This document discusses the hiring and onboarding processes at Next Jump. It provides details on:
- The top investments in building culture are hiring and environment.
- The hiring process focuses on screening for a growth mindset, humility, and "coachability". It aims to get to know the true person through stress-injecting challenges and peer feedback.
- The onboarding program (PLB) focuses on understanding the whole person, injecting stress, creating a feedback environment, and having a ceremonial graduation to build pride in becoming a Next Jumper. The goal is to improve recruits as individuals through challenges, feedback, and personal development work.
How to create a culture of feedback and own your own feedback -- workshop by Next Jump's Head of Engineering, Tom Fuller. Given at Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
How to create a culture of feedback and own your own feedback -- workshop by Next Jump's Head of Engineering, Tom Fuller. Given at Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Strategy, Decision Making and Leadership for the 21st Century (Not the 20th Century) -- Keynote by Next Jump Co-CEOs, Charlie Kim and Meghan Messenger, for Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Want to be seen as a leader at the office? Learn how to identify and push back against gender bias by supporting your female colleagues at work. Read the full tips at leanin.org/tips/mvp
Today’s modern professionals are busier than ever—doubly so for lawyers. With increased workloads, industry pressures, and distractions abounding, it’s become imperative that lawyers be capable of focusing on the task at hand to better serve their clients and themselves.
Enter mindfulness. Once the domain of people seeking spiritual health, the undeniable benefits of mindfulness have led to it being adopted and implemented by businesses from Fortune 500 companies to startups. Drawing on 12 years’ experience as a practicing attorney and mindfulness advocate, Jeena Cho (author of The Anxious Lawyer) covers:
- What ‘mindfulness’ is, and how it can benefit your business
- Simple tips for improving focus and productivity in your law firm
- How modern attorneys can ease stress and avoid burnout
Understanding Lean & Agile Coaching Agile and Beyond 2018Paul Boos
This was my presentation for Agile & Beyond 2018 about Agile Coaching. This covers some basics of Agile Coaching in terms of the many dimensions to consider and how skills play out. It does not go into any of these skills deeply.
The Feedback Loop: How to Create a Culture of Feedback
Giving, receiving, asking for, and acting on feedback well are some of the most-valued – yet difficult to master – skills for any manager. After years of research across hundreds of companies in 25+ countries, Claire Lew, CEO of Know Your Team, shares the playbook for how the most effective managers create a culture of feedback within their teams.
Are you currently preparing for an interview, pitch or a big client meeting? Confidence will be a deciding factor in how well it goes.
Project confidence at all times, even when you don’t feel it, and you will be amazed at the positivity that you create around you.
Images: Thinkstock
Essential Skills for the 21st Century Manager by Steve Francis AIMM, delivered at the Australian Institute of Management Open House in Brisbane on Wednesday 7 August 2013.
Some of the things you do have meaning. Some don't. These six questions identify what has meaning for you and what doesn't. My talk at #AceConf 2018 in Krakow and for the Discuss Agile Group in May 2018.
ImagineNation LAST Generating Creative Conversations Presentation Janet Sernack
A creative conversation transfers ideas from one mind to another, it also allows you to reveal and remove all obstacles in the way of making creative ideas and inventions happen. It even allows you to see opportunities, realise possibilities and easily solves real-life, personal and business problems.
It’s not that we’ve forgotten how to hold genuine conversations. The problem is much deeper. We’ve stopped learning how to hold a genuine conversation.
The good news is we can all learn it. All this ability demands is the ability to be observant, having a core skill-set and following the four key steps in the generative discovery cycle.
A collaborative side project for LinkedIn's second GSOU class. We compiled influencer posts written by each individual in the class and decided to put it online via rich media! Special shout out to the influencer posts team: Andrew Kung, Brad Busy, Daniel Kim, Griffin Gaffney, Jonathan Jackson, Julia Bard, and Michael Moyer.
Career Advancement and Transition, Cardea Women's ForumJobnob
Presentation by Julie Greenberg, Bobbie LaPorte and Karen Colligan at the Cardea Women's Center Women's Forum on September 26, 2009. The Career Advancement and Transition session.
Strategy, Decision Making and Leadership for the 21st Century (Not the 20th Century) -- Keynote by Next Jump Co-CEOs, Charlie Kim and Meghan Messenger, for Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Want to be seen as a leader at the office? Learn how to identify and push back against gender bias by supporting your female colleagues at work. Read the full tips at leanin.org/tips/mvp
Today’s modern professionals are busier than ever—doubly so for lawyers. With increased workloads, industry pressures, and distractions abounding, it’s become imperative that lawyers be capable of focusing on the task at hand to better serve their clients and themselves.
Enter mindfulness. Once the domain of people seeking spiritual health, the undeniable benefits of mindfulness have led to it being adopted and implemented by businesses from Fortune 500 companies to startups. Drawing on 12 years’ experience as a practicing attorney and mindfulness advocate, Jeena Cho (author of The Anxious Lawyer) covers:
- What ‘mindfulness’ is, and how it can benefit your business
- Simple tips for improving focus and productivity in your law firm
- How modern attorneys can ease stress and avoid burnout
Understanding Lean & Agile Coaching Agile and Beyond 2018Paul Boos
This was my presentation for Agile & Beyond 2018 about Agile Coaching. This covers some basics of Agile Coaching in terms of the many dimensions to consider and how skills play out. It does not go into any of these skills deeply.
The Feedback Loop: How to Create a Culture of Feedback
Giving, receiving, asking for, and acting on feedback well are some of the most-valued – yet difficult to master – skills for any manager. After years of research across hundreds of companies in 25+ countries, Claire Lew, CEO of Know Your Team, shares the playbook for how the most effective managers create a culture of feedback within their teams.
Are you currently preparing for an interview, pitch or a big client meeting? Confidence will be a deciding factor in how well it goes.
Project confidence at all times, even when you don’t feel it, and you will be amazed at the positivity that you create around you.
Images: Thinkstock
Essential Skills for the 21st Century Manager by Steve Francis AIMM, delivered at the Australian Institute of Management Open House in Brisbane on Wednesday 7 August 2013.
Some of the things you do have meaning. Some don't. These six questions identify what has meaning for you and what doesn't. My talk at #AceConf 2018 in Krakow and for the Discuss Agile Group in May 2018.
ImagineNation LAST Generating Creative Conversations Presentation Janet Sernack
A creative conversation transfers ideas from one mind to another, it also allows you to reveal and remove all obstacles in the way of making creative ideas and inventions happen. It even allows you to see opportunities, realise possibilities and easily solves real-life, personal and business problems.
It’s not that we’ve forgotten how to hold genuine conversations. The problem is much deeper. We’ve stopped learning how to hold a genuine conversation.
The good news is we can all learn it. All this ability demands is the ability to be observant, having a core skill-set and following the four key steps in the generative discovery cycle.
A collaborative side project for LinkedIn's second GSOU class. We compiled influencer posts written by each individual in the class and decided to put it online via rich media! Special shout out to the influencer posts team: Andrew Kung, Brad Busy, Daniel Kim, Griffin Gaffney, Jonathan Jackson, Julia Bard, and Michael Moyer.
Career Advancement and Transition, Cardea Women's ForumJobnob
Presentation by Julie Greenberg, Bobbie LaPorte and Karen Colligan at the Cardea Women's Center Women's Forum on September 26, 2009. The Career Advancement and Transition session.
Clever Hacks for Hiring – June 2016 LondonLever Inc.
Valuable recruiting tips on the topics of how to write reachouts well; how to create a human candidate experience; and how to punch above your weight in employer branding, courtesy of Talentful, Lost My Name and Lever.
Recruitment trainer Nicky Coffin talks though 6 steps to high billing success. Includes staying focused on key tasks, quarterly achievements and pro actively making long term gains in your business
10 Challenges That Every First-Time Manager Will FaceOfficevibe
Being a manager is tough. Here are 10 challenges that every manager faces, with tips on how to improve them.
Read more on Officevibe Blog about Leadership and Employee Engagement:
https://www.officevibe.com/blog
CareerVisa's way of making important career choice. How do you answer two most critical career questions. 1. What is my passion? 2. Would I be successful following my passion?
Discovery Session: Five Step Strategy Executives and Senior Professionals Us...Djmcknight
News Flash: The worse thing Senior Professionals and Executives can do is to apply for every job they can find on job boards.
Our clients go from being frustrated with the entire job search process; to reaching hiring managers, land a career they love.
As professionals and executives, we are told to attend all the network events, make connections, get our LinkedIn profiles updated but we are left feeling like we are begging for a job and no one wants us.
Our clients define their value proposition and engage hiring managers differently, get the focus on relevant skills, accomplishments, and demonstrate value to turn silence into job offers.
Leadership Coaching Intercultural Coaching - Monika Chutnik in ETTA business ...Monika CHUTNIK
Get clear about the difference between coaching, training, and mentoring; case studies coaching: become confident when coaching is - and when it's not - right for your own or your employee's challenges; become familiar with usual setups of coaching for leaders in organisations. This slide set comes from ETTA Global Leadership Consulting business breakfast delivered in Wroclaw, Poland, March 2017.
Leadership Training looking at:
• How to lead yourself first and stay motivated
• Building a magnetising identity for you and your business
• Setting a clear and inspiring direction for your business
Community Online Academy (COA) is offered on the Perks at Work platform, and run by Next Jump. In this overview we describe the origins of COA, sample schedule, common questions. If you're looking for more information to share with your leadership teams about this offering, this overview should help!
Toolkit for Employees: Giving and Receiving FeedbackNext Jump
This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.
Any company designed for success in the 20th century is doomed for failure in the 21st. -- Keynote by Next Jump Co-CEOs, Charlie Kim, for Next Jump Leadership Academy to Dept of Defense members, Nov 1, 2017.
How to create a culture of GAS - lessons learned in creating a culture where employees feel valued and Give a Shit (GAS). Presented at Next Jump Leadership Academy on June 7, 2017 to PACE attendees
Next Jump's Head of Engineering, Tom Fuller, shares lessons in building a culture of feedback. The #1 thing a leader should not be doing is lying, hiding, and faking. How do you reduce your LHF levels for yourself, and team? Feedback.
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...Next Jump
Charlie Kim and Meghan Messenger, Co-CEOs of Next Jump, in a two-part keynote for Next Jump Leadership Academy, April 19-21, 2017.
Slides 1-30 "Coaching Your Organization" by Charlie Kim. https://www.youtube.com/watch?v=OH89weEyDGg
Slides 32-55 "Coaching Yourself" by Meghan Messenger. https://www.youtube.com/watch?v=2oH_fSaAaEY
Want insights on how to build a great corporate culture? Charlie Kim shares Next Jump's 2014 Culture Deck. As a teaching organization, we look to share our best practices and help other organizations learn from our experience and mistakes. We've found that teaching is the highest standard to hold yourself to- as you teach you learn even more about yourself while also helping others. At the core of the deck Charlie discusses our approach to culture: BETTER ME + BETTER YOU = BETTER US
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
6. 6
HIRING TODAY
We’re not interviewing you for who you are today,
but who you can become.
DEMONSTRATED CONFIDENCE
(GRIT)
DEMONSTRATED HUMILITY
7. 7
HIRING what we learned, start with right mindset
STUDENT Mindset:
HUMILITY
EXPERT
GRATEFUL ENTITLED
RESPONSIBLE
INVESTMENT IN LOSS
VICTIM
KNOW-IT-ALL
8. 8
RECENT CHALLENGES AND ITERATIONS
1. Standard interviews don’t work
Interviews are easy to LHF (questions are public)
2. How to screen for “Coachability”
Ability to take and ACT upon feedback
9. 9
HOW WE ARE EXPERIMENTING – TEAM CHALLENGE
1. Team Challenge
2. Feedback in Feedback app
3. Repeat the team challenge
4. Reflection interview
10. 10
1. Process reflects your culture
2. Deliberately inject stress into the process
3. Removing biases
TOP 3 LEARNINGS – TEAM CHALLENGE
13. 13
HIRING: Key Takeaways
START WITH GROWTH MINDSET / HUMILITY
RIGHT: STUDENT MINDSET = GRATEFUL, RESPONSIBLE, GROWING
WRONG: EXPERT MINDSET = ENTITLED, VICTIM, KNOW-IT-ALL
RECRUITING SYSTEM
GET MANY DATA POINTS RATED BY EVERYONE
REDUCE ABILITY FOR ONE PERSON TO MAKE FINAL DECISION
2-WAY STREET: GET TO KNOW THEM, LET THEM GET TO KNOW YOU
GET TO KNOW THE TRUE PERSON
INJECT STRESS
OBSERVE WHAT YOU WANT TO SCREEN FOR
15. 15
Importance of getting onboarding right
• 86% of new hires look for a new job within their first
six months on the job (among Millennials, that
percentage is higher… and it happens earlier)
• 23% of new hires turn over before their 1yr anniversary
• New employees are 70% more likely to stay 3+ years if
they have a positive onboarding experience
• It typically takes 8 months for a newly hired employee
to reach full productivity
Source: MIT Sloan
17. 17
THREE LESSONS LEARNED: how we used to run
1. Lectures about Next Jump values and business
2. Prioritized skills development
3. The process lacked stress
22. Why I want to do
something about it
Personal: A good friend, daughter, sister and girlfriend
Professional: A good leader of a team
Vx Rosey
23. My Practices
TP Relationship
Sharing my narratives and being candid
Exposing myself to feedback & being vulnerable
Making decisions and being quick & scrappy
Wednesday Morning Updates
Recruitment
Building my self-esteem
Celebrating my successes
26. Going forward
Declaring & delivering
Be bolder & risker in recruitment
Take on new roles and challenges
Continuing to learn to love myself for who I am
28. 28
1) Doing the job - CXT
2) Ownership mindset – PLB project
3) Personal development – awareness and
environment
PLB development areas
29. 29
We start every Next Jumper in our Customer Experience Team
PLB: THE PROGRAMME
GraduateFeedback
3 wk checkpoints
Stress
PLB Project
Do the job
CXT
Environment (TP, SW)
Practice plan
31. 31
“What makes Next Jump different is we want to
look at the true person.
We spend some time to know who you are. We
look at your strengths AND at your weaknesses.
Let us fix the weaknesses so we can eventually
build on strengths.”
-Dr. Peter Gorman
New approach: you is you
32. 32
PLB: Key Takeaways
UNDERSTAND THE WHOLE PERSON
CARE ABOUT IMPROVING YOU AS A PERSON AS PRIMARY PURPOSE
INJECT STRESS
STRESS BRINGS OUT TRUTH / IMPEDIMENTS
FEEDBACK ENVIRONMENT
MORE EFFECTIVE FROM PEERS THAN ONLY SENIOR LEADERS
CEREMONIAL “GRADUATION”
INJECT PRIDE IN BECOMING A NEXT JUMPER
Editor's Notes
Hiring is adoption – not looking to hire for a position, but we look to hire the right person
Looking for traits that show your potential – who you can become through growth
Why we need to change was because our process doesn’t allow us to screen for ‘coachability’ – the ability for someone to take and act upon the feedback and observe that in real time. Secondly, we wanted to test the thesis that standard interviews don’t work. What we’ve found is that interviews are easy to LHF through. Questions may be public and you can prepare for answers before, so it’s difficult to know who’s genuine.
When we reviewed our current recruiting process, we realised we are not giving candidates an opportunity to show how they adapt to feedback in real time. This is why we have introduced 4 ingredients: ask them to do a team challenge, give them a tonne of feedback, ask them to do the challenge again, followed by a reflection interview. We’re screening for coachability.
Quantity & quality of feedback in the AM
Half-time
Reflection interview
-Give you context on Next Jump’s onboarding program – Personal Leadership Bootcamp, or PLB
-#s are suggesting that onboarding may be most critical time in an employee’s life cycle at a company
To take a step back from Next Jump specifically….
-show these metrics because I think it’s important to acknowledge that building an onboarding program is hard
-Ineffective onboarding = systematic challenge across all industries
-Not easy to make an employee’s first few months welcoming, stimulating, productive
… one that has long lasting impact on their engagement, performance and retention
The biggest learnings WE’VE adopted from the military is the importance of getting the team right first before going after the larger mission.
-We feel we have a big mission to change workplace culture; need to get the individuals on the team right is crucial
-Big importance for us to invest heavily in onboarding program to get the team right
-What I mean by get the TEAM right = get the environment for each individual setup the right way… TP, SW, feedback, ID weaknesses and potential… that’s what we’re trying to get at in PLB
Over the years the three biggest learning we have made in onboarding focused around three themes:
Doing vs. showing; (2) The importance of character development, and; (3) Injecting stress
Doing v. showing – used to invest heavily in onboarding presentations from senior management / lectures… now, thrown into fire on CXT and exercises focused to work on yourself (will elaborate more shortly) to gain knowledge and experience much more quickly
Skill dev – most companies focus solely on skills training for onboarding; we did for many years… but found that focusing on emotional training and character development – ID weaknesses and strengths – is much more important and effective
Stress– found introducing stress into the enviro ESPECIALLY EARLY ON is very important… new hires traditionally start off with minimal workload, no stress, ease into it… may take a year before they get a big project, stress hits, challenges surface
-we believe the sooner you can inject stress, sooner these challenges bubble up and sooner you can help them learn to handle
-***even if you think about it from the perspective of a manager – wouldn’t you rather know someones impediments and where they’ll struggle early on vs. a year down the line, how helpful that could be
Hi I’m rosey, I’ve been at Next jump for five months now.
I’ll be sharing with you my personal experience of the onboarding process – Overal, It hasn’t been easy, its been challenging at times, but deeply rewarding. I’ve learnt so much about myself, who I am, who I want to be – and how I am going to get there.
So for context, a little bit more about me, I’m from Shropshire where I grew up with my mom, dad and sister. I studied civil engineering at the university of Southampton and here at Next Jump I’m in the Customer Experience team and on the culture side in the recruitment team.
So my backhand started off as the fear of judgement, but that was really just the symptom - when I dove deeper into why I scared of judgemtn. I realised it was because I don’t love myself enough, and always judge myself negatively so I assume others will judge me that way too.
I create narratives in my head around situations and conversations where people think the worst of me – and this paralyzes me, makes me second guess everything I do and say if it will upset or annoy people and controls the way I act and speak.
This means that I always want to put up a perfect façade, and developed this brand of someone that gets stuff done, always does well and is someone people can rely on. My boyfriend jokingly called me reliable rosey.
I always see the best in people (or as others would say, make excuses when they let me down)
I think the origins of this are twofold – my mother has always been my role model, she is the breadwinner of the family, super hard working, high achiever, always calm, in c ontrol and ‘perfect’ – and I think I’ve tried to emulate that growing up.
And my elder sister, she suffers from depression and anxiety, and at the age of 14, when I was nine, my sister tried to commit suicide. I remember seeing my parents distraught and I promised myself I would never do anything that would upset them/put them under such strain – made me want to be self-sufficient/and not a burden.
Having spoken to my mum about this more recently, I know she is a super anxious person, who in the pursuit of this perfect façade has emotionally bottled which has affected her physically and mentally. The pursuit of perfect is futile.
How is my backhand holding me back from being the person that I want to be:
Not letting people know the real me – always holding up a façade, and saying ‘I’m fine’. By leading with vulnerability, I can help others.
Being candid – not scared to share those uncomfortable truths
Being comfortable with not pleasing everyone & making those hard decisions – its not my job to please others, I need to be happy with others being annoyed at me and my decisions
Having confidence in myself – If I don’t have faith in myself, why would others?
Having spoken to my mum about this more recently, I know she is a super anxious person, who in the pursuit of this perfect façade has emotionally bottled which has affected her physically and mentally. The pursuit of perfect is futile.
How is my backhand holding me back from being the person that I want to be:
Not letting people know the real me – always holding up a façade, and saying ‘I’m fine’. By leading with vulnerability, I can help others.
Being candid – not scared to share those uncomfortable truths
Being comfortable with not pleasing everyone & making those hard decisions – its not my job to please others, I need to be happy with others being annoyed at me and my decisions
Having confidence in myself – If I don’t have faith in myself, why would others?
Over the past few months I have set up practice grounds where I have deliberately (and consistently) practiced doing those things out of my comfort zone that push me towards being that person I want to be.
Tackling my fear of judgement by being judged – office wide updates every Wednesday morning where I share whats on mine and the recruitment team’s minds
TP relationship – trusting Jack, being vulnerable and also giving candid feedback & support to Jack to push him & hold him accountable to his practices.
Using recruitment as a safe place to practice & make mistakes – sharing my POV, making decisions & being quick and scrappy with my iterations
Building my confidence – not judging myself against the ‘perfect’ version of Rosey & then beat myself up when I fall short, but celebrating when I meet milestones on the way to becoming that person I want to be & taking time to look back at where I have come from.
Speaking to my boyfriend recently – I asked him if he has noticed any change and he was like yes! I spoke my mind more, more confident and assertive and generally less apologetic for both myself and others - and this was really cool to hear it from someone who knows me so well for four years.
I am proud of how far I have come, but of course I recognise you can never stop learning and improving.
looked back at some of the feedback I have got in the past few weeks & found three key issues I want to attack to use my current practices to push myself out of my comfort zone.
I have gotten much more comfortable within sharing both team and personal eggshells & feel well practiced in being vulnerable to the office.
BUT
I make myself more confident sharing By apologising and over justifying for my opinions – rather than having true confidence in them
I take other peoples opinions and ideas for granted – I need to start challenging my assumptions
To upgrade my practices and push myself further
Upgrading the WMM practice to push myself & bring up the issue of NxJers not submitting their interview feedback on time
This example in particular was difficult for me – because Graham is the co-lead of the recruitment team, so calling him out to the whole office
- Sharing uncomfortable truths which make others look bad (calling individuals out in email & on paper)
- Not apologising – but being assertive & Backing my WMM update up with action & following up on feedback
- Challenging my assumptions around (1) it being my area of ownership to ensure people submit feedback (2) how I have been ensuring this previously and also office assumptions.
Declare & deliver
To up the stress and push myself to the next level I should put a stake in the ground for what I am going to do so that I can be held accountable
Be bolder
Be bolder in recruitment, take risks and try new things & use it as a practice ground for decision making & failing
Take on new roles and challenges
Using my growth and skills I have developed thus far to tackle new roles and challenges that before I would not of been able to do
Learning to love me for who I am – my empathy and care and consideration for others is my strength & is something I am proud of. & equipped with my practice grounds, my TP and my Coach – I am excited to see where I will be in next five months!
In terms of how the program is actually run:
-Each new hire starts in CXT, regardless of role hired for… core job is member of CXT, responding to user tickets
-Paired with a coach (Recent grad, deliberate) and a TP (in PLB)
-recent coach b/c good practice to coach others + hold accountable for their own practices (BM + BY)
-then start exploring self awareness… first with feedback from hiring app/SS
-Then through emotional training to help get at tendencies and behaviors that come out under stress… TP, SW, feedback from customers, coach, other PLBers… INTRODUCING THEM TO OUR CULTURE OF FBACK
-Once they have a sense in terms of the awareness piece, what they want to work on, it’s how to find practice grounds where they can train it and build rituals to help sustain it
-During this, we inject stress into environment through CS tickets; daily quote to hit, upped weekly, plus CODE REDs
-Each round = 3 weeks; at the end, present to 3 judges. Need unanimous pass to determine if graduate or not, AND TP has to also pass; if both don’t pass, they stay in for another round
Average new hire takes 3-4 rounds to pass PLB; roughly 3 months
Graduate as TPs = emphasize importance of join decision making skills
One other piece that we’ve found to be important is the actual graduation ceremony.
I mentioned that you need all 3 judges to unanimously pass you + TP for you to graduate – if you do “pass”, the following Monday in front of the entire company you are honored in a ceremony.
Your coach says a few short words about their experience with you, the employee comments on their journey and what they’ve learned, and they are then given a jacket with their Initials stiched in and their start year. The entire company then stands to applaud them and officially welcome them into the NxJ family
We’ve found that doing the graduation ceremony as a communal experience in front of everyone really helps to recognize the investment they’ve made in working on themselves, but also acknowledging that they are not done yet – in that personal growth is a life long journey.
It’s injecting pride into becoming a NxJer. And we’ve seen many emotional, powerful examples of people taking months to pass but finally getting their jacket.
-Dr. Gorman = one of biggest influencers on the health side… modern heart rate monitor + Optogait
-quote sums up what we try to do in PLB – look at true person.
-build to help employees get to the core of their true self… the same challenges that surface at work will inevitably surface in other areas of ones life
-it’s about understanding them as people and getting them ready for stress of FT role, setup to succeed
-We put a big investment and energy into helping our employees grow and develop, working on yourself, that starts in PLB