designing remote learning experiences in data for GA’s enterprise partners around the world.
Read on to hear Caitlin’s insights on:
Leading remote meetings.
Encouraging team participation while remote.
Being supportive of your team during a remote transition.
For additional perspectives on remote team management, check out part one and part two.
GA: Thanks so much for the time today, Caitlin. In your role, you’ve participated in many conversations with our partners who are shifting to remote work. What are some of the top tips you share on leading remote meetings?
Caitlin: First and foremost, set a clear agenda with time chunks. If minutes tend not to work for you, then try to estimate time based on the percentage of the meeting you want to spend covering a given topic. Also, keep meeting times manageable and allow for stretch breaks every 30 minutes to allow participants to physically stretch and refocus their attention. As a team leader, you need to model active engagement and bring strong energy to amp up the energy of participants.
Second, if there are key decisions that need to be made or input that is required, consider sending a pre-read of materials along with your agenda so participants can come to the meeting prepared. When your meeting comes to a close, name owners of action items and send follow-ups with the highlights of the meeting, and a video recording if available. Follow-ups ensure that everyone is clear on the next steps and can review what was discussed.
GA: Staying organized seems to be key! On the flip side, what are some of the top mistakes you see people make when leading remote meetings?
Caitlin: When leading remote meetings, try to prevent the “No, you go ahead” loop as I like to call it. As a leader, you need to own facilitation and direct the conversation. This can look like nominating the next person to speak, asking for the opinion of a team member by calling on them, or determining the order of who will speak in advance. This keeps the meeting moving and increases the comfort of team members because expectations are clear. It also prevents lags where no one is responding to broad questions. Then again, get comfortable with some silence. The fidelity of remote meetings can mean that participants need time to think and respond. Don’t rush to fill the silence as participants may just need some time to formulate their thoughts before chiming in.
Pauses in conversation can feel less natural in remote meetings and people often fail to leave time for ideation or questions — it’s important to build this in. Name ways participants can contribute, whether that’s asking people to come off mute and speak, inviting comments through the chat, or using the raise hand feature if your conference platform is Zoom. If you have challenges leading the meeting while following the chat, nominate someone to raise any critical questions, and make sure that you build in time to pause and answer instead of interrupting yourself to address comments.
GA: I’ve definitely experienced those “No, you go ahead” loops before, and love the tips to address it! Switching gears a little bit, what are some norms you like to use to engage a remote team?
Caitlin: Team bonding and preventing feelings of isolation are especially important for teams that are working remotely. Plan to connect through icebreaker introductions or get remote coffee. These may sound corny, but leaning into the corniness can actually unlock a greater sense of connection and make calls feel less like a checklist. One of my favorite icebreakers is to ask participants to quickly hold up something nearby that shows their personality. For example, my pack of stamps is always handy because I love sending mail to friends and family.
Teams should also collectively decide on remote working agreements. These can go beyond sharing preferences for communication channels and even include mindsets to adopt as you work together. One example of a working agreement we hold at GA is “Be present,” which means we all agree to minimize multitasking during meetings and practice active engagement. Another example is “Take space, make space,” meaning that as we take time to talk, we also intend to make time for others to speak.
GA: Oftentimes, we hear that it’s hard to encourage participation in a remote meeting in the same way you would in a conference room. How do you encourage your team to speak up?
Caitlin: Inherently, whoever called a remote meeting feels like the owner, leader, and facilitator of that meeting. To allow individual contributors to feel ownership think about nominating leaders for various meetings and give them a chance to step into a leadership role. Breakout groups can also be a great way to divide large teams into more manageable groups to connect. Zoom has a breakout group feature, but you could also consider smaller sub-groups for projects.
Beyond structure, when you’re looking for participants to speak in a given meeting, call on participants by name to share input. You can also message participants ahead of time to preview the specific question and see if they’re comfortable sharing. Knowing your team’s working styles is key, as some people prefer to think through a question on their own rather than respond on the fly.
GA: All the insights today have been great so far. One final question for you, Caitlin: What advice can you share around supporting your team during this difficult transition?
Caitlin: It’s important to know the channels of communication that work best for your team. For example, if you’ve decided that not everything needs to be a call, think twice before scheduling a call rather than sending an email. Or, if you decided not to email after hours, don’t break your own rule.
Also, ask what your employees need. You should check in with your team more frequently than normal to make sure that they feel supported and remain engaged. I’d stress that you should be checking on their goals and if they need support rather than to monitor attendance.
A real benefit I see to remote meetings is the many ways for participants to share. Features like a meeting chat can allow more perspectives to surface than in an in-person setting. As we’re all transitioning to more virtual connections, there’s an opportunity to take time to set new norms, make employees feel supported, have fun as a team, and realize that in remote settings, we can still connect.
We’re so grateful to Caitlin for sitting down with us to discuss top tips for leading and supporting teams remotely. This post concludes our Managing Remote Teams: Advice From the Experts series — we hope you gained some helpful insights! For more perspectives from GA, follow us on LinkedIn, where we’ll always share the latest.
Key insights from Adi Hanash, VP of Product at Tempest, and Original Remote Program Product Owner at General Assembly.
Last week we kicked off our three-part series on managing remote teams. As many companies transition to working from home for the first time to help curb the spread of COVID-19, we wanted to offer some advice to help our community navigate this adjustment. GA has deep experience working with a distributed team and has also helped thousands of learners upskill and reskill through live-online formats. With these things in mind, we’ve tapped into our network of experts to answer top questions we’ve received from our partners, and to share tips and tricks that you can use with your remote teams.
For our second segment of this series, we sat down with Adi Hanash, VP of Product at Tempest, an organization focused on building a digital support platform for people recovering from alcohol use disorder. Adi is also a former General Assembly colleague and built the remote learning experience at GA as the original live-online product owner. Adi has transitioned 10 courses to be delivered online and also has 4+ years of experience working remotely himself.
GA: Thanks so much for sitting down with us, Adi. We’ve heard from our community that one of the biggest remote work challenges is tracking teams. What is the best way to track attendance and engagement?
Adi: There’s a piece to attendance worth addressing that is “How do we know someone’s in the office from nine to five or for the prescribed hours?” Having worked on product teams, we start every morning with a quick check-in to set the goals for the day and then hold an end of day check-in. You need to be comfortable allowing a little bit of freedom to do the work in the middle of the day.
Another piece to attendance is making a decision as a team about what it means to be attending a meeting. For me, the number one thing is being on camera. So, if I’m using a video platform, my expectation is everyone who’s in that meeting is on camera for that meeting. If you turn off your camera, I assume you’ve walked out of the room. Being visible also prevents someone from just listening in while doing other work; it forces them to be more present.
GA: What do you talk about during those daily check-in meetings?
Adi: My product team has a ritual called “stand” that we practice every day. It can be held over a chat platform or in live sessions, but every morning, the team will go around and talk about what they did yesterday, what’s on deck for today, and any blockers or external constraints. At the end of the day, we check-in again and cover what was done that day, any blockers that still exist, and what’s queued up for tomorrow. It’s a really quick check-in that should take 10 to 15 minutes total.
The key is to focus not on the meetings or activities a person will have during the day, but the deliverables for the day. That’s where, as the team leader, you can be very clear on what your expectations are for the work that needs to get done. Or, if you are an individual who is now working remotely, you’re aligned with the rest of the team on what your workday entails. It’s a really helpful way to get everyone on the same page and to make sure that you are setting expectations around deliverables — even in this remote environment.
GA: How do you get into the work mindset before that “stand” check-in at the start of your day? It’s definitely a little different starting your day from home versus going into the office.
Adi: Establish what your rituals are for starting and ending work in your remote environment. This may sound silly, since I know one of the benefits of working from home is being able to be in pajamas all day, but my ritual was that I very consciously decided that when I started work, I put on a collared shirt. I was still in shorts, and that was fine, but the act of putting on the shirt meant I was at work, and the act of taking that shirt off meant I was no longer at work. I’m not saying that’s the right one for you, but I would just encourage everyone to establish rituals.
GA: You also mentioned giving the team a little bit of freedom to do the work in the middle of the day. What do you think about flexible work hours when working from home?
Adi: The most important thing is to not conflate remote working with flexible working — you have to address them independently of each other. Remote working is the ability to do the work that you have to do from home or in various locations. Flexible work hours mean that you allow a person to set their own schedule for when they are working and when they aren’t. The question of flexible work schedules needs to be addressed in its own way.
When I worked remotely, I was working eight hours, but my mistake was spreading those eight hours over 14 hours, which made me feel like I was working the entire day even when I wasn’t. So when you work remotely, you should be very clear on what is okay to do with your schedule in your day (for example, leaving for lunch) and what is not (for example, cleaning). Do not make the mistake of spreading eight hours of work over too long of a period. The way I’ve managed this is to be very clear on my calendar about my scheduled time. You have to create boundaries for yourself and for your team to make this work successfully.
GA: What about when you have team members who treat everything as an emergency? How do you deal with that if it falls within an unavailable slot in your schedule?
Adi: This can be especially challenging for remote workers. I think the number one thing is defining the levels of emergencies with your teams. There should be some version at the top, which is that the business cannot move forward unless the emergency is solved. If it is a company-wide blocker, then everyone has to stop what they’re doing and help solve the problem. Then down at the bottom, there are things like a typo on the website. At that level, you need to ask, “Is it preventing us from doing anything? How many people have reported it?”
Once you get to an understanding of the emergency spectrum, you’d be surprised by how many actually have to be addressed in real-time. So that’s the number one thing I would encourage you to do.
GA: What tips do you have for managing and running large format meetings?
Adi: The most important thing with any meeting, especially larger ones, is to remind people of the opportunity cost of a meeting, and make it clear that there has to be true value driven by the people in the room. So for example, if you have 15 people in the meeting for 30 minutes, you’re not taking 30 minutes, you’re taking seven and a half hours. And if you start to think about it in terms of time as accumulation, you start to become a lot more judicious as a leader around what type of meetings you want to be calling and who’s going to be involved.
Then, if you do decide to proceed with a large format meeting, the number one thing is to have super-clear agendas. You have to be explicit as to what the deliverables for the meeting are. If you cannot define clear deliverables, there are probably better ways to do the meeting than to actually have a meeting. For example, if you need a decision on X, then the meeting attendees have to be defined by who’s responsible for making that decision. So that at the end of the meeting, you’re able to say great, our decision is X.
GA: How can you motivate your team members when everyone is remote?
Adi: For those of you who are in a leadership position, you need to think about what recognition looks like in a distributed room. It’s very easy to say “Great job!” to an individual, but you need to find the ways to publicize their victories and their wins, and more so in this distributed environment because it’s almost a requirement for them to know that even though they’re on the other end of the computer, their work is having an impact and is being recognized.
Chances are, you have some sort of chat platform that you can use. At Tempest we use Slack, and so we have to be creative about how to use it for this purpose. For example, one thing that I love to do with our team is to create a shout-outs time. Every week there’s a certain time where we get onto Slack and just shout out all the victories and wins for the week. Those small ceremonies and rituals help establish the connection, especially with remote employees, that the work they’re doing isn’t being lost to the ether, and that you’re actually seeing it and recognizing it.
A huge thanks to Adi for these amazing tips on rituals and leading a remote team. We’re always here for questions, email firstname.lastname@example.org if you’ve got any!
Top tips from Matt Brems, Managing Partner at BetaVector, and Global Lead Data Science Instructor at General Assembly
There has been an unprecedented shift to remote working as companies and individuals do their part to curb the spread of COVID-19. We’ve heard from our global partners that this shift has been a difficult adjustment and that teams could use some tips and tricks to cultivate connections with their remote employees and maintain productivity during this uncertain time. General Assembly (GA) has deep remote work experience and has also delivered live online learning to over 5,000 students and remote workersaround the world. With that in mind, we’re sitting down with our experts to get answers to your most pressing questions and the right tools on managing remote teams and adjusting to remotework from home.
For our first segment of this three-part blog series, we sat down with Matt Brems, Managing Partner at BetaVector and Global Lead Data Science Instructor at General Assembly. Matt has taught 1,000+ students since 2016 and has been working and teaching remotely for the last two and a half years.
Read on to hear Matt’s insights on:
Identifying blind spots in the shift to remote.
Building companyculture and employee engagementin remote teams.
Juggling work and life when they coexist more than ever before.
For additional perspectives on remote team management, check out part two and part three.
GA: Matt, thanks so much for being here with us today. To kick things off, what were some of the concerns you had when you started to teach online, and how might these concerns apply to people transitioning to remote work?
Matt: Glad to be here! One of the challenges in shifting to an online classroom was that I just didn’t know what the blind spots were going to be. I knew the content I was supposed to teach, but the blind spot was how could I ensure my students’ success when everybody was now connecting remotely. Part of it just took some experience, but really, it was about listening to my students.
As a manager, you know the business objectives that you’ve always had. However, you have an additional blind spot: how do you get your team to succeed with the uncertainty of everyone working from home? Within these unique challenges, you have to create space for your team to share what they need and what isn’t working. Then you have to listen to what your entire team is telling you and act on it. Finally, you need to accept that there will probably be a period where it feels weird and uncomfortable.
GA: It sounds like it all worked out! We’ve heard a common blind spot is not knowing how to collaborate with teams remotely. Do you have any tips or collaboration tools you’d recommend for managing collaborative work?
Matt: When collaborating with others remotely, it’s important to be as explicit as possible. When I started teaching remotely, I would ask vague questions like, “What’s wrong with this?” or “What do you think about that?” Since my questions were vague, my students’ answers were all over the place. That wasn’t a failure on their part, it was a failure on my part. So when it comes to working collaboratively, I have a couple of recommendations.
First, break the task down into smaller chunks and make the tasks as specific as possible to your remote employees. Let’s say you need your team to write a report by the end of the day. Instead of just putting the task out there, work with the entire team to divide it up. I’m not trying to encourage micromanagement, but it’s much easier for communication to break down remotely. People jump into their next meetings, people make assumptions about who does what.
Second, be explicit. Instead of using terms like “end of day,” specify what “end of day” is. Does it mean 5 p.m. or midnight? If you’re managing remote employees in different time zones, which time zone? Being explicit, wherever possible, is a really helpful tool for effective communication.
GA: Really great tips. Another blind spot we’ve been hearing frequently is around cultivating a sense of community while remote — how do you manage to keep your entireteam connected?
Matt: When it comes to developing that sense of connectedness in the programs that we teach, we start every lesson with an icebreaker. For example, earlier today, my colleague asked, “If you were forced to be part of a talent show, what would your talent be?” This gets the whole team engaged in social interaction that’s a fun way to share things about themselves that you wouldn’t otherwise know, a promising tactic for building trust. Think about the “water cooler” talk where people share things that aren’t directly connected to work. We can still do that; we just have to be a bit more creative and intentional about creating that sense of a dependable company culture and community.
As another example, General Assembly develops community by doing daily trivia. Katie, our “trivia guru,” announces a time for trivia, comes up with five trivia questions and then asks them in the trivia Slack channel. People compete to be the first to correctly answer the question. It’s a lot of fun because so many people get really into it. Everybody laughs because some people are right on the money and some people are sharing weird, off-the-beaten-path answers. We’re leaning into everything that we would do in-person to build that community; we just have to be more intentional about it when we’re remote.
GA: To expand on companyculture even further, what advice do you have for creating norms for your remote teams?
Matt: To come up with norms, start with a shared blank document and let the whole team contribute their thoughts about what’s important. Then transition to discussing these thoughts in a virtual meeting and have people come to a consensus on norms for the group. Specifically, you want to provide a safe space for people to share what they need out of your team environment, and you want to make space for people who have different experiences than you might have.
I want to be abundantly clear about this: Once the team agrees on a norm, the whole team needs to follow it. And that includes the team leader. There is sometimes this tendency for people in leadership to say, “Hey, we established the team norms, but that’s for everybody else. Because I’m the team leader, I don’t necessarily have to abide by that.” That can be the quickest way for norms to deteriorate and works against building trust. Being clear and making sure everybody adheres to the norms is huge.
GA: A lot of people have children or parents to take care of in addition to working from home – what are your thoughts on flex hours as part of those team norms?
Matt: I think that’s really important right now. Everybody needs to come together and be flexible and empathetic because this is a difficult time for a lot of people. Recognize that maybe somebody will be able to do good work from 6 a.m. to 8 a.m. before their kids get up, and then there are times during the day when they need to take breaks to play with their kids, and then they’ll be ready to hop back on later in the evening.
This ties directly into setting team norms. Norms can include being explicit about the hours that people are available, as opposed to assuming that everybody is still going to be on the nine to five office schedule while at home. In my opinion, assuming that what you did in the office will simply work at home is one of the quickest ways to set yourself up for failure.
GA: On the flip side, how do you set boundaries with family while you’re working, given remote work and home life coexist in the same place?
Matt: With my fiancé, we had to have very direct conversations about what worked for us and what didn’t. For example, I said “If you come home and my headphones are in, just wave at me but go into the other room. If I’m able to talk to you, I will take my headphones out and come talk to you.”
Some people recommend even having a little sign, like a yes/no sign. If it says yes, you can come up and tap them on the shoulder, but if they flip it and it says no, don’t bother them at that moment. That can be really important.
GA: One final question. We know that working from home can be stressful, especially when juggling family obligations and health concerns. What advice do you have for people who are having those feelings right now?
Matt: It is very common and normal for people to feel stressed, to feel isolated, or to feel upset about what’s going on. I read on Twitter recently that this isn’t a normal working from home scenario…we’re working from home during a crisis. I have worked from home for almost 2.5 years, and I still feel like something is fundamentally different, given all that’s going on in the news. One of the things that I personally believe is that community is really, really important. And it’s possible to have community with one another, even if you’re not physically in the same room.
With my fiancé, we sat down with his parents and did a virtual drink. For the first three minutes, it felt bizarre to talk with people on a computer screen, but after a few minutes, you don’t even notice that they’re not in the room. Virtual connections can happen with family, friends, colleagues and co-workers to the extent that you want. Leaning into my community has been really cathartic for me, and I hope that it is for many of you too.
A huge thanks to Matt for taking the time to sit down with us to share his remote work tips and tricks. As we adjust our everyday lives to our ever-changing world, it’s helpful to know that our sense of work, community, and work/life balance does not have to be compromised.
Do you have questions about managing remote teams that you’d like to ask our experts? Email us at email@example.com.
At General Assembly, we’ve been thinking a lot about the current and future state of career development and the skills that will build resiliency. Despite this age of uncertainty, we believe that learning has no limits. Whether you’re looking for a new job or wanting to diversify your skill set to become more employable, our community of experts is still here for you, online.
While our Free Fridays promotion of our most popular paid workshops concluded at the end of June, we always have free intro classes and events coming up. From coding to data, marketing, and career development, explore the tech skills that will keep you in demand and in the know.
The business world is no longer just a man’s world. According to 2017 data from the National Association of Women Business Owners (NAWBO), over 11 million U.S. firms are currently owned and operated by women, contributing over 1.7 trillion dollars to the U.S. economy.
Though these numbers speak volumes to the power and determination of the female spirit, they do not tell the whole story of women’s leadership. Women-owned firms are still the minority, and women continue to face unequal pay, sexism, and gender barriers in the workplace. From finding professional mentors to achieving work/life balance, overcoming these obstacles to female leadership can seem daunting — especially in technical and chief executive roles where the representation of women is far lower than men.
As a woman entrepreneur, business leader, and the CEO and founder of the travel company Acanela Expeditions, I am incredibly passionate about female empowerment in the business arena. Throughout my journey, I have faced several roadblocks throughout my career and have worked hard to develop successful strategies to transform these hurdles into opportunities for career advancement in the workplace.
Below, I want to share six common challenges female entrepreneurs and business leaders face. Hopefully, you will find these tips useful for breaking through potential barriers, and feel more empowered to take charge of and thrive in your career.
1. Challenge: Most of the people in the room are men. Opportunity: As a woman, I stand out but I’m also more likely to be remembered.
One of the uncomfortable realities of being a female leader is walking into a business meeting and realizing that you’re one of the few women (if not the only woman) in the room among your male counterparts. The pressure of being the only one can be overwhelming. In fact, studies show that individuals who are “onlies” (e.g. the only woman, the only LGBTQ person, the only person of color, etc.) are subject to a higher percentage of bias and discrimination from members of the majority group, whether intentional or not. No wonder it’s so tempting for us to step back and try to blend in with the crowd!
While the temptation to stick out less is strong, most successful female leaders agree that staying true to yourself and playing to your strengths are key to rising above preconceived notions of how women should appear and act at work.
Instead of conforming to the widely held belief of what a successful leader looks like or should be, I have discovered that it is important to have confidence in myself and the skill sets that brought me to where I am today. “Sticking out” can actually be a positive attribute, giving you the chance to spotlight the unique skills and outlook you bring to the table. So instead of shrinking back, step forward and make a lasting impression by being both seen and heard.
2. CHALLENGE: It’s hard to build a support network in a “boys club” world. Opportunity: Seek both men and women as connections and mentors who will help you along your career journey.
It’s no secret that a lack of mentors and advisors can stunt one’s professional growth. After all, in the business world, it’s not always what you know, but who you know.
Yet, a 2017 study by the NAWBO states that over 48% of women in business report finding it difficult to build a healthy support network in male-dominated fields. Despite this challenge, women have an amazing opportunity to collaborate and build strong support networks.
For example, women-oriented networking groups and events, such as the American Express OPEN CEO Bootcamp and the International Association of Women, are indicative of a growing number of networks and professional spaces that focus on supporting and elevating women professionals. Consider becoming involved with networking groups, professional associations, and other organizations that feature and promote successful women leaders in career development. This gives you the opportunity to not only learn from the experiences of seasoned professionals, but also enables you to make and build connections with potential mentors who can offer support and advice later in your career.
It’s important to note that professional support and mentorship for women does not have to come exclusively from a female executive. On the contrary, I have found incredible value in seeking counsel from men who have shared their connections, advice, expertise, and support — all of which helped catapult me into my current role as CEO.
3. Challenge: It’s increasingly difficult to balance work with my personal life. Opportunity: Create a healthy work-life blend.
As a female business executive, I have been asked the question time and time again, “Can women really have it all?”There are several flaws inherent to this question (not least of which is the fact that my husband and male coworkers never get asked this).
The truth is that both men and women in leadership positions are challenged with balancing their career and personal life. However, I’ve found that changing the terminology from “work-life balance” to “work-life blend” helped me ease the juggling act of work and family time. Running your own business takes significant time and effort. However, it can also allow more flexibility and control over your schedule.
As the head of Acanela Expeditions, my work bleeds into my personal life and vice versa. Rather than being a separate part of my life, work is a genuine and integral part of it. This doesn’t mean that I’m simply “on” and working all the time. Instead, I’ve intentionally set strategic, as well as realistic career and personal goals that work together to create a healthy lifestyle for me and my family.
4. Challenge: I lack access to funding. Opportunity: Identify funding sources that target women-led fundraising initiatives.
According to a Forbes article published in December 2017, female entrepreneurs receive less than 3% of venture capital funds. Though that number is skewed due to fewer women in business and corporate leadership positions, studies consistently show women founders as less likely to win adequate funding.
As an entrepreneur, this challenge creates an opportunity for you to engage in education and support networks dedicated to helping women-led businesses. Organizations like the Female Founders Alliance, Astia, and Golden Seeds offer coaching workshops to guide early-stage entrepreneurs through the fundraising process and help connect them to potential donors.
5. Challenge: I constantly encounter the stereotype that “women are more emotional and less decisive than men.” Opportunity: Women bring diverse physical, mental, and emotional experiences to the conversation.
You’ve probably heard the common stereotype that women are “emotional thinkers” and, therefore, less competent business leaders than their male counterparts. While some women may think differently than men as a result of their personal and professional experiences, I haven’t found it to be a flaw in business. If anything, it’s an advantage.
In today’s hypercompetitive marketplace, gender diversity is good business. Women bring unique perspectives, ideas, and experiences to the table that enrich conversations and lead to better company decisions. It often takes great boldness to make our voices heard, but it is essential, for we have a lot of important opinions and ideas to share with the world.
Harmful gender stereotypes argue that women are less decisive than men and thus have a difficult time making tough business decisions. However, while I tend to be a more relationally-oriented decision maker, I’ve discovered this characteristic to be helpful in advancing my company. I’d also argue that my relationships with colleagues have enhanced not just my leadership skills and abilities, but also the overall health of my company.
Listening to and involving team members in important conversations has enabled me to make more logical, reasonable, and healthier decisions that steer the company forward. Ultimately, respecting my employees and their opinions has helped me become a more well-rounded and successful business leader.
6. Challenge: Expectations are often set lower for women. Opportunity: Then shouldn’t it be easier to exceed them?
Earning the same level of respect and recognition as male colleagues can be a difficult and frustrating experience for women in not only entry level roles, but also in senior roles. Senior-level roles in businesses remain dominated by men, and internal biases are alive and well in the workplace.
While this reality has frustrated me greatly, I’ve realized that it has also given me the motivation to not only reach those expectations, but to also surpass them. Don’t be discouraged by low opinions and gender stereotypes. As we continue to surprise and exceed expectations, we break through one glass ceiling at a time.
Overall, the truth is: Yes, women continue to face unfair gender biases in the workplace. However, when viewed from an empowered perspective, these obstacles can serve to strengthen and elevate women leaders in diverse spaces. Meeting these challenges head on presents an incredible opportunity to make a positive impact on your situation and those of future generations. We live in a unique time in history, one in which we have the power and opportunity to band together to break down long-standing and new potential barriers on the horizon, and realize our biggest dreams and career aspirations.
Acanela Expeditions is a US-based travel agency that specializes in experiences, people and culture. Kylie Chenn founded Acanela Expeditions in 2015 after spending a semester in Europe. While abroad, she met incredibly talented individuals, or artisans, with stories that deserve to be shared. She created Acanela Expeditions to provide others with the opportunity to meet and learn from these artisans personally. Acanela Expeditions has nearly 100 tours worldwide and continues to explore unique countries to add to their offered locations. For more information, visitwww.acanela.com.
By investing in opportunity, General Assembly helps people all over the world leverage technology to achieve their career goals. Our See Her Excel scholarship reflects our commitment to champion gender diversity and inclusion at all levels, and elevate women in software engineering and data science so they can thrive in the world’s fastest growing industries. Learn more about how GA supports women in tech atga.co/she.
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