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Javier E

A Curious Midlife Crisis for a Tech Entrepreneur - The New York Times - 0 views

www.nytimes.com/...s-for-a-tech-entrepreneur.html

lifestyle role model entrepreneur happiness downsize

shared by Javier E on 16 Jun 15 - No Cached
  • as he approached 40, Fabrice Grinda, a French technology entrepreneur with an estimated net worth of $100 million, couldn’t shake the feeling that something was terribly wrong. Somehow the trappings of his success were weighing him down.
  • “People turn 40 and usually buy a shiny sports car,” Mr. Grinda said during an interview in a penthouse suite at Sixty LES, a downtown boutique hotel. “They don’t say, ‘I’m downsizing my life and giving up all my possessions to focus on experiences and friendships.’
  • He dubbed it “the very big downgrade”: He was going to travel the world, working on the fly while staying with friends and family. He was purposely arranging things so that he would have a chance to focus on what was meaningful in life.
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  • But that is exactly what Mr. Grinda did. He moved out of the Bedford house in December 2012, ditched the city apartment and got rid of the McLaren. He donated clothes, sports equipment and kitchen utensils to the Church of St. Francis Xavier in Lower Manhattan. He gave his furniture to Housing Works and he packed a Tumi carry-on suitcase with 50 items, including two pairs of jeans, a bathing suit and 10 pairs of socks.
  • Once he realized his days as a roving houseguest were numbered, Mr. Grinda decided to shift his approach: He kept traveling, but now he was renting apartments on Airbnb or staying in luxury hotels.
  • Born in suburban Paris in 1974, Mr. Grinda graduated from Princeton in 1996 with a degree in economics. He worked as a consultant at McKinsey & Company for two years before moving back to France to found an online auction start-up funded by the business magnate Bernard Arnault, which Mr. Grinda sold in 2000.He returned to the United States, where he co-founded Zingy, a mobile phone ringtone and game maker, which fetched $80 million in a 2004 sale. After that, he was a founder of OLX, a Craigslist-like service that has become one of the largest global classified websites.Now he is an entrepreneur and angel investor, with more than 200 investments to date, who visits start-ups in Berlin, Paris, New York, San Francisco and other cities.
  • He looks (and acts) something like Sheldon Cooper, the oddball science geek played by Jim Parsons on “The Big Bang Theory,” an observation Mr. Grinda himself has made.“Friends, who knew me in my late teens and early twenties, would tell you I had exactly the same delusional sense of self-worth and condescending and arrogant self-centered worldview,” he wrote in a blog post that noted his similarities to the sitcom character.
  • In all, Mr. Grinda said, he stayed with about 15 friends and family members in the first months of 2013. “Everyone was, like, ‘It’s a great idea. Come over,’ ” Mr. Grinda said. “The problem is, the idea of ‘Great, come over’ and me there 24 hours a day, seven days a week, is very different. Especially when their lives are not in sync with mine.”
  • “When I looked back at the things that mattered the most to me,” he said, “they were experiences, friendships and family — none of which I had invested much in, partly because I was too busy, and partly because I felt anchored by my possessions.”
  • He hatched a new plan: His friends and family members would come to him.“Rather than me going to them and disrupting their routine,” he said, “getting everyone together in a setting of vacation makes more sense.”
  • He invited his parents, his friends, their partners, children and nannies for a two-week stay in Anguilla, an island east of Puerto Rico, where he rented two conjoining houses, at a cost of $240,000, with chefs and full house service (and a total of 19 bedrooms).
  • Mr. Grinda forgot to consider that not everyone lives as he does.For one thing, he had scheduled the Anguilla vacation during the school year, which meant friends with children couldn’t make it. The island’s remoteness, furthermore, meant some guests were forced to endure a tangle of flight connections, leaving some of them exhausted by the time they arrived.And many of the people he invited, who had jobs and other obligations, could stay only for a long weekend.
  • Mr. Grinda said he has learned a lot from his very big downgrade. He reconnected with old friends, even if it meant annoying them a little, and he rekindled his relationship with his father.“We spent time talking about his life,” he said. And he is no longer against the idea of having a fixed address; he said he is now in negotiations to buy a two-bedroom apartment on the Lower East Side, which he plans to rent out when he is not in town.
  • Still, the experiment has taken its toll. “The philosophy is interesting,” he said. “But how do you put it into practice? How do you make it real?”
  • He recently split up with Otilia Aionesei, a former model who works at technology start-up, whom he had been dating, off and on, for two years. The sticking point was their lack of a shared home.“If you want to be his girlfriend, this is the life you have to lead,” Ms. Aionesei said. “I like simple things, to watch movies on the same couch.”Mr. Grinda had a different view. “We went to the Galápagos,” he said. “We went to Tulum. To St. Barts. We have these wonderful experiences and memories together.”
  • “My home is where I am,” he said. “And it doesn’t matter if it is a friend’s place or a couch or the middle of the jungle or a hotel room on the Lower East Side. But I realize that most of humanity, especially women, don’t see it that way.”
Javier E

A Modest Proposal for More Back-Stabbing in Preschool - NYTimes.com - 0 views

www.nytimes.com/...ack-stabbing-in-preschool.html

children education values goals US economy inequality

shared by Javier E on 02 Apr 13 - No Cached
  • I am a deluded throwback to carefree days, and in my attempt to raise a conscious, creative and socially and environmentally responsible child while lacking the means to also finance her conscious, creative and environmentally and socially responsible lifestyle forever, I’d accidentally gone and raised a hothouse serf. Oops.
  • Reich’s thesis is that some inequality is inevitable, even necessary, in a free-market system. But what makes an economy stable and prosperous is a strong, vibrant, growing middle class. In the three decades after World War II, a period that Reich calls “the great prosperity,” the G.I. Bill, the expansion of public universities and the rise of labor unions helped create the biggest, best-educated middle class in the world. Reich describes this as an example of a “virtuous circle” in which productivity grows, wages increase, workers buy more, companies hire more, tax revenues increase, government invests more, workers are better educated. On the flip side, when the middle class doesn’t share in the economic gains, it results over time in a downward vicious cycle: Wages stagnate, workers buy less, companies downsize, tax revenues decrease, government cuts programs, workers are less educated, unemployment rises, deficits grow. Since the crash that followed the deregulation of the financial markets, we have struggled to emerge from such a cycle.
  • What if the kid got it in her head that it was a good idea to go into public service, the helping professions, craftsmanship, scholarship or — God help her — the arts? Wouldn’t a greedier, more back-stabby style of early education be more valuable to the children of the shrinking middle class ­ — one suited to the world they are actually living in?
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  • Are we feeding our children a bunch of dangerous illusions about fairness and hard work and level playing fields? Are ideals a luxury only the rich can afford?
  • I’m reminded of the quote by John Adams: “I must study politics and war, that my sons may have the liberty to study mathematics and philosophy. My sons ought to study mathematics and philosophy, geography, natural history [and] naval architecture . . . in order to give their children a right to study painting, poetry, music, architecture, tapestry and porcelain.” For all intents and purposes, I guess I studied porcelain. The funny thing is that my parents came from a country (Peru) with a middle class so small that parents had to study business so that their children could study business. If I didn’t follow suit, it’s at least in part because I spent my childhood in the 1970s absorbing the nurturing message of a progressive pop culture that told me I could be anything I wanted, because this is America.
  • “When we see the contrast between the values we share and the realities we live in, that is the fundamental foundation for social change.”
Javier E

The Navy's USS Gabrielle Giffords and the Future of Work - The Atlantic - 0 views

www.theatlantic.com/...590647

skills lifelong learning specialization inclusion expertise grit conscientiousness multitasking knowledge Research agility

shared by Javier E on 22 Jun 19 - No Cached
  • Minimal manning—and with it, the replacement of specialized workers with problem-solving generalists—isn’t a particularly nautical concept. Indeed, it will sound familiar to anyone in an organization who’s been asked to “do more with less”—which, these days, seems to be just about everyone.
  • Ten years from now, the Deloitte consultant Erica Volini projects, 70 to 90 percent of workers will be in so-called hybrid jobs or superjobs—that is, positions combining tasks once performed by people in two or more traditional roles.
  • If you ask Laszlo Bock, Google’s former culture chief and now the head of the HR start-up Humu, what he looks for in a new hire, he’ll tell you “mental agility.
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  • “What companies are looking for,” says Mary Jo King, the president of the National Résumé Writers’ Association, “is someone who can be all, do all, and pivot on a dime to solve any problem.”
  • The phenomenon is sped by automation, which usurps routine tasks, leaving employees to handle the nonroutine and unanticipated—and the continued advance of which throws the skills employers value into flux
  • Or, for that matter, on the relevance of the question What do you want to be when you grow up?
  • By 2020, a 2016 World Economic Forum report predicted, “more than one-third of the desired core skill sets of most occupations” will not have been seen as crucial to the job when the report was published
  • I asked John Sullivan, a prominent Silicon Valley talent adviser, why should anyone take the time to master anything at all? “You shouldn’t!” he replied.
  • Minimal manning—and the evolution of the economy more generally—requires a different kind of worker, with not only different acquired skills but different inherent abilities
  • It has implications for the nature and utility of a college education, for the path of careers, for inequality and employability—even for the generational divide.
  • Then, in 2001, Donald Rumsfeld arrived at the Pentagon. The new secretary of defense carried with him a briefcase full of ideas from the corporate world: downsizing, reengineering, “transformational” technologies. Almost immediately, what had been an experimental concept became an article of faith
  • But once cadets got into actual command environments, which tend to be fluid and full of surprises, a different picture emerged. “Psychological hardiness”—a construct that includes, among other things, a willingness to explore “multiple possible response alternatives,” a tendency to “see all experience as interesting and meaningful,” and a strong sense of self-confidence—was a better predictor of leadership ability in officers after three years in the field.
  • Because there really is no such thing as multitasking—just a rapid switching of attention—I began to feel overstrained, put upon, and finally irked by the impossible set of concurrent demands. Shouldn’t someone be giving me a hand here? This, Hambrick explained, meant I was hitting the limits of working memory—basically, raw processing power—which is an important aspect of “fluid intelligence” and peaks in your early 20s. This is distinct from “crystallized intelligence”—the accumulated facts and know-how on your hard drive—which peaks in your 50
  • Others noticed the change but continued to devote equal attention to all four tasks. Their scores fell. This group, Hambrick found, was high in “conscientiousness”—a trait that’s normally an overwhelming predictor of positive job performance. We like conscientious people because they can be trusted to show up early, double-check the math, fill the gap in the presentation, and return your car gassed up even though the tank was nowhere near empty to begin with. What struck Hambrick as counterintuitive and interesting was that conscientiousness here seemed to correlate with poor performance.
  • he discovered another correlation in his test: The people who did best tended to score high on “openness to new experience”—a personality trait that is normally not a major job-performance predictor and that, in certain contexts, roughly translates to “distractibility.”
  • To borrow the management expert Peter Drucker’s formulation, people with this trait are less focused on doing things right, and more likely to wonder whether they’re doing the right things.
  • High in fluid intelligence, low in experience, not terribly conscientious, open to potential distraction—this is not the classic profile of a winning job candidate. But what if it is the profile of the winning job candidate of the future?
  • One concerns “grit”—a mind-set, much vaunted these days in educational and professional circles, that allows people to commit tenaciously to doing one thing well
  • These ideas are inherently appealing; they suggest that dedication can be more important than raw talent, that the dogged and conscientious will be rewarded in the end.
  • he studied West Point students and graduates.
  • Traditional measures such as SAT scores and high-school class rank “predicted leader performance in the stable, highly regulated environment of West Point” itself.
  • It would be supremely ironic if the advance of the knowledge economy had the effect of devaluing knowledge. But that’s what I heard, recurrentl
  • “Fluid, learning-intensive environments are going to require different traits than classical business environments,” I was told by Frida Polli, a co-founder of an AI-powered hiring platform called Pymetrics. “And they’re going to be things like ability to learn quickly from mistakes, use of trial and error, and comfort with ambiguity.”
  • “We’re starting to see a big shift,” says Guy Halfteck, a people-analytics expert. “Employers are looking less at what you know and more and more at your hidden potential” to learn new things
  • advice to employers? Stop hiring people based on their work experience. Because in these environments, expertise can become an obstacle.
  • “The Curse of Expertise.” The more we invest in building and embellishing a system of knowledge, they found, the more averse we become to unbuilding it.
  • All too often experts, like the mechanic in LePine’s garage, fail to inspect their knowledge structure for signs of decay. “It just didn’t occur to him,” LePine said, “that he was repeating the same mistake over and over.
  • The devaluation of expertise opens up ample room for different sorts of mistakes—and sometimes creates a kind of helplessness.
  • Aboard littoral combat ships, the crew lacks the expertise to carry out some important tasks, and instead has to rely on civilian help
  • Meanwhile, the modular “plug and fight” configuration was not panning out as hoped. Converting a ship from sub-hunter to minesweeper or minesweeper to surface combatant, it turned out, was a logistical nightmare
  • So in 2016 the concept of interchangeability was scuttled for a “one ship, one mission” approach, in which the extra 20-plus sailors became permanent crew members
  • “As equipment breaks, [sailors] are required to fix it without any training,” a Defense Department Test and Evaluation employee told Congress. “Those are not my words. Those are the words of the sailors who were doing the best they could to try to accomplish the missions we gave them in testing.”
  • These results were, perhaps, predictable given the Navy’s initial, full-throttle approach to minimal manning—and are an object lesson on the dangers of embracing any radical concept without thinking hard enough about the downsides
  • a world in which mental agility and raw cognitive speed eclipse hard-won expertise is a world of greater exclusion: of older workers, slower learners, and the less socially adept.
  • if you keep going down this road, you end up with one really expensive ship with just a few people on it who are geniuses … That’s not a future we want to see, because you need a large enough crew to conduct multiple tasks in combat.
  • hat does all this mean for those of us in the workforce, and those of us planning to enter it? It would be wrong to say that the 10,000-hours-of-deliberate-practice idea doesn’t hold up at all. In some situations, it clearly does
  • A spinal surgery will not be performed by a brilliant dermatologist. A criminal-defense team will not be headed by a tax attorney. And in tech, the demand for specialized skills will continue to reward expertise handsomely.
  • But in many fields, the path to success isn’t so clear. The rules keep changing, which means that highly focused practice has a much lower return
  • In uncertain environments, Hambrick told me, “specialization is no longer the coin of the realm.”
  • It leaves us with lifelong learning,
  • I found myself the target of career suggestions. “You need to be a video guy, an audio guy!” the Silicon Valley talent adviser John Sullivan told me, alluding to the demise of print media
  • I found the prospect of starting over just plain exhausting. Building a professional identity takes a lot of resources—money, time, energy. After it’s built, we expect to reap gains from our investment, and—let’s be honest—even do a bit of coasting. Are we equipped to continually return to apprentice mode? Will this burn us out?
  • Everybody I met on the Giffords seemed to share that mentality. They regarded every minute on board—even during a routine transit back to port in San Diego Harbor—as a chance to learn something new.
ilanaprincilus06

Towns Reel As Banks Close Branches In Record Numbers : NPR - 0 views

www.npr.org/...-close-branches-at-record-pace

Banks Covid-19

shared by ilanaprincilus06 on 26 Mar 21 - No Cached
  • Banks have been permanently shuttering branches for years, but the number of closures hit a record in 2020 as the pandemic accelerated the move by many customers to online banking.
  • Banks closed 3,324 branches last year, according to a tally by S&P Global Market Intelligence.
  • And bank branch closures are especially affecting isolated neighborhoods in big cities or towns like Moorhead — a largely African American community in the heart of the Mississippi Delta.
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  • "The reality is, the vast majority of the activity that happens in a branch is not revenue generating,"
  • poor communities, rural communities and areas with a high concentration of Black and brown residents have been hardest hit.
  • "It's a good thing that banks are moving away from charging those kinds of fees, but it's a bad thing that they're moving away from serving those neighborhoods,"
  • It can also push people to more expensive options such as check-cashing stores or payday lenders.
  • It's a trend that's unlikely to reverse now that the pandemic has pushed more customers to bank on smartphones and computers.
  • Williams understands that for small towns a bank can be more than a place to cash a check. It can also be the place to catch up or gossip about what's going on around town.
  • People want to come to that bank branch because it's social."
  • Even though a lot of banking can now be done online, an FDIC survey found that 83% of people still met with a teller or other bank employee at least once during 2019.
  • "A lot of banks have utilized the pandemic to justify downsizing even more,"
  • "When you have young boys and girls riding by and seeing empty buildings, or that building which was once a bank is turned over to a payday lender, what message are we sending?" he asks. "Is my neighborhood not a priority?"
clairemann

The Way Bosses Conduct And Communicate Layoffs Is Inhumane. There's Another Way. | Huff... - 1 views

www.huffpost.com/...ane_l_605cacb5c5b67593e0565316

brain science psychology education knowledge

shared by clairemann on 27 Mar 21 - No Cached
  • During my first mass layoff, my manager called it an “impact.” She gathered some of us into a room and informed us that our colleagues who weren’t present had been impacted by our tech company’s latest pivot.
  • Sandra Sucher, a professor of management at Harvard Business School who has researched layoffs, told me the use of these discomforting metaphors has a name. What these bosses are doing is a form of moral disengagement, she said, a phenomenon first identified by Stanford psychologist Albert Bandura.
  • “One of the types of moral disengagement is euphemistic labeling. So instead of saying, ‘I am ending Sandra’s employment where she has worked for 15 years,' 'I am restructuring.'”
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  • “‘You will be personally be affected by this, here’s what we’re doing, here’s what we’re doing to help you relocate.’ They’re acknowledging they are doing harm by talking to people in very direct ways,” she said.
  • Beyond making language reflect the gravity of the occasion, employers need to make sure their actions support it, too. Generous severance packages, a meaningful rationale for the downsizing, and treating the victims of a layoff with dignity and respect are all actions employees scrutinize to decide if a layoff was fair.
  • “We have had cases where it just wasn’t taken seriously. Swimming pool, the kids in the background, you’re wearing a Hawaiian shirt, not respecting the gravity of the situation,” he said.
  • Abrupt notification is the norm in many companies, but Sucher said it shouldn’t be. “The best practice in this area would almost never look like today is the first day you heard what’s going to happen to you and it’s also your last day at the company,” she said.
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