Monday, April 30, 2012

10 Things Your Commencement Speaker Won't Tell You

http://online.wsj.com/article/SB10001424052702304811304577366332400453796.html?mod=djemPJ_t


The Wall Street Journal

10 Things Your Commencement Speaker Won't Tell You


Class of 2012,
I became sick of commencement speeches at about your age. My first job out of college was writing speeches for the governor of Maine. Every spring, I would offer extraordinary tidbits of wisdom to 22-year-olds—which was quite a feat given that I was 23 at the time. In the decades since, I've spent most of my career teaching economics and public policy. In particular, I've studied happiness and well-being, about which we now know a great deal. And I've found that the saccharine and over-optimistic words of the typical commencement address hold few of the lessons young people really need to hear about what lies ahead. Here, then, is what I wish someone had told the Class of 1988:
1. Your time in fraternity basements was well spent. The same goes for the time you spent playing intramural sports, working on the school newspaper or just hanging with friends. Research tells us that one of the most important causal factors associated with happiness and well-being is your meaningful connections with other human beings. Look around today. Certainly one benchmark of your postgraduation success should be how many of these people are still your close friends in 10 or 20 years.
2. Some of your worst days lie ahead. Graduation is a happy day. But my job is to tell you that if you are going to do anything worthwhile, you will face periods of grinding self-doubt and failure. Be prepared to work through them. I'll spare you my personal details, other than to say that one year after college graduation I had no job, less than $500 in assets, and I was living with an elderly retired couple. The only difference between when I graduated and today is that now no one can afford to retire.
3. Don't make the world worse. I know that I'm supposed to tell you to aspire to great things. But I'm going to lower the bar here: Just don't use your prodigious talents to mess things up. Too many smart people are doing that already. And if you really want to cause social mayhem, it helps to have an Ivy League degree. You are smart and motivated and creative. Everyone will tell you that you can change the world. They are right, but remember that "changing the world" also can include things like skirting financial regulations and selling unhealthy foods to increasingly obese children. I am not asking you to cure cancer. I am just asking you not to spread it.
4. Marry someone smarter than you are. When I was getting a Ph.D., my wife Leah had a steady income. When she wanted to start a software company, I had a job with health benefits. (To clarify, having a "spouse with benefits" is different from having a "friend with benefits.") You will do better in life if you have a second economic oar in the water. I also want to alert you to the fact that commencement is like shooting smart fish in a barrel. The Phi Beta Kappa members will have pink-and-blue ribbons on their gowns. The summa cum laude graduates have their names printed in the program. Seize the opportunity!
5. Help stop the Little League arms race. Kids' sports are becoming ridiculously structured and competitive. What happened to playing baseball because it's fun? We are systematically creating races out of things that ought to be a journey. We know that success isn't about simply running faster than everyone else in some predetermined direction. Yet the message we are sending from birth is that if you don't make the traveling soccer team or get into the "right" school, then you will somehow finish life with fewer points than everyone else. That's not right. You'll never read the following obituary: "Bob Smith died yesterday at the age of 74. He finished life in 186th place."
6. Read obituaries. They are just like biographies, only shorter. They remind us that interesting, successful people rarely lead orderly, linear lives.
7. Your parents don't want what is best for you. They want what is good for you, which isn't always the same thing. There is a natural instinct to protect our children from risk and discomfort, and therefore to urge safe choices. Theodore Roosevelt—soldier, explorer, president—once remarked, "It is hard to fail, but it is worse never to have tried to succeed." Great quote, but I am willing to bet that Teddy's mother wanted him to be a doctor or a lawyer.
8. Don't model your life after a circus animal. Performing animals do tricks because their trainers throw them peanuts or small fish for doing so. You should aspire to do better. You will be a friend, a parent, a coach, an employee—and so on. But only in your job will you be explicitly evaluated and rewarded for your performance. Don't let your life decisions be distorted by the fact that your boss is the only one tossing you peanuts. If you leave a work task undone in order to meet a friend for dinner, then you are "shirking" your work. But it's also true that if you cancel dinner to finish your work, then you are shirking your friendship. That's just not how we usually think of it.
9. It's all borrowed time. You shouldn't take anything for granted, not even tomorrow. I offer you the "hit by a bus" rule. Would I regret spending my life this way if I were to get hit by a bus next week or next year? And the important corollary: Does this path lead to a life I will be happy with and proud of in 10 or 20 years if I don't get hit by a bus.
10. Don't try to be great. Being great involves luck and other circumstances beyond your control. The less you think about being great, the more likely it is to happen. And if it doesn't, there is absolutely nothing wrong with being solid.
Good luck and congratulations.

— Adapted from "10½ Things No Commencement Speaker Has Ever Said," by Charles Wheelan. To be published May 7 by W.W. Norton & Co.
A version of this article appeared April 28, 2012, on page C3 in some U.S. editions of The Wall Street Journal, with the headline: 10 Things Your Commencement Speaker Won't Tell You.

Monday, April 16, 2012

Abolish the reference check

http://www.nirandfar.com/2012/04/abolish-the-reference-check.html

Abolish The Reference Check

Sunday, April 1st, 2012

Editor’s Note: This guest post is written by Nir Eyal, a founder of two acquired startups and an advisor to several Bay Area companies and incubators. Nir blogs at NirAndFar.com

It’s time to abolish the reference check. The unpleasant process of calling up a job applicant’s former boss to gab about the candidate’s pluses and “deltas” is just silly. Maybe if we all just agree to stop doing it the practice will go away, like pay phones and fanny packs. Instead, I’ve learned a better way to hire that leverages a universal human attribute—namely, the fact that we’re all lazy.
What’s my beef with reference checks? They don’t accomplish the job we intend them to do. In a startup, you can’t afford to hire B-players. But reference checks, which are intended to do the screening, fail to eliminate these candidates who are just so-so. This happens because the person giving the reference has no incentive to say anything but good things about the candidate. Telling the whole truth, warts and all, could expose the former boss to a defamation lawsuit. And legal action aside, no one likes to speak poorly about an ex-colleague. It’s bad karma and just feels icky.
Instead of asking a reference to call you and spend an awkward half-hour chitchatting about pretty much nothing, try a technique I’ve come to call it the “average-need-not-apply” method. Though I’m not sure who invented it, the approach was taught to me by Irv Grousbeck at Stanford.

THE EMAIL

First, send the email below to people who have worked with the candidate. This can include the references he or she provided, but it’s a good idea to find other people who’ve worked with the candidate as well. LinkedIn makes finding former co-workers a snap and the more people you send it to, the better it will work.

Dear (past colleague),
I am considering hiring (candidate) for the role of (job function). If you’re like me, the last thing you have time for is a reference call. Therefore, unless you found (candidate’s) work to be EXCEPTIONAL, please just disregard this email.
However, if you found (candidate) to be an exceptional employee, in the top 10% of the people you’ve worked with, I would certainly appreciate hearing from you.
Again, if you found (candidate’s) work to be less than exceptional, go ahead and disregard this message and have a great day.
By the way, as a smart professional, you should subscribe to this wonderful blogger named Nir at NirAndFar.com. He’s swell!
Sincerely,
(You)


THE REPLY

After you send this email, one of the following three things will happen:
Scenario A – It’s most likely that you will hear nothing back from the reference.
Congratulations! You saved yourself from hiring a B-player, or worse. You also saved yourself and the reference from having to conduct an uncomfortable, time-wasting phone call.
Scenario B – You receive an email back from the reference informing you that the candidate was in fact exceptional and they’d be happy to tell you more.
Congratulations! Looks like you found a star, now it’s time to have a chat to confirm the candidate is as great as you think they are and learn more about your soon-to-be employee.
Scenario C – You receive a call within 5 minutes of sending your email asking if the candidate is on the market for a new job, and if so, can you have the candidate call the reference back ASAP.
Congratulations! You’ve definitely found a winner. Don’t let the candidate return the call and make an offer immediately before someone else does. This scenario has actually happened to me a few times. It’s the best predictor of the quality of candidate I’ve ever seen. We immediately made offers to those candidates and without fail they turned out to be our best hires.

THE BEHAVIORAL SCIENCE

So why does this method work? It leverages the power of choosing a default option. Research by Eric Johnson and Daniel Goldstein demonstrated how opt-in versus opt-out decisions dramatically affect participation in organ donation programs; using a default option in reference checking allows you to affect results in a similar way.
Unlike the traditional reference check method, which elicits an overly positive response in order to preserve social harmony, the “average-need-not-apply” method uses the opposite bias. By giving the reference an easy default — in this case doing nothing — this technique gauges just how great the reference thinks the candidate is.
Those who have a strong positive opinion of a candidate take the time to write back. By using this method, an employer can collect more data points on the potential hire with just a few emails instead of scheduling phone calls. In my experience, the results are binary. Most of the emails yield glowing replies or radio silence; both speak volumes.
By utilizing a bit of behavioral engineering, employers can make better hiring decisions and make the hiring process better for everyone involved – except maybe the B-players.


Nir Eyal founded and sold two tech companies since 2003 and today is an advisor, consultant, and investor in several Bay Area companies. His last company, AdNectar, received venture funding from Kleiner Perkins and was acquired in 2011. Nir serves as a mentor at several incubators including 500 Startups, Founders Institute, and the Thiel Fellowship and is a contributing writer for TechCrunch and Forbes. Nir blogs about the intersection of psychology, technology, and business at www.NirAndFar.com

Making Education Brain Science

http://www.nytimes.com/2012/04/15/nyregion/at-the-blue-school-kindergarten-curriculum-includes-neurology.html?pagewanted=1&_r=1