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New Directions in Career Development
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New Directions in Career Development
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Language: EN.
Segment:0 .
Trust in our capacity for complex collaboration and ensure that we don't undermine or erode some of that trust that allows people to come together and do creative, ambitious things. So we continue to dialogue internally about what that looks like and what that means and what it is that people need. Which which means surveying our people, listening attentively, reflecting things back, and just iterating and trying.
And I'm excited to share. We are going to have our first ever company wide event coming up in October. We're going to come together for the first time in nearly three years. And what I find fascinating is when I first joined Silverchair about two years ago, people would lament that they didn't have that collaborative environment and the opportunity to co-locate with people.
And now we're getting questions like, well, what are we going to do when we come together? And our answer is, I work, work, work together, experience that sense of collaboration. It's interesting. It's almost like people have forgotten what that was. So I'm really excited for the opportunity to recapture that and everything that we're going to learn from that experience.
It's not like it's making some noise. Yeah Hi. Stacey Burke and my title changed as of yesterday, so. It's all right, Lauren. I didn't give you the heads up, and I just added another word on it, but I'm the marketing and library relations, and now I'm digital publishing director. So, you know, my role is we work in a small society, so everybody's role is very diverse and you try to pick up as much work as you can and it's easy at a smaller place.
So I work with my library relations and that's my sales part of it. But I think that everybody has heard a little bit on the news lately that it may be changing. So, you know, I'm really a library relationship builder and I think that that they'll resonate with that better. My marketing is for everything on the publication side of the house. So that means authors, librarians, reviewers, researchers, they're all the same but that same market.
And now, you know, we talk about career development. Here's my opportunity to grow my development with the digital portion of it, which is really disseminating our knowledge and our research appropriately to everyone. And that's the new role that I'll be learning even more from. I get to follow up about what's new. People said work from home. So I mean, that's really the big thing and I think the biggest.
Complexity that came with our society is that we really needed to do a major overhaul in our infrastructure and building out the tools that everybody could access. And, you know, some people really didn't like teams and what are we doing with teams? And now we use them on a daily basis because there's a lot more tools in there that we didn't even explore until we had a little bit more time.
Space is a bit different. Yes, we're diversifying our income by renting out some space, which I think this is the room we're in right now. I think that they do that pretty well and we are rebuilding our office and it's super exciting, because I don't care if I ever go in the office, but I do want some space when I go in. So I'm being very selfish and they've got all these different things and it's like the technology that's involved in it.
And I would never talk about revamping a space, but when they talk about having a booth that's soundproof next to the booth next to, I'm like, OK, I want to I don't believe you. I'd like to see that. But I think that, you know, making those different pockets available to everybody is great because you're still going to have the people that really want to go in the office, not here.
But, you know, a lot of people that I work with. So we're still maintaining that space, but it's more on a diversified level. But I do think, you know, working from home, it gets to be more streamlined. We talked a lot about the separation between work and life balance. And so what's different in the pandemic is the day that it almost came crashing.
I had a baby. So it was very unfair that everybody else got to work from home. But but with that, I mean, I think that leadership is taking a much lighter approach. Right so I didn't have daycare for the first year, which was my own personal nightmare, but everybody was super supportive. So I think that that balance that people are doing, they're really being a lot more lenient on it.
And just looking at the work that's accomplished rather than the hours that you're in. And I think that flexibility is really helpful. So those are great introductions and you've touched on it a bit. But I'm curious with thinking about, again, the last few years and especially looking forward to say the next few years, what do you see as the biggest positive coming out for both individuals and for organizations of some of the shifts that we're talking about?
OK. So I do think that largely work from home has been received as a huge positive by the staff at Duke University press. I came up the old way, right? So I'm still coming into the office three days a week. And there's about six of us rattling around on any given day.
And I'm and I miss the social easy socialization and camaraderie. But in general, it has allowed people to weather the pandemic and take the time and the spaces that they needed where they could find them. So that's been a big positive one. Big positive at this stage is we now have access to a much larger talent pool that before the pandemic, Duke University was only set up to support remote staff in 10 states.
And it was not widely publicized. It was not encouraged. You weren't supposed to hire in those states. It was really a situation like if somebody who was already at the University needed to be there for their work even. But so now it is Duke is working very quickly to expand that number of states. It's up to like 17 or 18 now. And and that's just because the Duke saw that they couldn't compete if they weren't.
Spreading making that possible. And before that, Duke University is kind of it's a major employer in Durham County and in the triangle of North Carolina. So it always has had this kind of attitude of like, we're a great place to work. People are lucky to come work for us. And not only remote work has opened up this possibility, but also the great resignation has forced Duke to kind of reckon with the fact that, you know, we actually need to be out there competing for good talent.
So I have I found that a huge positive. And I think that in general, as an organization, we're putting a lot more conscious and intentional attention on what individuals need. It's not that on a person to person or maybe even manager to staff member basis, we weren't thinking about that before, but we're now thinking about it at an organizational level and talking about it consistently and constantly in a way that wasn't happening before.
And just bringing a lot more intentionality to how we want to craft what the workplace is now to support a wide variety of individuals. Yeah, and I think that's a fantastic point to this intentionality idea that before the workplace was the workplace, it was the physical workplace, and it was a 9 to 5 day. And I think what we're realizing is that we have the ability to kind of craft a much a broader net.
And so I'm interested in your thoughts on this, lily, because it's something you talked about a lot about how that creates a kind of more inclusive workplace than perhaps in the past. We've been on a journey which did include the start of the impact from the great resignation. We definitely started to see some of that last fall, people just reevaluating their lives. To be honest, I was telling our executive team, I can't explain this to you because people are writing love letters to Silverchair on the way out.
Right? like, it really isn't us. And so what do we do, right? How much of this is like oc? Because everybody is going through this. Heck, I changed jobs during the Great resignation, right? I'm a testament to that. That wasn't anything in particular my former employer did.
I was just sort of drawn to this idea of working for a thriving technology company that was near my home. So so we really had to think about things like our work norms, how it is that the work gets done. And I love what you said about intentionality. I think that's sort of the headline for all of this before these things just happened organically. And in this new world, we just have to decide what it's going to be.
And if we don't, then we won't have any agency over what it becomes. So that was part of it. And talking to our teams about the importance of intentional communications, ensuring that we have not only that we preserve the knowledge of the teams, that there's effective knowledge transfer, but that also the people are included, that we understand how to draw people in and get the most out of everybody.
And that led us as well as we followed those breadcrumbs, too. What you mentioned, Alison, a real focus on the being of humans. What is it? What is our accountability? What is our responsibility as an employer to that concept? Or we can't be everything to everybody, but within the domain that we occupy, we can ensure that our impact is positive and that we're enabling people to reach their potential.
And that then led us to fundamentally interrogate our mechanisms for evaluating and developing people. And and it was during the pandemic that we decided we're going to append our traditional performance review system and we're going to shift to a developmental focus. We used to have four different ratings. We did away with that. Now you're either on track or off track.
That's all we need to know. If you're off track, then we need to make a further investment in you and the conversations that we have in our cross calibration sessions where we get together and talk about the performance of people really are focused on what are the innate strengths this human being brings to the workplace, what are their areas of focus?
What are their goals? What are we as an organization doing to facilitate being and some notion of success for that person? And if they're off track, then what are we going to do to get them back on track so that is just change. The dialogue fundamentally isn't about whether you're achieving some notion of what success means to us.
It's really more what does success mean to you and how are we facilitating that experience for you? So I think all of that is very positive and guiding us in the right direction, but we still have a lot to learn. She's got the greatest words like the cross calibration meeting. I want to join that, but that's amazing.
I think what we talk about diversifying and how do we engage people that are not like us. And one of the things I struggle with is I'm a bit of an extrovert, but I have a lot of people that work for me. They're introvert. And the speaker talked about how she meant she spoke out at a meeting and that's what was noticed. And I try to encourage people to do that, and it just doesn't come naturally.
I think with this pandemic and having these like virtual rooms, people are able to ask and say, I don't know what you're talking about in a more comfortable level. So I really think that we're kind of just naturally doing this because of we're forced into doing it right. This is what people are doing. So we're creating like mini task force. And you can hate that word.
All you want, but you know, it's a group of a smaller group. So people are much more able to talk about their ideas openly in a smaller group. And then we're also creating these right from a leadership standpoint, we're like, we cannot do all this work, so can you guys just try to figure this out? And so that's empowering them to say, please help us. We we have a problem, and we need you guys to solve it. So I think that that gives people more power and it's like, OK, there's a leader and we took some leadership management training the other day and I'm not going to I'm going to butcher it, but because it's really resonated well.
Right but but it was really about even though I'm the leader of this task force, it does not mean my opinion. I'm supposed to manage the meeting, right. And make sure everybody has a voice. So even if my name is at the top, it doesn't mean anything. I'm really not even supposed to talk. I'm supposed to make sure everybody gets to talk. So hearing those tips, I think is really helpful and kind of giving people a voice and making sure that they have a voice, you know?
And so now carry this voice into a larger group and really graduate towards that better communication. Awesome So clearly lots of positive lots of benefits of this new time. But conversely, there's certainly some challenges. And I think we've talked a lot about what are the challenges, especially for career development, what are the challenges for those that are in an early career stage and that previously might have benefited from things like on the job, job shadowing, things like in-person networking events, things like being able to physically attend training courses, not that that doesn't still exist.
We're starting to come back to it, but there was it is certainly less than in the past. So what do you see as the biggest challenges that we need to overcome in terms of career development of this kind of new time? Yeah, I mean, I think put your finger on it, everything. So if you're new, if you're entering the workforce or if your early career, you are coming into an organization managed by people like me who learn who came in as early as my early career experience was entirely in-person on site in an office with everybody working around me.
That's how I learned to manage. So you are faced with the challenge of me not understanding how to do this well yet, and I'm trying my best in the whole organization. All of our organizations are trying their best. But this is a radical moment of transition and learning and retooling and retraining at the management level. And I think that's a real challenge for people entering the workforce.
And I think, you know, the only advice I have for that is actually not different than advice that I would have given pre-pandemic, which is from the minute you step in, be your own advocate and be your own promoter, I think that a skill that will be well rewarded is the ability to say to your new supervisor, your new manager, or your new teammates. There is something I'm not getting in to feel supported or to get it.
I think I need more of this and to be able to articulate that because I may not know it, but if I hear it from you, I can say, oh, I can figure out how to do that, or I can connect you with the right person to do that. But it's going to take I'm not going to see it because I walked by your desk and saw you struggling with something and looking frustrated. So I think that that's a new skill or not a new skill, but a skill that will be even more valuable to cultivate.
And it takes a bit of bravery early in your career, but I think it's going to be well rewarded. And then we were having this wonderful conversation before the meetings started and. Chris Rudy of the College of Physicians was talking about how he had changed job changed organizations during the pandemic, but had worked remotely before. And is still working remotely from the office.
So he's still working in the same place. The detail on her computer changed. He's still working with a lot of the same vendors. And I realized, like I have, there are two people over here who I worked with at Duke University press. Ben mudrick is somebody that I met when he was at research square, which is in Durham, North Carolina.
He now works with American Chemical Society. All of this made us kind of realize that when in this small community, when we change jobs now, it's hard for people to see that and to know that. And and it really kind of put a fine point on how important your personal brand can be. And I don't want to make this like your career is now about becoming an influencer, but I do think that within your organization, you're going to have to work a little bit harder to establish a personal brand.
So that people who you work with you. And across the industry. I think this is a huge opportunity to take advantage of spaces like esp, where you're not tied to your organization and you're not tied to your job title. And to create this personal brand because that going forward now, I think is people are just going to and not so much where you worked.
And I think that zoom, you know, virtual meetings is an easier space to do that in than when you were the new person sitting in a meeting in a conference room with 10 other people and maybe feeling a little hesitant about speaking up, you know, taking advantage of the chat features, being on screen when you feel comfortable, be on screen. It's every it is just easier to contribute value.
There's not easier there is a lower barrier to contribute in these valuable ways, especially for people who are younger, newer or more introverted. I just want to press on that for a second, because I think it's a really interesting point, and I think you're absolutely right that being able to advocate for yourself, being able to market yourself was always important and even more so now.
But I think we also have to acknowledge it's not easy for everyone, right? The playing field is not even for everyone. So maybe to you, Lilly, or to you, Stacy, what can we do? Obviously, that there's some of that needs to go to the employee to promote themselves. But what can organizations or managers and leaders do to kind of help that along as well? I agree with everything Alison said, and I was going to raise the point that you just brought up.
It's weird. In some ways, everything has flattened out and become more equitable. We're all on Zoom. Everybody is relegated to your little rectangle. And so in some ways, like the plane, the playing field is even, and in other ways, how it is that you promote yourself and gain access to opportunity is more inscrutable than ever because it actually does happen organically.
And so I was going back to first principles as I was preparing for this session and thinking about my own journey in my 26 years since graduate school, I have had nine jobs. I am currently on job number 9. And I thought about how I got those jobs. There are only three of those jobs that I actually applied for in any kind of traditional or normal way.
I got all the other jobs because of people I knew, and two of those were early in my career. There was only one more recently that I applied for traditionally. And that's significant. Right so I thought, what, what is it that I did? What is it that I do that might be helpful for people thinking about the development of their career?
And and the first thing is cultivating a community, not a network. A community, right? When when I want to do things, when I want to have access, when I'm interested in ideas that I want to develop. I talk to my friends. I don't talk to my network. Right so it really is about investing in relationships.
Easy for me to say. But again, as I think about my career trajectory, it got easier the more experience I accumulated and the more I invested in those relationships and that really comes back. It's there's a virtuous cycle that you invest in. The second is really to know yourself, which goes back to being your own promoter. Like really, what are you about?
And it is a personal brand is one way of saying it. But what is your what is your true north? What are what's your purpose? What are you here for? Like, really have discernment about that. I heard somebody earlier when I got my first job, I was just really happy to have a job. Yes, I feel you. Me too.
Right but. But as time went on, it really became more about my sense of purpose in the world and my sense of meaning and contribution. So all of that time that you invest in self reflection is time well spent because it helps you to direct your energies as you cultivate that community. And then the third is understanding your purpose and have a plan.
I really and I don't it's very easy to say that I don't really mean like a step by step plan, but like what is where do you want to end up. And then speak that into existence? Just talk about it all the time. Right? and then your community is going to hear that and it will be reflected back to you. And so this isn't like magic. It really is what happens when you strive to live an authentic life and cultivate a community that supports that.
So these I know that these are big ideas. And if people want tactical advice for what it is that you can do today, I would again. Shift the script to my earlier point and say it's the responsibility of organizations to reach in and get to know people and make sure that they're understanding on a 1 to 1 basis what each person needs, not just because it's the right thing to do, but also because it's the smart thing to do.
Otherwise, you're leaving so much talent and so much contribution on the table among your people. Yeah, I mean, I'll say the elephant in the room, which is this room. That's what's the negative part, right? Being able to come to this room and seeing everyone. I went to my first in-person meeting, I think since the pandemic last week, and I had like three immediate meetings right after it because it was people that I was learning from and engaging with, right?
And it was like, so that's the big negative, right? We all know that. That's why we're all here. This is a pretty packed room. It's pretty nice. So, I mean, it's that but talking about the people that we lead, right, and how to give them, they really do have to take their own path and people are not really that doesn't come natural to some of them.
So my boss has a word that says volun told which is, you know, I was on the spe marketing committee and I was really not good at it, meaning I just didn't participate. So I was like, I probably would have been good if I participated, but I had my very introverted employee and I'm like, look, you have to step into this role because you're the doer. You should be here and do this.
And so she did it. She's going on year two. She loves it. It's great, right? So, you know, it's that external job shadowing to her, hearing what other people are doing in the industry and then learning other people and knowing that those are options for her. Right it's not that you have to be doing this because I want you to stay here.
I want you to hear what other people are doing and maybe something excites you that you take back to this organization or you go on and go to another place. So how do we tell them to do what we're doing? Right? and we just we tell them sometimes, but other times we just lead and we show them what we're doing. Right and so when there's a committee that's being formed internally and I don't know anything about dissemination of content or digital, I'd like to participate in that because I want to learn more, not because I can lead the project, but because I want to learn more and I want to grow myself.
So I think showing them and then sometime giving a little nudge and saying, hey, you know, you got to do this. And back to the network. I'm with you. I've gotten all my jobs, mostly through people I've met and people that I've volunteered externally to participate with. Right and so they learn me. Didn't learn my workflow. Then sometimes it resonates with people all the time.
It doesn't. But, you know, I mean, it's really that community. I'm going to start using that network. So both of you said several things that really caught my attention. So, Stacy, you were talking about the value of in-person meetings. One thing that is going to need to shift, I think, and this goes back to being your own advocate, but also managers learning new and different ways to think around industry meetings like for us aew presses, American University presses, annual meeting and the SSP annual meeting.
There was this sort of routine of putting out to your staff. You know, we have a couple of we have a budget for several people to go take a look at the program and tell me what you think is relevant to your job. Or if somebody wanted to go, they would say, here are the things on the program. I think that going forward, because we're all going to be together less, that has to stop being. The basis upon which people get to go to conferences and meetings because that's going to become so critical to their career progression.
It has to be. The argument is I need to embed in this industry. I need to understand this industry more deeply, and these are physical spaces that I can do that for. So I think that's going to be a real shift that we need to see even a combination, right? Like having a virtual element, which we're all doing. But I think it's nice to say, OK, everybody, everybody's going to go, but you can have a watching party, right?
That's one of the registration links here. Right I think that that's a really neat idea to say, hey, everybody do it and get together so you guys can talk amongst yourselves and participate externally. It is. But what I'm afraid is that because there's a virtual element, people earlier in their career will be told, oh, well, you get to can participate virtually.
Isn't this wonderful that there's now all this virtual activity and we don't have to spend the budget to send you to dc? So, you know, I want people and I will help if anybody wants to learn how to make that argument for the investment of physically attend a meeting when, when there's that opportunity because community and network that's really hard to build.
It's really hard and it's really hard to build for certain people in a way. It's not hard to build for other people. It's really hard to build for marginalized people. And people from marginalized backgrounds. And so, you know, getting them into those spaces and providing them with mentorship and support and sponsorship, I love that word in those spaces is something that I think all of leadership should be thinking about and committing to right now.
So does that mean. Does that mean that you would have to budget for everybody to go? Because that's kind of be everybody needs that. And so the question is, does that mean duke, for instance, needs to budget for everybody to go? No, I just think it means we have the budget we have. I think it means we need to think about different ways of allocating it.
And over time, we need to think about more equitable ways of allocating it. So, for instance, one way to almost guarantee that you would get to go was to get yourself on a panel because then you have to go. Well, then that took up all the space for this, for what ended up being the same people again and again. And I'm let's not pay attention to the fact that I'm on two panels here today.
So so, yeah, I think we have to come up with different ways of allocating that budget to make sure that opportunity gets spread around and not just goes to the people who are already established enough to get on a platform, because if we don't get somebody there in the first place, they'll never get established enough to be invited to speak on something that is their passion or their interest. Thank you for that.
I think that's a really excellent caution to make sure that the virtual element doesn't end up being all the early career people or all the people that never got the chance to kind of do the physical conferences and that physical conferences become this very privileged senior set that is not going to serve anyone and it's certainly not going to serve the industry. So great, great point so much that we didn't get to, but I really want to have time for questions because I'm sure there's some from the audience as well as it looks like virtually.
Yes Yeah. So we have a couple of comments and then a question regarding being your own advocate. A attendee says, my manager has been very proactive about scheduling monthly check ins with all of her direct reports to make sure that we're getting the support we need and that our work is oriented towards our long term development goals.
We literally talk about our fiscal year goals every month. This helps take the pressure off of your workers to be constantly advocating for themselves. And another attendee replies. Totally agree. Regular individual check ins with your staff are key. It also offers vital opportunities for mentorship. And there's a question for the panel. What sets of expertise or skills do each of the panelists need in their organizations in the next 24 months?
Great question is the question regarding the capabilities we need to run our business or what we need to cultivate to realize some of these principles we've been talking about. I would in light of your conversation, I would interpret it as the latter. We need training. And by that I mean intentional, planful, smart learning and development, not just here a bunch of lunch and learns, but like, really, what?
What are we growing toward as an organization? And then what capabilities do we need to develop to get there? And now what's our plan and how do we make that plan actually accessible on a 1 to 1 basis to every person? Which means going back to our adult principles, some of it will be virtual, some of it will be on demand, some of it will be live instructor led, some of it will be in the form of a copy. But really mapping that out, that's what starts to activate the imagination of an organization and accomplish those goals.
I think we've laid some good groundwork in terms of reorienting ourselves to being more developmental and to be able to supercharge that and bring it to fruition. We're going to have to make that investment. What about examining the other side of the question, though, just in case of what do you think are the most important skills for kind of employees of this new next phase that you would be looking for as a hiring manager?
So first of all, I will say that there is still the need for all of the traditional publishing functions and skills. So so please, if you're know, if you're a copy editor or a proofreader or a managing editor or a marketer, you know, we need all of those and we need them on a constant basis. Those jobs people come, they develop in them, they leave. And we need more.
So don't sleep on the good old publishing skills. But one of the things that is definitely true at Duke and I think is true at a number at an increasing number of organizations, is we really need analytical skills. We really need process project and product management skills. We need. Data skills. And when I say data skills, you don't need to be a data scientist, just come in and understanding how to filter a spreadsheet.
You know, Excel can be a fast track to all kinds of careers. So that's where these days I am advising people to focus is just focusing on process analysis data. Yeah, Yeah. I mean I was going the same route. Lauren like way they talking about my skills or are they talking about the people that I manage? So I don't think they're really any different. Yes publishing skills, please learn Excel.
I'm not going to say that again, but really, I mean, continued engagement, right? So the question before was talking about meeting with your team on a regular basis and whether that's just a sidebar, I think that that's important to get to know the way that they work and to discover more of their abilities. Right I think that they say this is my title, that's it.
But one thing and you know, Jennifer Riggle said it last week and I said, I've been quoting it all week, which is that no leader should be afraid of change. Write the good leaders are not afraid of change. And I say that to everybody, not just leaders, people that work for me. There's change, but don't be afraid of it. Embrace it and do what you can because it changes all around us all.
Plus one, everything that was shared. And I want to go back to a comment one of our colleagues made over here about being valued for your executive function. I think that is becoming increasingly important. It's reflected in Alison's comment about project and process management. We we just desperately need people who are going to be able to be self-directed and scan the horizon, seize upon problems and opportunities and bring things to fruition.
That I'm not going to say it's in short supply, but I think it's fair to say that we've been somewhat stymied over the course of the pandemic in our capacity to really do that effectively. And the one thing the last thing I'll say is related to that is emotional intelligence. Any other. Oh, please don't send me other characters communications.
So part of the pandemic calculus went immediately remote, first globally, and it taught us several things. One is that it allowed us to recruit people anywhere, anytime, and that has allowed us to expand our workforce, expand our competencies. But the other thing that cactus does, it allows is a nomadic workforce. And so when we think of the new generation of kids coming up, everybody here in the room is pretty much tied to a home and family and other things.
But the younger generation doesn't feel those ties, don't expect to have a house that they own, et cetera. And there are people in cactus right now who are traveling all over India, all over the Uc. You can as long as you stay within your country, you can be a nomadic worker and as long as you have internet to you're fine. So these are structural boundaries of the workforce that we've never thought about or tried to include in organizations prior.
Large high tech organizations are grappling with these ideas had cactus were doing it. And it's been really quite an amazing journey. So we need I just profess that we need to open our minds about what it's going to take to attract the young generation and train the young generation. And what are the expectations of how we are structured as a company to allow them to pursue the things they want to pursue, i.e. travel and nomadic lifestyle?
That's really interesting because it's a little bit the flip side of what the conversation in University press world is. At least in the University press world, it has always been the case that, you know, if you want to move through, especially if you're in one of the editors, if you're an editor, if you want to be an acquiring editor or if you want to move through the management level and become a director of marketing or even the director of a press, it is built in that you were going to move and you were going to move a lot, and you're coming into very low paid jobs at those lower levels.
And so your ability to actually afford to move was minimal. You were going to have to leave behind whatever your entire support network was and go somewhere that you didn't know anybody. And weren't making enough money. So this that has been one of the huge positives. Again, I can only speak to this from the University press world, but I don't think it's dissimilar in other scholarly publishing organizations, especially smaller ones.
Is the ability to progress in your career by taking higher level positions at different places without having to uproot your whole life and your whole embeddedness in the place that you may want to be and that you may want to like, and without having to take the financial hit of a move, I think we have time for one last question. Hi, I'm Susie Martin. I'm with the American Chemical society, and I've listened to the initial discussion on the panel and heard a lot of introvert, extrovert terms bandied about.
And so give me a moment to get my thoughts together. Neurodiversity that brings me into that realm. I was recently diagnosed after 50 with ADHD, which puts me on the spectrum. It's been a point of contention in the workplace previous to this, but now that I have inner knowledge and I'm of an age and experience level where I can have open conversations with my coworkers, I can understand how the way that I work and think and the strengths that I actually bring, which leaders have looked at as weaknesses.
My question is, you know, it's an unseen marginalization. You have a community that's not going to present to you immediately. And I think a lot of the time it's looked at as you're the weirdo or you're creative or, you know, people. I've been called a lot of things, some nice, some not so nice. Creative was one of the better ones.
How do you, as leaders, instead of making assumptions about this person, presents as this. Psychologically giving that safe space to open up that dialogue and allow them to tell you what interests them, rather than pointing them in a direction that you think will work. How can they tell you and how do you support that? That's a great question. It's something that I think we all probably struggle with.
I think trust is a big one. That is, you have to grow and gain that trust. But I mean, there is no real answer. But I had a colleague that said, you know, I don't think anybody is going to talk about this. And I we'll do a one on one with them. Find out one on one. What I mean, I have somebody that works for me. He says, don't call on me.
Please don't call on me. Never call on me in a meeting. And so I'm like, OK, so before calls, I mean, for a good year, I would say I'm going to call on you, but this is what I'm going to call on you about. And now she's OK with being called on the meetings, right? But I mean, it's kind of understanding what and I think to your point, I, I prescribe things like I'm talking to an extrovert and I have to scale that back and be like, this is not how this person functions.
So they're not going to go and do that. And knowing that may take some time and trust. I'll second that you need to ask. And it's part of going back to my point about ways of working. It's ways of working not just writ large, as an organization, but down to the individual relationship level. It really doesn't have to be overengineered. It's just a simple set of questions about how people prefer to be communicated with.
One of my favorite questions is, how would I know that you're stressed out? Because not everybody presents that in the same way. If I'm stressed out, I start over dialing and really digging into my work and furiously checking boxes. Other people shut down and withdraw. It's really having just opening the dialogue and having the conversations so that what you're looking for. And Thank you for bringing up the point about neurological diversity.
I really appreciate that. Thank you so much for that, chair. A really, really great prompt. And then, Jackie, do we have one last from online from the virtual q&a? For those who can't attend in person conferences due to a physical disability or a chronic illness, things like that. What are effective ways to network and build a community virtually in order to have access to these same level of opportunities and career growth?
Thank you for that incredibly thoughtful question. My experience has been may not be able to tell, but I am painfully introverted. I'm OK. I'm OK in speaking situations. But please don't talk to me when I'm not up here and just. Just kidding. Please do. I have I have built so much of my community literally on LinkedIn.
I have no problem cold calling people on LinkedIn. I will. I mean, it's when I was working in northern Virginia, my community was with my job. When I left that job and decided to focus on building my community in charlottesville, I just started reaching out to people in Charlottesville and I just had my overture and I would explain the reason that I wanted to make a connection.
And I just found people to be incredibly open minded about making connections as long as there was some who were connected, at least through another person. I honestly, I think it's an incredibly powerful tool. And I and I would begin there. LinkedIn also Twitter. Twitter is very popular amongst our scholarly publishing community.
And you can learn a lot about who you might want to cultivate, who you might want to get to know, who you might want to approach and ask a question on LinkedIn or Twitter before you have to do it. So you can kind of feel like you're getting to know somebody before you have to reach out via email or a direct message or something like that.
Committee work. All of these organizations have committees and they all need volunteers. And now that work, that work was always done largely remotely, but now it's done remotely with full video and chat. And again, there are all of these channels, different channels in, say, a web meeting to synchronously communicate and to build that we didn't have before. So committees are definitely a process.
And it is a Marvel that we now have meetings, industry meetings, where knowledge is shared and built that are available virtually so. And what I see happen or what I have seen happen in a couple of the meetings that have gone virtual is just really rich, rich dialogue happening in the chat alongside the panel. So not just questions getting posed, but the 2550 people who are watching the session, that is happening.
There's a whole side conversation that's happening now. I've seen those go a little bit crazy, but they're also super rich and I feel like people are really building connections in those conversations. Yeah, absolutely. And just a quick plug for certainly the cesp mentorship program is another awesome opportunity for everyone, both as a mentor or as a mentee, as well as the new communities of interest networks.
So agreed, all of these ways to kind of get involved online. I don't want to keep people from their lunches any longer, but I really want to Thank this wonderful panel for your contributions and for the great questions. Thank you.
Segment:0 .
Trust in our capacity for complex collaboration and ensure that we don't undermine or erode some of that trust that allows people to come together and do creative, ambitious things. So we continue to dialogue internally about what that looks like and what that means and what it is that people need. Which which means surveying our people, listening attentively, reflecting things back, and just iterating and trying.
And I'm excited to share. We are going to have our first ever company wide event coming up in October. We're going to come together for the first time in nearly three years. And what I find fascinating is when I first joined Silverchair about two years ago, people would lament that they didn't have that collaborative environment and the opportunity to co-locate with people.
And now we're getting questions like, well, what are we going to do when we come together? And our answer is, I work, work, work together, experience that sense of collaboration. It's interesting. It's almost like people have forgotten what that was. So I'm really excited for the opportunity to recapture that and everything that we're going to learn from that experience.
It's not like it's making some noise. Yeah Hi. Stacey Burke and my title changed as of yesterday, so. It's all right, Lauren. I didn't give you the heads up, and I just added another word on it, but I'm the marketing and library relations, and now I'm digital publishing director. So, you know, my role is we work in a small society, so everybody's role is very diverse and you try to pick up as much work as you can and it's easy at a smaller place.
So I work with my library relations and that's my sales part of it. But I think that everybody has heard a little bit on the news lately that it may be changing. So, you know, I'm really a library relationship builder and I think that that they'll resonate with that better. My marketing is for everything on the publication side of the house. So that means authors, librarians, reviewers, researchers, they're all the same but that same market.
And now, you know, we talk about career development. Here's my opportunity to grow my development with the digital portion of it, which is really disseminating our knowledge and our research appropriately to everyone. And that's the new role that I'll be learning even more from. I get to follow up about what's new. People said work from home. So I mean, that's really the big thing and I think the biggest.
Complexity that came with our society is that we really needed to do a major overhaul in our infrastructure and building out the tools that everybody could access. And, you know, some people really didn't like teams and what are we doing with teams? And now we use them on a daily basis because there's a lot more tools in there that we didn't even explore until we had a little bit more time.
Space is a bit different. Yes, we're diversifying our income by renting out some space, which I think this is the room we're in right now. I think that they do that pretty well and we are rebuilding our office and it's super exciting, because I don't care if I ever go in the office, but I do want some space when I go in. So I'm being very selfish and they've got all these different things and it's like the technology that's involved in it.
And I would never talk about revamping a space, but when they talk about having a booth that's soundproof next to the booth next to, I'm like, OK, I want to I don't believe you. I'd like to see that. But I think that, you know, making those different pockets available to everybody is great because you're still going to have the people that really want to go in the office, not here.
But, you know, a lot of people that I work with. So we're still maintaining that space, but it's more on a diversified level. But I do think, you know, working from home, it gets to be more streamlined. We talked a lot about the separation between work and life balance. And so what's different in the pandemic is the day that it almost came crashing.
I had a baby. So it was very unfair that everybody else got to work from home. But but with that, I mean, I think that leadership is taking a much lighter approach. Right so I didn't have daycare for the first year, which was my own personal nightmare, but everybody was super supportive. So I think that that balance that people are doing, they're really being a lot more lenient on it.
And just looking at the work that's accomplished rather than the hours that you're in. And I think that flexibility is really helpful. So those are great introductions and you've touched on it a bit. But I'm curious with thinking about, again, the last few years and especially looking forward to say the next few years, what do you see as the biggest positive coming out for both individuals and for organizations of some of the shifts that we're talking about?
OK. So I do think that largely work from home has been received as a huge positive by the staff at Duke University press. I came up the old way, right? So I'm still coming into the office three days a week. And there's about six of us rattling around on any given day.
And I'm and I miss the social easy socialization and camaraderie. But in general, it has allowed people to weather the pandemic and take the time and the spaces that they needed where they could find them. So that's been a big positive one. Big positive at this stage is we now have access to a much larger talent pool that before the pandemic, Duke University was only set up to support remote staff in 10 states.
And it was not widely publicized. It was not encouraged. You weren't supposed to hire in those states. It was really a situation like if somebody who was already at the University needed to be there for their work even. But so now it is Duke is working very quickly to expand that number of states. It's up to like 17 or 18 now. And and that's just because the Duke saw that they couldn't compete if they weren't.
Spreading making that possible. And before that, Duke University is kind of it's a major employer in Durham County and in the triangle of North Carolina. So it always has had this kind of attitude of like, we're a great place to work. People are lucky to come work for us. And not only remote work has opened up this possibility, but also the great resignation has forced Duke to kind of reckon with the fact that, you know, we actually need to be out there competing for good talent.
So I have I found that a huge positive. And I think that in general, as an organization, we're putting a lot more conscious and intentional attention on what individuals need. It's not that on a person to person or maybe even manager to staff member basis, we weren't thinking about that before, but we're now thinking about it at an organizational level and talking about it consistently and constantly in a way that wasn't happening before.
And just bringing a lot more intentionality to how we want to craft what the workplace is now to support a wide variety of individuals. Yeah, and I think that's a fantastic point to this intentionality idea that before the workplace was the workplace, it was the physical workplace, and it was a 9 to 5 day. And I think what we're realizing is that we have the ability to kind of craft a much a broader net.
And so I'm interested in your thoughts on this, lily, because it's something you talked about a lot about how that creates a kind of more inclusive workplace than perhaps in the past. We've been on a journey which did include the start of the impact from the great resignation. We definitely started to see some of that last fall, people just reevaluating their lives. To be honest, I was telling our executive team, I can't explain this to you because people are writing love letters to Silverchair on the way out.
Right? like, it really isn't us. And so what do we do, right? How much of this is like oc? Because everybody is going through this. Heck, I changed jobs during the Great resignation, right? I'm a testament to that. That wasn't anything in particular my former employer did.
I was just sort of drawn to this idea of working for a thriving technology company that was near my home. So so we really had to think about things like our work norms, how it is that the work gets done. And I love what you said about intentionality. I think that's sort of the headline for all of this before these things just happened organically. And in this new world, we just have to decide what it's going to be.
And if we don't, then we won't have any agency over what it becomes. So that was part of it. And talking to our teams about the importance of intentional communications, ensuring that we have not only that we preserve the knowledge of the teams, that there's effective knowledge transfer, but that also the people are included, that we understand how to draw people in and get the most out of everybody.
And that led us as well as we followed those breadcrumbs, too. What you mentioned, Alison, a real focus on the being of humans. What is it? What is our accountability? What is our responsibility as an employer to that concept? Or we can't be everything to everybody, but within the domain that we occupy, we can ensure that our impact is positive and that we're enabling people to reach their potential.
And that then led us to fundamentally interrogate our mechanisms for evaluating and developing people. And and it was during the pandemic that we decided we're going to append our traditional performance review system and we're going to shift to a developmental focus. We used to have four different ratings. We did away with that. Now you're either on track or off track.
That's all we need to know. If you're off track, then we need to make a further investment in you and the conversations that we have in our cross calibration sessions where we get together and talk about the performance of people really are focused on what are the innate strengths this human being brings to the workplace, what are their areas of focus?
What are their goals? What are we as an organization doing to facilitate being and some notion of success for that person? And if they're off track, then what are we going to do to get them back on track so that is just change. The dialogue fundamentally isn't about whether you're achieving some notion of what success means to us.
It's really more what does success mean to you and how are we facilitating that experience for you? So I think all of that is very positive and guiding us in the right direction, but we still have a lot to learn. She's got the greatest words like the cross calibration meeting. I want to join that, but that's amazing.
I think what we talk about diversifying and how do we engage people that are not like us. And one of the things I struggle with is I'm a bit of an extrovert, but I have a lot of people that work for me. They're introvert. And the speaker talked about how she meant she spoke out at a meeting and that's what was noticed. And I try to encourage people to do that, and it just doesn't come naturally.
I think with this pandemic and having these like virtual rooms, people are able to ask and say, I don't know what you're talking about in a more comfortable level. So I really think that we're kind of just naturally doing this because of we're forced into doing it right. This is what people are doing. So we're creating like mini task force. And you can hate that word.
All you want, but you know, it's a group of a smaller group. So people are much more able to talk about their ideas openly in a smaller group. And then we're also creating these right from a leadership standpoint, we're like, we cannot do all this work, so can you guys just try to figure this out? And so that's empowering them to say, please help us. We we have a problem, and we need you guys to solve it. So I think that that gives people more power and it's like, OK, there's a leader and we took some leadership management training the other day and I'm not going to I'm going to butcher it, but because it's really resonated well.
Right but but it was really about even though I'm the leader of this task force, it does not mean my opinion. I'm supposed to manage the meeting, right. And make sure everybody has a voice. So even if my name is at the top, it doesn't mean anything. I'm really not even supposed to talk. I'm supposed to make sure everybody gets to talk. So hearing those tips, I think is really helpful and kind of giving people a voice and making sure that they have a voice, you know?
And so now carry this voice into a larger group and really graduate towards that better communication. Awesome So clearly lots of positive lots of benefits of this new time. But conversely, there's certainly some challenges. And I think we've talked a lot about what are the challenges, especially for career development, what are the challenges for those that are in an early career stage and that previously might have benefited from things like on the job, job shadowing, things like in-person networking events, things like being able to physically attend training courses, not that that doesn't still exist.
We're starting to come back to it, but there was it is certainly less than in the past. So what do you see as the biggest challenges that we need to overcome in terms of career development of this kind of new time? Yeah, I mean, I think put your finger on it, everything. So if you're new, if you're entering the workforce or if your early career, you are coming into an organization managed by people like me who learn who came in as early as my early career experience was entirely in-person on site in an office with everybody working around me.
That's how I learned to manage. So you are faced with the challenge of me not understanding how to do this well yet, and I'm trying my best in the whole organization. All of our organizations are trying their best. But this is a radical moment of transition and learning and retooling and retraining at the management level. And I think that's a real challenge for people entering the workforce.
And I think, you know, the only advice I have for that is actually not different than advice that I would have given pre-pandemic, which is from the minute you step in, be your own advocate and be your own promoter, I think that a skill that will be well rewarded is the ability to say to your new supervisor, your new manager, or your new teammates. There is something I'm not getting in to feel supported or to get it.
I think I need more of this and to be able to articulate that because I may not know it, but if I hear it from you, I can say, oh, I can figure out how to do that, or I can connect you with the right person to do that. But it's going to take I'm not going to see it because I walked by your desk and saw you struggling with something and looking frustrated. So I think that that's a new skill or not a new skill, but a skill that will be even more valuable to cultivate.
And it takes a bit of bravery early in your career, but I think it's going to be well rewarded. And then we were having this wonderful conversation before the meetings started and. Chris Rudy of the College of Physicians was talking about how he had changed job changed organizations during the pandemic, but had worked remotely before. And is still working remotely from the office.
So he's still working in the same place. The detail on her computer changed. He's still working with a lot of the same vendors. And I realized, like I have, there are two people over here who I worked with at Duke University press. Ben mudrick is somebody that I met when he was at research square, which is in Durham, North Carolina.
He now works with American Chemical Society. All of this made us kind of realize that when in this small community, when we change jobs now, it's hard for people to see that and to know that. And and it really kind of put a fine point on how important your personal brand can be. And I don't want to make this like your career is now about becoming an influencer, but I do think that within your organization, you're going to have to work a little bit harder to establish a personal brand.
So that people who you work with you. And across the industry. I think this is a huge opportunity to take advantage of spaces like esp, where you're not tied to your organization and you're not tied to your job title. And to create this personal brand because that going forward now, I think is people are just going to and not so much where you worked.
And I think that zoom, you know, virtual meetings is an easier space to do that in than when you were the new person sitting in a meeting in a conference room with 10 other people and maybe feeling a little hesitant about speaking up, you know, taking advantage of the chat features, being on screen when you feel comfortable, be on screen. It's every it is just easier to contribute value.
There's not easier there is a lower barrier to contribute in these valuable ways, especially for people who are younger, newer or more introverted. I just want to press on that for a second, because I think it's a really interesting point, and I think you're absolutely right that being able to advocate for yourself, being able to market yourself was always important and even more so now.
But I think we also have to acknowledge it's not easy for everyone, right? The playing field is not even for everyone. So maybe to you, Lilly, or to you, Stacy, what can we do? Obviously, that there's some of that needs to go to the employee to promote themselves. But what can organizations or managers and leaders do to kind of help that along as well? I agree with everything Alison said, and I was going to raise the point that you just brought up.
It's weird. In some ways, everything has flattened out and become more equitable. We're all on Zoom. Everybody is relegated to your little rectangle. And so in some ways, like the plane, the playing field is even, and in other ways, how it is that you promote yourself and gain access to opportunity is more inscrutable than ever because it actually does happen organically.
And so I was going back to first principles as I was preparing for this session and thinking about my own journey in my 26 years since graduate school, I have had nine jobs. I am currently on job number 9. And I thought about how I got those jobs. There are only three of those jobs that I actually applied for in any kind of traditional or normal way.
I got all the other jobs because of people I knew, and two of those were early in my career. There was only one more recently that I applied for traditionally. And that's significant. Right so I thought, what, what is it that I did? What is it that I do that might be helpful for people thinking about the development of their career?
And and the first thing is cultivating a community, not a network. A community, right? When when I want to do things, when I want to have access, when I'm interested in ideas that I want to develop. I talk to my friends. I don't talk to my network. Right so it really is about investing in relationships.
Easy for me to say. But again, as I think about my career trajectory, it got easier the more experience I accumulated and the more I invested in those relationships and that really comes back. It's there's a virtuous cycle that you invest in. The second is really to know yourself, which goes back to being your own promoter. Like really, what are you about?
And it is a personal brand is one way of saying it. But what is your what is your true north? What are what's your purpose? What are you here for? Like, really have discernment about that. I heard somebody earlier when I got my first job, I was just really happy to have a job. Yes, I feel you. Me too.
Right but. But as time went on, it really became more about my sense of purpose in the world and my sense of meaning and contribution. So all of that time that you invest in self reflection is time well spent because it helps you to direct your energies as you cultivate that community. And then the third is understanding your purpose and have a plan.
I really and I don't it's very easy to say that I don't really mean like a step by step plan, but like what is where do you want to end up. And then speak that into existence? Just talk about it all the time. Right? and then your community is going to hear that and it will be reflected back to you. And so this isn't like magic. It really is what happens when you strive to live an authentic life and cultivate a community that supports that.
So these I know that these are big ideas. And if people want tactical advice for what it is that you can do today, I would again. Shift the script to my earlier point and say it's the responsibility of organizations to reach in and get to know people and make sure that they're understanding on a 1 to 1 basis what each person needs, not just because it's the right thing to do, but also because it's the smart thing to do.
Otherwise, you're leaving so much talent and so much contribution on the table among your people. Yeah, I mean, I'll say the elephant in the room, which is this room. That's what's the negative part, right? Being able to come to this room and seeing everyone. I went to my first in-person meeting, I think since the pandemic last week, and I had like three immediate meetings right after it because it was people that I was learning from and engaging with, right?
And it was like, so that's the big negative, right? We all know that. That's why we're all here. This is a pretty packed room. It's pretty nice. So, I mean, it's that but talking about the people that we lead, right, and how to give them, they really do have to take their own path and people are not really that doesn't come natural to some of them.
So my boss has a word that says volun told which is, you know, I was on the spe marketing committee and I was really not good at it, meaning I just didn't participate. So I was like, I probably would have been good if I participated, but I had my very introverted employee and I'm like, look, you have to step into this role because you're the doer. You should be here and do this.
And so she did it. She's going on year two. She loves it. It's great, right? So, you know, it's that external job shadowing to her, hearing what other people are doing in the industry and then learning other people and knowing that those are options for her. Right it's not that you have to be doing this because I want you to stay here.
I want you to hear what other people are doing and maybe something excites you that you take back to this organization or you go on and go to another place. So how do we tell them to do what we're doing? Right? and we just we tell them sometimes, but other times we just lead and we show them what we're doing. Right and so when there's a committee that's being formed internally and I don't know anything about dissemination of content or digital, I'd like to participate in that because I want to learn more, not because I can lead the project, but because I want to learn more and I want to grow myself.
So I think showing them and then sometime giving a little nudge and saying, hey, you know, you got to do this. And back to the network. I'm with you. I've gotten all my jobs, mostly through people I've met and people that I've volunteered externally to participate with. Right and so they learn me. Didn't learn my workflow. Then sometimes it resonates with people all the time.
It doesn't. But, you know, I mean, it's really that community. I'm going to start using that network. So both of you said several things that really caught my attention. So, Stacy, you were talking about the value of in-person meetings. One thing that is going to need to shift, I think, and this goes back to being your own advocate, but also managers learning new and different ways to think around industry meetings like for us aew presses, American University presses, annual meeting and the SSP annual meeting.
There was this sort of routine of putting out to your staff. You know, we have a couple of we have a budget for several people to go take a look at the program and tell me what you think is relevant to your job. Or if somebody wanted to go, they would say, here are the things on the program. I think that going forward, because we're all going to be together less, that has to stop being. The basis upon which people get to go to conferences and meetings because that's going to become so critical to their career progression.
It has to be. The argument is I need to embed in this industry. I need to understand this industry more deeply, and these are physical spaces that I can do that for. So I think that's going to be a real shift that we need to see even a combination, right? Like having a virtual element, which we're all doing. But I think it's nice to say, OK, everybody, everybody's going to go, but you can have a watching party, right?
That's one of the registration links here. Right I think that that's a really neat idea to say, hey, everybody do it and get together so you guys can talk amongst yourselves and participate externally. It is. But what I'm afraid is that because there's a virtual element, people earlier in their career will be told, oh, well, you get to can participate virtually.
Isn't this wonderful that there's now all this virtual activity and we don't have to spend the budget to send you to dc? So, you know, I want people and I will help if anybody wants to learn how to make that argument for the investment of physically attend a meeting when, when there's that opportunity because community and network that's really hard to build.
It's really hard and it's really hard to build for certain people in a way. It's not hard to build for other people. It's really hard to build for marginalized people. And people from marginalized backgrounds. And so, you know, getting them into those spaces and providing them with mentorship and support and sponsorship, I love that word in those spaces is something that I think all of leadership should be thinking about and committing to right now.
So does that mean. Does that mean that you would have to budget for everybody to go? Because that's kind of be everybody needs that. And so the question is, does that mean duke, for instance, needs to budget for everybody to go? No, I just think it means we have the budget we have. I think it means we need to think about different ways of allocating it.
And over time, we need to think about more equitable ways of allocating it. So, for instance, one way to almost guarantee that you would get to go was to get yourself on a panel because then you have to go. Well, then that took up all the space for this, for what ended up being the same people again and again. And I'm let's not pay attention to the fact that I'm on two panels here today.
So so, yeah, I think we have to come up with different ways of allocating that budget to make sure that opportunity gets spread around and not just goes to the people who are already established enough to get on a platform, because if we don't get somebody there in the first place, they'll never get established enough to be invited to speak on something that is their passion or their interest. Thank you for that.
I think that's a really excellent caution to make sure that the virtual element doesn't end up being all the early career people or all the people that never got the chance to kind of do the physical conferences and that physical conferences become this very privileged senior set that is not going to serve anyone and it's certainly not going to serve the industry. So great, great point so much that we didn't get to, but I really want to have time for questions because I'm sure there's some from the audience as well as it looks like virtually.
Yes Yeah. So we have a couple of comments and then a question regarding being your own advocate. A attendee says, my manager has been very proactive about scheduling monthly check ins with all of her direct reports to make sure that we're getting the support we need and that our work is oriented towards our long term development goals.
We literally talk about our fiscal year goals every month. This helps take the pressure off of your workers to be constantly advocating for themselves. And another attendee replies. Totally agree. Regular individual check ins with your staff are key. It also offers vital opportunities for mentorship. And there's a question for the panel. What sets of expertise or skills do each of the panelists need in their organizations in the next 24 months?
Great question is the question regarding the capabilities we need to run our business or what we need to cultivate to realize some of these principles we've been talking about. I would in light of your conversation, I would interpret it as the latter. We need training. And by that I mean intentional, planful, smart learning and development, not just here a bunch of lunch and learns, but like, really, what?
What are we growing toward as an organization? And then what capabilities do we need to develop to get there? And now what's our plan and how do we make that plan actually accessible on a 1 to 1 basis to every person? Which means going back to our adult principles, some of it will be virtual, some of it will be on demand, some of it will be live instructor led, some of it will be in the form of a copy. But really mapping that out, that's what starts to activate the imagination of an organization and accomplish those goals.
I think we've laid some good groundwork in terms of reorienting ourselves to being more developmental and to be able to supercharge that and bring it to fruition. We're going to have to make that investment. What about examining the other side of the question, though, just in case of what do you think are the most important skills for kind of employees of this new next phase that you would be looking for as a hiring manager?
So first of all, I will say that there is still the need for all of the traditional publishing functions and skills. So so please, if you're know, if you're a copy editor or a proofreader or a managing editor or a marketer, you know, we need all of those and we need them on a constant basis. Those jobs people come, they develop in them, they leave. And we need more.
So don't sleep on the good old publishing skills. But one of the things that is definitely true at Duke and I think is true at a number at an increasing number of organizations, is we really need analytical skills. We really need process project and product management skills. We need. Data skills. And when I say data skills, you don't need to be a data scientist, just come in and understanding how to filter a spreadsheet.
You know, Excel can be a fast track to all kinds of careers. So that's where these days I am advising people to focus is just focusing on process analysis data. Yeah, Yeah. I mean I was going the same route. Lauren like way they talking about my skills or are they talking about the people that I manage? So I don't think they're really any different. Yes publishing skills, please learn Excel.
I'm not going to say that again, but really, I mean, continued engagement, right? So the question before was talking about meeting with your team on a regular basis and whether that's just a sidebar, I think that that's important to get to know the way that they work and to discover more of their abilities. Right I think that they say this is my title, that's it.
But one thing and you know, Jennifer Riggle said it last week and I said, I've been quoting it all week, which is that no leader should be afraid of change. Write the good leaders are not afraid of change. And I say that to everybody, not just leaders, people that work for me. There's change, but don't be afraid of it. Embrace it and do what you can because it changes all around us all.
Plus one, everything that was shared. And I want to go back to a comment one of our colleagues made over here about being valued for your executive function. I think that is becoming increasingly important. It's reflected in Alison's comment about project and process management. We we just desperately need people who are going to be able to be self-directed and scan the horizon, seize upon problems and opportunities and bring things to fruition.
That I'm not going to say it's in short supply, but I think it's fair to say that we've been somewhat stymied over the course of the pandemic in our capacity to really do that effectively. And the one thing the last thing I'll say is related to that is emotional intelligence. Any other. Oh, please don't send me other characters communications.
So part of the pandemic calculus went immediately remote, first globally, and it taught us several things. One is that it allowed us to recruit people anywhere, anytime, and that has allowed us to expand our workforce, expand our competencies. But the other thing that cactus does, it allows is a nomadic workforce. And so when we think of the new generation of kids coming up, everybody here in the room is pretty much tied to a home and family and other things.
But the younger generation doesn't feel those ties, don't expect to have a house that they own, et cetera. And there are people in cactus right now who are traveling all over India, all over the Uc. You can as long as you stay within your country, you can be a nomadic worker and as long as you have internet to you're fine. So these are structural boundaries of the workforce that we've never thought about or tried to include in organizations prior.
Large high tech organizations are grappling with these ideas had cactus were doing it. And it's been really quite an amazing journey. So we need I just profess that we need to open our minds about what it's going to take to attract the young generation and train the young generation. And what are the expectations of how we are structured as a company to allow them to pursue the things they want to pursue, i.e. travel and nomadic lifestyle?
That's really interesting because it's a little bit the flip side of what the conversation in University press world is. At least in the University press world, it has always been the case that, you know, if you want to move through, especially if you're in one of the editors, if you're an editor, if you want to be an acquiring editor or if you want to move through the management level and become a director of marketing or even the director of a press, it is built in that you were going to move and you were going to move a lot, and you're coming into very low paid jobs at those lower levels.
And so your ability to actually afford to move was minimal. You were going to have to leave behind whatever your entire support network was and go somewhere that you didn't know anybody. And weren't making enough money. So this that has been one of the huge positives. Again, I can only speak to this from the University press world, but I don't think it's dissimilar in other scholarly publishing organizations, especially smaller ones.
Is the ability to progress in your career by taking higher level positions at different places without having to uproot your whole life and your whole embeddedness in the place that you may want to be and that you may want to like, and without having to take the financial hit of a move, I think we have time for one last question. Hi, I'm Susie Martin. I'm with the American Chemical society, and I've listened to the initial discussion on the panel and heard a lot of introvert, extrovert terms bandied about.
And so give me a moment to get my thoughts together. Neurodiversity that brings me into that realm. I was recently diagnosed after 50 with ADHD, which puts me on the spectrum. It's been a point of contention in the workplace previous to this, but now that I have inner knowledge and I'm of an age and experience level where I can have open conversations with my coworkers, I can understand how the way that I work and think and the strengths that I actually bring, which leaders have looked at as weaknesses.
My question is, you know, it's an unseen marginalization. You have a community that's not going to present to you immediately. And I think a lot of the time it's looked at as you're the weirdo or you're creative or, you know, people. I've been called a lot of things, some nice, some not so nice. Creative was one of the better ones.
How do you, as leaders, instead of making assumptions about this person, presents as this. Psychologically giving that safe space to open up that dialogue and allow them to tell you what interests them, rather than pointing them in a direction that you think will work. How can they tell you and how do you support that? That's a great question. It's something that I think we all probably struggle with.
I think trust is a big one. That is, you have to grow and gain that trust. But I mean, there is no real answer. But I had a colleague that said, you know, I don't think anybody is going to talk about this. And I we'll do a one on one with them. Find out one on one. What I mean, I have somebody that works for me. He says, don't call on me.
Please don't call on me. Never call on me in a meeting. And so I'm like, OK, so before calls, I mean, for a good year, I would say I'm going to call on you, but this is what I'm going to call on you about. And now she's OK with being called on the meetings, right? But I mean, it's kind of understanding what and I think to your point, I, I prescribe things like I'm talking to an extrovert and I have to scale that back and be like, this is not how this person functions.
So they're not going to go and do that. And knowing that may take some time and trust. I'll second that you need to ask. And it's part of going back to my point about ways of working. It's ways of working not just writ large, as an organization, but down to the individual relationship level. It really doesn't have to be overengineered. It's just a simple set of questions about how people prefer to be communicated with.
One of my favorite questions is, how would I know that you're stressed out? Because not everybody presents that in the same way. If I'm stressed out, I start over dialing and really digging into my work and furiously checking boxes. Other people shut down and withdraw. It's really having just opening the dialogue and having the conversations so that what you're looking for. And Thank you for bringing up the point about neurological diversity.
I really appreciate that. Thank you so much for that, chair. A really, really great prompt. And then, Jackie, do we have one last from online from the virtual q&a? For those who can't attend in person conferences due to a physical disability or a chronic illness, things like that. What are effective ways to network and build a community virtually in order to have access to these same level of opportunities and career growth?
Thank you for that incredibly thoughtful question. My experience has been may not be able to tell, but I am painfully introverted. I'm OK. I'm OK in speaking situations. But please don't talk to me when I'm not up here and just. Just kidding. Please do. I have I have built so much of my community literally on LinkedIn.
I have no problem cold calling people on LinkedIn. I will. I mean, it's when I was working in northern Virginia, my community was with my job. When I left that job and decided to focus on building my community in charlottesville, I just started reaching out to people in Charlottesville and I just had my overture and I would explain the reason that I wanted to make a connection.
And I just found people to be incredibly open minded about making connections as long as there was some who were connected, at least through another person. I honestly, I think it's an incredibly powerful tool. And I and I would begin there. LinkedIn also Twitter. Twitter is very popular amongst our scholarly publishing community.
And you can learn a lot about who you might want to cultivate, who you might want to get to know, who you might want to approach and ask a question on LinkedIn or Twitter before you have to do it. So you can kind of feel like you're getting to know somebody before you have to reach out via email or a direct message or something like that.
Committee work. All of these organizations have committees and they all need volunteers. And now that work, that work was always done largely remotely, but now it's done remotely with full video and chat. And again, there are all of these channels, different channels in, say, a web meeting to synchronously communicate and to build that we didn't have before. So committees are definitely a process.
And it is a Marvel that we now have meetings, industry meetings, where knowledge is shared and built that are available virtually so. And what I see happen or what I have seen happen in a couple of the meetings that have gone virtual is just really rich, rich dialogue happening in the chat alongside the panel. So not just questions getting posed, but the 2550 people who are watching the session, that is happening.
There's a whole side conversation that's happening now. I've seen those go a little bit crazy, but they're also super rich and I feel like people are really building connections in those conversations. Yeah, absolutely. And just a quick plug for certainly the cesp mentorship program is another awesome opportunity for everyone, both as a mentor or as a mentee, as well as the new communities of interest networks.
So agreed, all of these ways to kind of get involved online. I don't want to keep people from their lunches any longer, but I really want to Thank this wonderful panel for your contributions and for the great questions. Thank you.
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