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KF #27. Resourcefulness Archives - How to be Awesome at Your Job

437: Building the Resources for Resilience with Dr. Michael Ungar

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Dr. Michael Ungar says: "As we are better resourced, we actually become... more rugged as individuals as well."

Dr. Michael Ungar shares insights from his decades-long research into resilience to reveal that it’s not about your ruggedness, but rather your resources.

You’ll Learn:

  1. The true key to resilience
  2. A master checklist for upgrading your resilience
  3. How to change your mood by changing your environment

About Michael

Dr. Ungar is a Family Therapist and Professor of Social Work at Dalhousie University where he holds a national Research Chair in Child, Family and Community Resilience. Dr. Ungar has published over 180 peer-reviewed articles and book chapters on the subject of resilience and is the author of 15 books for mental health professionals, researchers, employers and parents. These include Change Your World: The Science of Resilience and the True Path to Success, a book for adults experiencing stress at work and at home.

Items Mentioned in this Show:

Dr. Michael Ungar Interview Transcript

Pete Mockaitis
Michael, thanks for joining us here on the How to be Awesome at Your Job podcast.

Michael Ungar
My real pleasure, Pete. Nice to be here.

Pete Mockaitis
Well, I learned that you have built three houses and raised five children, but you said that building the houses was easier. Can you talk about that?

Michael Ungar
Yeah, for sure. Let’s just say that houses are kind of like children, they change your life, they improve the quality of your life, and your experience in the world, and they make you calmer, they make you happy, and all these kinds of other things. But they also stay put, right? They don’t sort of like change, or at least they’re not supposed to unless there’s a flood or something.

And kids are a little different. Having raised five, they don’t always sort of, for some reason, they aren’t always inspired by my advice. I can’t understand why that would be, but at least when you put a wall up and you actually hammer a nail in, or you get a stud wall up, it kind of stays there. And there is something pretty satisfying about building whatever, any kind of arts or craft or whatever.

Pete Mockaitis
Now, so when you built these three houses, that means like you did everything. That’s impressive because you’re also a mental health powerhouse, these are very different skills.

Michael Ungar
Yeah, the houses were different ones. Some of them were just like seriously 90% reno kind of things. One of them, literally, we chopped, we cut the wood down off of a wood lot that my father-in law had, and milled the wood, and literally skited it out of the forest, and built the house with it. And I had a master carpenter, I don’t have all the skills. But I hired a master carpenter, and was kind of funny. Some days I was his boss in terms of making decisions, and the next day I was just basically the laborer on the job site and he was literally telling me, “Nail that board, and lift that log, and do exactly as I tell you.” So, it was really fun. It’s great.

I always find, too, that the more I sort of vary my activities, even my writing, I write fiction, I’ve written a novel, I’ve written for different audiences, and I find it’s the variety that actually keeps me sort of shocks my mind, awake, if you will. There’s something really wonderful about these different experiences.

Pete Mockaitis
Yeah, absolutely. And it seems like much of the research about creativity is just that. You’ve got deep expertise in one thing but you dabble in many things, and suddenly associations and ideas pop up, like, “Oh, this is a lot like nailing a board together.”

Michael Ungar
You do see patterns actually, and that’s what the richer your environment around you, the more people you sort of surround, even if you’re not an extrovert, there’s lots of ways sort of bringing those experiences to you if you’re just sitting on a park bench.

I travel the globe, and one of the most wonderful things I get a chance to do is actually just to walk around cities. I do take in some of the cultural events and all that, but often it’s just that sense of watching how architecture goes together or how people pattern their lives that remind you that there are so many different ways that people find pathways to success or put their lives together in ways that actually make sense.

And you begin to, like, if you’re in Japan. I mean, Japan looks a lot like where I live in North America, but the assumptions underlying those things are just so, so different, where leaving a tip at a restaurant can be an insult. Or when you get on a subway, taking your backpack off and putting it up on the tray sort of above the seat without any fear of it being stolen, it kind of shocks you into new ways of thinking about the world and many of your own sort of, well, certainly for me, things that I would just take for granted.

And I do find that, ultimately, especially when I write books, I think of ideas like resilience. I’m always sort of trying to sort of get my head out of standard thinking, and really see what really is happening. And that’s maybe the scientist in me.

Pete Mockaitis
Well, that’s cool. Well, so, could you orient us to a particular area of your expertise, which is resilience?

Michael Ungar
Yeah. Well, it’s been something, a big part of my research and my clinical work for the last, I’d say, two decades. It kind of has become just kind of boiling down to this idea that in the field of resilience, if you say to the typical person, “What do you think is resilience?” They tend to offer you that kind of idea of bouncing back, the personal transformation, that personal grit.

Pete Mockaitis
I feel like Rocky.

Michael Ungar
Yeah, like Rocky, which I love the movie, but it’s actually not what the science is actually saying. And most of the scientists in the area, the real people really looking at this, are actually telling us now that it’s not just about being a rugged individual. It’s also about being a resource individual. And that, in fact, most of what changes us, most of what gets us through a crisis, is actually not inside of us at all. The missing piece here is that what mostly gets us through is the resources around us.

If you look at even like the great superstars. You look at like a Ronaldo, a soccer star, you look at whatever. If you can kind of get close to them, what you’ll often discover is less about just how they keep their mindset perfect. But there’s always those wonderful stories of people who believed in them. Like, I always say this, if I’m going to talk to someone like Ronaldo, I’m going to want to ask him who gave him his first soccer ball. Like, who saw in him the potential to keep growing? All these aspects of our lives, and yet somehow are this conversation we often have about resilience.

In a very strange way always puts it right back on our own shoulders, that somehow if we just think, you know, have the right thoughts, show enough grit, have the right mindset, that we will succeed. And I hate to burst the bubble, but actually, as I sort of talk about in this book Change Your World, I’m sorry, the evidence is against you on that one. That is actually not the whole story. And so, that’s kind of what I’ve been looking at, what resilience comes from and all the different places around the world, including in North America, but what are the factors that make us resilient on the job, in our family lives, etc. like that.

Pete Mockaitis
You know, it’s intriguing as you’re talking about it. It’s less about sort of what’s inside your brain and more about your resources and your support group. I don’t know why, I’ve got this silliest line is coming to my head. It’s from an Andy Samberg movie, which is basically spoofing, I think, Justin Bieber’s life. And so, he’s a rock star, and he has all these people around him doing all these things. And he says, “It takes a village to make me look dope.” And it sounds like, in crass, silly terms, that’s kind of what you say.

Michael Ungar
But what’s even more fascinating is that it’s not just the relationships, which I think sometimes, again, people will, “Yeah, relationships matter a lot.” But it’s what the relationships, in a sense, bring us and all the other things. Well, people sometimes, I find sometimes when I’m working clinically that people are doing research in this area. People will come back to that, “It’s always got to be people,” and then if they don’t have people, if you’re kind of isolated, right, socially isolated, and you think, “I can’t be resilient.”

But, actually, I’ll give you an example. I was working clinically with a young woman who was a paralegal, came to my office on her lunch hour dressed to the nines, just completely put together. And by way of a social worker, a family therapist, I’m not sitting in the office with a suit and tie sort of thing. So, she always impressed me that way. But she was in an abusive, this really abusive relationship, and I could never quite reconcile, how this very put together confident young woman, who came into my office with that energy, could go home and just so let herself, in a sense, not let herself, but, I mean, be put in a very abusive situation.

And I know the psychology of this. I’m in the field. I’ve worked for many years. But what would change that? And we tried to get her to change her mindset, to change her thinking about her relationships, etc., but she’s still sort of had that sense that, “No, no, no, I’d be worse off with leaving the guy.” Anyways, very small, little change.

I, one day, asked her to go home, and, instead of changing her clothes as she came in the house, which is what she used to do, putting on the track pants and looking kind of just frumpy and normal and calmed or whatever, and then letting herself be abused by this guy verbally, she just didn’t change her clothes. She stayed in this office power suit, and it gave her that cue and, in a sense, it had enveloped her in an environment that cued her to say, “You are worth more than this guy.” And it dramatically changed the work that we did together.

That really started her on a path to changing really things that she got rid of the apartment, she left the guy in the apartment, he’s kind of moved in on her. She found the support from her friends to get her stuff out of the apartment. She talked to the police about how to do this safely, etc. And I was really impressed by what I’ve learned from her, which was that we can create around us these external cues that remind us how to be rugged. In a sense, the resources trigger the ruggedness.

And, in fact, this is what the science of resilience teaches us, that it’s the external world that literally changes how we think, how we attribute cause, what we believe we can do, and whether or not we’re actually going to realize our talents, whether or not it’s in the work world or in our family at home.

Pete Mockaitis
Well, that’s fascinating and a really inspiring story, and fun in terms of the implications that that can have in any number of context and lives. And we had Todd Herman on the show earlier talk about enclothed cognition, and sort of how indeed what you wear send signals and changes sort of your emotional state, and your capacity to even be effective in different contexts. So, what I’m digging about that is it’s just so darn actionable in terms of the clothes you choose to put on is a part of your environment that’s literally right on you.

Michael Ungar
Oh, absolutely. I mean, if it’s okay I can even take it a little bit further because people think, “Okay, I’ve got the clothing down.” But, of course, we know that, I mean, if you really want to know how to make yourself resilient, you’re also going to have to think even further afield. Like, housing, right? People often say, “Oh, you know, you need relationships. I want to be loved. I want to be mattered.” All these kinds of things.

And I get that, but then they put themselves into, say, small mini mansions, like very large houses where they might have a couple of kids, but the house is so large they can’t even find the kids much less call them for dinner.

It’s kind of interesting that our houses can actually change our mood, whether or not there’s green, green spaces outside that home, whether or not we connect to our neighbors, the way we lay out our streets, whether or not we push that big garage to the front of the yard and hide the house sort of back on the yard.

All of these decisions that we make that in and of themselves seem rather, well, mild, accumulate to stress us or tear apart the very patterns of relationships, the impromptu context that we have with our neighbors, the sense of community—coming back to me with Justin Bieber and the village. But when people begin to think about a whole list of things, and I do talk about that list. It is that how we setup our houses, how we have relationships. Whether or not people around us give us a powerful identity, whether or not the relationships that we want, we’ve actually setup environments to give those to us.

I’ll give a small example. I don’t know if you have a morning routine for a cup of coffee or whatever it is that you drink in the morning. But a lot of people often say to people, “If you’re feeling disconnected and alone, go back to the same coffee shop for three weeks at the same time, and you’ll suddenly get known.” A little bit like the chairs idea, right? You’ll walk in and you’ll be the double soy latte extra hot with foam sort of thing.

And bit by bit you’ll become connected into a pattern, a community. And, again, we can either tell you to go on a yoga retreat and get your mind together, or pay a high-priced guru, or something like that, but, in a sense, that’s not going to create a sustainable change, not unless you already have all these other relationships in place. And if you do, then you’re good. If you’re not, then the individual flipping the switch in your head is not going to be a sustainable change.

And that’s not just an opinion. That’s, unfortunately, what the research actually shows in terms of all those wonderful practices, where all that sort of self-help movement stuff that were preaching at people, it ain’t working.

Pete Mockaitis
Well, so, I’d love to hear, could you point to one or two or three of the most striking smoking gun studies that really support this paradigm?

Michael Ungar
Well, sure. Even if you just want to stick with Center for Disease Control sort of statistics, if you prefer, we know that overweight and obesity rates are rising in North America, both countries, in Canada and the United States, Mexico, etc. That’s the truth and then we’re going to actually see a decrease in people’s longevity as a consequence of that.

And that’s, at the same time, that we have this massive diet industry, and everyone has access to the internet to get good advice, and there’s more advertising, and more self-help movements, and more opportunities to sort of reflect and fix yourself. What about if, I don’t know, we can take different maybe medications for depression?

Again, you’d think with all the self-help out there that, in fact, depression rates would be going down and that medication use would be going down. And, in fact, it’s going in the opposite direction entirely. The same with anxiety disorders and who’s appearing at our emergency rooms, especially amongst our children.

All these statistics are pointing to the fact that despite this mammoth cornucopia, this smorgasbord of available self-help stuff, the problem is we’re so focused on the rugged individual that we’ve missed that, in fact, without understanding that we also have to be resource individuals, we are not going to get better. We are actually, potentially, going to make the situation worse.

Pete Mockaitis
Now, that’s tricky, certainly if you have ample information at our disposals, so to do some of that self-help stuff. And so, obesity, overweight is way up now as compared to before, and depression, anxiety also way up. So, I guess, then, that would follow that our environments have also become worse in terms of supporting a healthy weight, or a calm, tranquil, happy mental state. Could you sort of speak to some of those environmental factors at work there?

Michael Ungar
Well, some of the big ones that we know about are relationship breakdown. The irony, by the way, one good stat, if you’d like, divorce rates are going down, but that’s only because fewer and fewer people are actually marrying. That’s right. So, I hate to tell you this but it’s a good news/bad news story there.

So, if you think about those kinds of statistics, etc., you’re not necessarily seeing a great deal of change. Loneliness, for instance, would probably be the other big problem that we’re seeing. A huge number, something like one-quarter of US households have people living alone in them. And we’re not actually designed for that kind of lifestyle.

Now, the other side of that is that people, our kids are staying at home with us. And, culturally, there are some cultures that are probably, “That’s a good thing,” right? You don’t move out until you go and get married or something like that, and that’s just the family norm. Thankfully, for my own five children, that is not the family norm. They’re launching, so I can say that.

But you begin to look at loneliness, an inability to launch, in some cases, living in isolation. These are sort of structural things going on around us which are breaking down and, I think, not just I think, are actually showing up in our emergency rooms in our hospitals and, indeed, in our doctors’ offices where you’re seeing a spike in medications.

Pete Mockaitis
Intriguing. So, loneliness in and of itself is an indicator of a depleted environment or less resource now as it used to be. And what are some other ways that our environments are more bad?

Michael Ungar
Toxic?

Pete Mockaitis
Our environments are worse or toxic. They’re depleted more so now than before in the realms of supporting a healthy way, to a healthy emotional state.

Michael Ungar
Well, the thing is, of course, the evidence is now mounting about cellphone use, screen times, and the social isolation, and accumulative stress that that causes in our lives when we’re online and how we relate to other people when we’re online. We’re not in those relationships really are satisfying to us. In and of itself, using your cellphone, being online a bit is not going to be the problem. Having a rich Facebook community that you’re swapping photos with your neighbors and friends and family. This is not the problem.

The problem becomes when it’s just your only outlet or you’re really caught up in that sort of neurological ping of having more and more likes or that sort of social desirability that you’re looking for. It drives me nuts when I see people taking those selfies. You know, they’re sitting there in the coffee shop and they’re just kind of having a ho-hum day and their facial expression is kind of neutral. And then, suddenly, they want to pop a selfie, and they do this really weird little smirk off to the side, like somehow that social presentation has to be, “I can’t just be normal. I have to be upbeat.”

And if you do it once, that’s not a problem. But if that’s your whole lifestyle, you are going to be more stressed. It’s also not necessarily building the real substance of what we need, which is genuine, well, not just genuine relationships, but a sense of your culture, a sense of belonging to something bigger than yourself.

I think part of this that also worries me, because I study resilience so you’re looking for patterns, and this could be on the job site or elsewhere, but you want people to feel like they’re making a really genuine contribution, a real contribution to some product, or some end goal, or mission statement. We are driven by that, whether it’s in our families. And, certainly, when I’m working with people in business settings and stuff, and you often say, “Well, if you’re not getting that from your work world…” then often what you want to ask people, “…are you finding these connections, this sense of meaningful participation in your community outside of your work world?”

And, yes, an audience will raise their hands and I’m sure listeners, too. People would say, “Do you volunteer? Are you a member of a religious organization?”

Pete Mockaitis
Oh, I do, yes.

Michael Ungar
But it’s not just the relationship that you’re going to enrich. You’re also going to get access to more advice, resources. I live in a part of the world, I’d like to joke, where I live, it’s a town of about 400,000 people and we’re casserole people, we’re Maritimers, we’re East Coasters. And if someone down the road breaks a hip, they get a casserole or two or three. And, obviously, if someone’s child is sick, they get a whole freezer-load of casseroles.

But that kind of stuff brings our communities together. And I’m going to argue that even if your job is not meaningful at work, if you’re coming home and cooking in casserole for the neighbor down the street, and your housing is setup, and you’ve been stable enough in your housing for long enough that you actually know that neighbor, then you’ve got a lot of advantages, a lot of environmental advantages that is actually going to carry you through.

Well, not only are you avoiding depression, which we know, but it’s also going to carry you through in terms of being safer, less opportunities to be exposed to violence, you might be even more active in a community like that. I even just saw, I recently read a study that said your mortgage rate might be lower as well because, of course, you’re swapping information with your neighbors, right? So, there’s massive financial, social, emotional advantages when we do things and feel connected to others. But also, in culturally meaningful ways.

Pete Mockaitis
Absolutely. And I can tell you, having recently our family given birth to two kids, under two, we appreciate getting a casserole.

Michael Ungar
Exactly.

Pete Mockaitis
It’s the equation of the household chaos, but much appreciated. So, that’s cool. Well, let’s really get into some of the actionable tidbits with regard to elements of your environment, and how to upgrade and build up those resources. We talked about clothing, we talked about housing, we talked about relationships. Could you maybe kind of lay out the kind of the master checklist and some of the best practices for upgrading those resources so we’ll upgrade our resilience?

Michael Ungar
Yeah, for sure. And I kind of list out 12 in Change Your World but I’m not going to go through all 12 because some of them are hitting here. But, essentially, obviously you need some structure, you want routine in your life, it carries you through periods of crisis. You want accountability. Put yourself in situations where people rely on you even if you’re just accountable to your dog to take them out for a walk. It’s that routine, it’s that sense of purpose in life that’s given to us by our environments.

You’re going to want, of course, relationships. But I always say, you don’t have to be loved, even though it sounds odd, but you do have to matter to somebody, and that’s often the tipping point that you see in studies of resilience. You have to have a powerful identity. There’s got to be something special about you. And, by the way, identity, let’s face it, it’s given to us, it’s not just homegrown in front of the mirror. It’s something that’s reinforced and given to us by others who say, “You are special at this.”

Power and control experiences. You really need that sense of efficacy, that sense that you can make a difference and make decisions that count in your life. What about fair treatment? It’s another that we often overlook. You know, if you’re not being treated fairly, if you hit the glass ceiling, or you’re feeling racially pushed aside, or your ethnicity is being disparaged, all these things accumulate in people’s lives and make it much more difficult to succeed especially when times get tough.

You need your basic needs met, all those kinds of things. You need a sense of your belonging somewhere in your community or your extended family. And, of course, you need things like, finally, yes, you need positive thinking. It does carry you through a tough period as well, but it’s a heck of a lot easier when you see all the other elements of that. And just basic financial. You need enough money and enough physical health to do the things that, frankly, matter to you.

But could I make that a little more concrete? That’s a heck of a list for people to digest, but let me give an example. I was doing some work with one of the worker’s compensation boards, and they were hearing a great story of a fellow who had injured himself on an oil rig. He was right down at the well head, doing really heavy hard labor, you know, paid well, very proud of that identity, a real rough and tumble sort of individual.

And he injured himself and he can never go back into that kind of heavy work. And too often, what we do with workers like that is we direct them into IT jobs, or some sort of a sales job, or something like that. But, very wisely, his case worker got him a job back in the oil patch, but not down in the heavy lifting area. Where he was, he was at the front gate, checking in and out the trucks as the supply trucks and as people came in and out of the yard.

Now, if you think about it, the fellow, he’s changed his identity from the sort of rough and tumble guy at the well head, but he’s still in the same industry. And what’s more is he’s still wearing a hard hat, he has a vest on with the flashy colors and everything else, he’s holding a checklist so he’s in control of things, he’s able to direct people. And when he goes to lunch, he’s still with the same people that he was hanging around with before. And when he’s at the bar, or wherever he goes on Saturday nights, and someone turns and says, “What do you do?” He says, “I’m in the oil industry. I’m in the oil and gas industry,” right?

Now, like, for me, that was an interesting lesson learned, that when you create continuity and you give someone back access to their, in a sense, almost their culture, a sense of purpose, you give them the same uniform, coming back to what we talked about in terms of dress codes and that type of thing, giving him decision-making power, there’s a real sense of power in his job as well, that’s a perfect transition for someone.

And you know what? They’re not going to leave that. They’re not going to experience that injury and then fall into depression and, God forbid, suicide or other kinds of things that sometimes follow when you see people who have gone through these really traumatic injuries on the job. So, when you begin to have this kind of it’s almost like a checklist or a code book, on how to make people more resilient, and as you go through it, we begin to see it. The more of those that you check, as I just did with the sort of the fellow in this hard hat, the more you check, the more likely you are to have success, especially when you hit a really difficult, almost like a time in your life you’re going to stumble.

Pete Mockaitis
Yeah, that makes some really good sense there with regard to keeping a lot of those things right there, identity is still there, relationship still there, a sense of belonging still there, and the relationships, they’re mattering, so accountability into some of the same kinds of folks, so the same structure routine, that’s pretty cool.

So, then, I’d love to get your take then, because that is a good size list, what’s your impression then, maybe specifically the context of professionals who hit some hard times maybe just because, “Oh, dear, I have to work 12 to 15 hours a week, for a few weeks in a row.” That’s exhausting. Or, “Oh, dear, now I’ve got the demands of job plus a sick child,” or, plus a sick parent. So, there’s some sort of plenty of work responsibility and then, suddenly, a whole lot more land. What are some of your top pro tips to get a really good bang for your buck in upgrading a key resource?

Michael Ungar
Well, that’s a great question. Indeed, you do see that problem of the sandwich generation, that’s probably a great example of that. So, if I learned anything from like literally interviewing hundreds of people, all the complex studies that we carry on, on these topics, I keep seeing a pattern of, well, maybe four simple steps that people go through in trying to figure out how to cope with a tough situation.

And, by the way, to be fair, it’s going to change depending on your risk exposure. So, that is probably the one kernel that we often forget. So, if you’ve got all of those supports, all the education, job stability, and a Visa card that’s not maxed out or a credit card that’s not maxed out, right? If you’ve got all that in place, then you can probably get through that situation you just described, right, because you’re going to have the resources, you can hire a nurse for your mother who’s ill, you can get your kid extra tutoring, you can hire a nanny to look after the house when you’re gone.

Like, you’ve got the infrastructure. So, the only thing you have to do, the first thing, I always encourage people, look at your risk exposure. Before you run to the next motivational guru, just ask yourself first, “How many real risks, how many real dangers, how many real threats am I experiencing in my life?” And then don’t expect that things are going to change if you’re under a lot of external stressors.

So, if you’re not under a lot of external stressors, then, frankly, change your mind, change your mindset, encourage more grit. I just listened to Brene Brown talk on her sort of being daring and courageous and these kinds of things. These are all great advice for us—when we have stability in our lives and that we also have some of, basically, we have healthcare, we have resources that allow us to be daring and all those kinds of other stuff.

So, one, get your mindset on. Change your heads. Absolutely, that’s your first strategy. Second strategy is, heck, if that’s still not quite enough, re-exploit the heck out of all the resources around you, right? Ask for help from your spouse, if that person is willing to step up. Demand that they step up. Ask your kids for a little bit of support, right, getting out of the house, or whatever, or helping with granny if she’s ill. Look to the professionals that you can tap in your community. Maybe tap into your savings if you have some. Do whatever you’re going to need. If you need timeout, pay for a vacation at that time. Do whatever it is that’s going to carry you through. Exploit the heck out of all those resources.

But I often find that the people I’m working with often are more stressed than that, that’s why they’re seeing a therapist often, or whatever. So, the third phase is, of course, you’ve got to create new resources, and that gets a little bit more tough. That means you go to work and maybe your boss is a real, whatever words you want to complete that with, that sentence.

Pete Mockaitis
Jerk face.

Michael Ungar
Jerk face, there you go. And maybe you’re going to need new resources. If that’s not a place you can have it, true enough, I often see people, “You don’t have to quit your job,” which I hate. Well, I actually hate when I hear people tell people to quit their job and start over. I hate that advice because I live in an economy that were often quite depressed, and people don’t quit jobs. You’ve got a good job, and you’ve got your mortgage covered, you do not quit that job.

What you do is, if you’re really stressed by your boss in a really toxic emotional environment, you make a lateral move. You say to them, “Is there a special project that I can get reassigned to? Is there a change of hours or shifts that I can do?” to get on to a different shift or a different boss. “Can I do an extra workshop or something to train up on a separate skill? It won’t increase my pay but at least it gets me into a different part of the office building, or something like that.”

So, often it’s about changing the resources around us. People often say, “I don’t have time to exercise.” I say, “Well, actually, change your parking spot. Park farther from your office door, right? Decide where you’re going to park. Take a parking spot, if you’re going to have to pay for a spot, pay for one that’s three blocks away instead of one block away.” Remarkably small efforts like those can actually exploit the environment around you much better.

Find a friend, find a new person, find a new activity that you’re interested in and exploit that activity to network with a new group of people. Each of these, is basically saying, “I can expand my resources.” So, one, change your head, try to get your head on straight, exploit the resources around you. The second strategy, or the third strategy is build more resources if at all possible.

And, unfortunately, the fourth strategy I see with people, and this has to be said, you know, sometimes we’re in such tough situations that we cannot find more resources. In that case, the only thing we can do is change our expectations. And maybe we don’t need suc   h a big house. Maybe we don’t need the second car. Maybe we aren’t going to go in that vacation that we’ve always dreamed of this year. And maybe our child is, frankly, still going to be sick tomorrow, and it’s still going to be a really, really crappy, burdensome life that we’re going to be living for the next foreseeable future. You don’t want to drive yourself crazy with high expectations.

And, in a sense, that brings you back to maybe changing your mindset, but that doesn’t mean that that’s the end of the story. What that often says is that time is often on our side, that new resources, just through the serendipity of life, just the randomness of where we are and where we could move to, and as our child develops, or our parent passes away, if that’s where you’re at in life, what I’ve seen people do is suddenly new doors open and there are, in a sense, new resources that they can, if they’re able to, to pull those resources to them. Because if you have those resources outside of you, Pete, they will change you. And as we are a better resourced, we actually become also, in a sense, more rugged as individuals as well.

Pete Mockaitis
Right. Well, that’s so powerful to think through whatever your situation, and then to be able to go through each of those elements. And I’m thinking real-time about how even working with the challenge and have, you know, two kids that are two years old in the home all of a sudden, then we’re asking for some help for whether someone’s bringing in some food or grandparents are helping out, we’re spending some money, like someone is coming in from time to time to do a little bit of helping with the tidying and the food and the laundry, all the stuff, you know, the bottles upon bottles upon bottles.

And that really has made a cool difference, and then as well as changing the expectations. Like, “Hey, it’s not going to be tidy all the time. It’s a different game we’re in right now. And we’re okay with that.” So, but I’d love to hear, we’ve talked about changing your head. How in practice is that done?

Michael Ungar
Well, it’s often by putting ourselves in environments that compel the change. It’s funny, we often think right there it starts from inside, but actually it can actually start a lot from outside. I’ll give you a couple of funny little examples. A colleague of mine works on what’s called physical literacy, and he tries to get kids to move more, which is, “Oh, my gosh, we’re worried about that all the time as parents.” Two-year-olds move a lot. You’re not there yet, are you? But eventually they slow down, and then you want them to move more.

And this fellow, what he does is he went into an elementary school, and he put accelerometers on kids to see how much they’re moving and how fast they were moving. And then what he did was he went back on the weekend after he had his baseline measurements, and he painted hop scotches in the hallways of the elementary school.

Next week, he measured the kids again. Guess what? They were moving more and they were moving faster accumulatively. Now, it’s a silly little experiment perhaps, but if you see this as a pattern, we know that certain environments induce us or nudge us, if you like that word as well, towards different sets of behaviors to change. And they, in a sense, change our thinking about exercise, about movement. So, that’s why people get a dog. I mean, it’s a great external change. It not only makes us feel like we matter, it not only introduces structure and routine and accountability, it also involves us by compulsion. We must take the dog out for a walk. We’re literally outdoors more, hopefully, and in a sense moving.

So, these external elements can actually change our experience. And I have another sort of a funny example. Recently, we were in our neighborhood, we have a fairly good set of neighbors, but partly that’s because we’ve owned a house in the same space for a little while. And the other day, we were having a lot of family over for a turkey dinner, and the turkey didn’t de-thaw. I don’t know if you’ve ever lived this kind of weirdness, and it was just a too big a bird and it didn’t do what it was supposed to do in the fridge and it just wasn’t ready to be cooked when it was supposed to be ready to be cooked.

So, my partner goes scrambles all around the town and finds a couple of other turkeys that are fresh ones that we can cook up and feed everybody. But, meanwhile, we have this turkey that’s now half de-thawed that you can’t do anything with. So, what we do is we put our call out. I don’t know if you’ve ever heard the story of the stone soup. You know, the guy shows up in a city, town, and says, “I can make a soup from a stone.” He just gets every single person in the town to contribute one little ingredient to the pot of water and, suddenly, he has a beautiful soup.

So, we put out a call to our neighbors, we said, “You know, we have a turkey but we don’t have a turkey dinner. And we need potatoes, we need vegetables, we need stuffing, we need gravy, we need this and that.” And, suddenly, basically, two days later we held a massive party, impromptu, in our kitchen that brought in 30 people, well, 30 of our neighbors.

And the reason I’m sort of saying that is there’s a part of me floating above that whole experience going, “You know, if you want to talk about combatting loneliness, if you want to talk about feeling connected and knowing that you have people in your corner, it’s not always about deep heart-to-heart thoughts, or great emotional moments.” It’s sometimes about simply saying, “Join me in a turkey dinner because I have a big bird that I can’t eat and, frankly, I need a little bit of help doing something like this.”

So, I’m always kind of amazed that we can change our emotional moods, we can change our physical behaviors through external environments. And I think we do this in the workplace all the time as well, right? I don’t know if you’ve ever met somebody like this but one of the best examples that I’ve ever encountered, and it’s so mundane it’s silly, but I’ve met people who don’t necessarily find much meaning in their workplace, but they’re the birthday person on the job.

And I’m not sure if you’ve ever worked in a place where there’s the birthday person. You know, the person who remembers everyone else’s birthday to make sure that there’s a cake, cakes and the cards and stuff? And if you actually sort of look at what’s going on, they have found an identity, a role, a way of building community, a sense of purpose and place. It has absolutely nothing to do with whether or not they’re processing claims for whatever, right? It’s a completely, in a sense, an action that reminds them, that changes their mood. It’s a small act that, evidently, they have to be motivated to do, but it kind of reflects back to them and changes who they are.

Pete Mockaitis
That’s really cool. I really like the turkey story and it reminds me of a time when we had too much beer in the keg.

Michael Ungar
Yes.

Pete Mockaitis
I was like 23 years old, and it’s like, “What are you going to do with all this extra beer?” So, we like made little flyers and slipped them under everyone’s door in the apartment building, and we did. We had a bundle of random folk from across the apartment building finishing up the keg. And it was fun, we got to know these neighbors, like folks we never met before, like, “Well, I’ll show up for some free beer. Sure.”

Michael Ungar
I love it. And, yeah, the difference between being maybe 23 and 43, or maybe not. Somehow, I tried to play that actually.

Pete Mockaitis
Right in the middle now it’s like, “What was going to be my thing? Is it a turkey? Is it a keg?” I’m sure we’ll figure it out, but this is good food for thought saying podcaster pun. Well, tell me, Michael, any final thoughts about boosting resilience before we shift gears to talk about some of your favorite things?

Michael Ungar
Well, probably the best part of this is really, if I could, just the research is really clear, right? It’s the external things that make us a mess, that causes the trauma. It would make sense that it’s also the external things that are going to heal us. I just don’t understand why when we talk about the external things, there’s these wonderful studies out of the US called the Adverse Childhood Experience Studies where they’ve identified 10 things that are really going to mess you up as an adult. If you have those things happen as a kid, like abuse, and a parent goes to jail, and a parent with a mental illness or an addiction, or even a divorce or separation of parents, all these things have long-term health implications for you when you’re an adult. And that’s what the Adverse Childhood Experience Studies show.

But they’re all preventable, right? These are all preventable things through good social policy, through good healthcare, good access to resources. We can prevent families and children from experiencing these awful things, which kind of, if you flip the coin here, it would make sense that if you also gave children, well, beneficial childhood experiences, you would also decrease heart disease and depression in adulthood. You decrease all the illnesses that are now associated with those negative things as kids.

So, for me, as much as I’m both a clinician and a scientist and a father and a neighbor, there’s such a robust evidence that says to me, “Be resourced, not just rugged, and you’ll stop blaming yourself for these problems.”

Pete Mockaitis
Now, Michael, could you share a favorite quote, something you find inspiring?

Michael Ungar
Well, I would still say something along the lines of it’s easier to change the world around you than yourself. I mean, that’s sort of the mantra that I just keep going with over and over again. Or, maybe even better, Joni Mitchell, “You don’t know what you’ve got till it’s gone,” which is sort of a rift on the same idea, right? Once you have it, you don’t kind of acknowledge it, you don’t sort of see it, but, boy, once it’s gone, you know it.

Pete Mockaitis
And how about a favorite study or bit of research?

Michael Ungar
Probably the Adverse Childhood Experience Studies which I just talked about, or there’s been some wonderful stuff, sort of the neighborhood studies out of Chicago that were done decades ago. Certainly, it showed up much the same, you know, people’s need for stable housing. Or, a recent study up in Alaska by Shauna BurnSilver. Her colleagues had showed, you know, people’s nutrition and health has very little to do with the food supply, and a whole lot to do with, say, she’s talking about like a hunting in a more sort of hunting societies.

A lot of it has to do with how bountiful the game is, and much more about how the communities share what they have, which kind of speaks again to we’re a lot stronger together and through cultural practices and how we see ourselves as contributing to the welfare of others.

Pete Mockaitis
And how about a favorite book?

Michael Ungar
That’s tough. I love fiction but I also like sort of the non-fiction realm. If readers haven’t come across Chris Hadfield’s Astronaut’s Guide to Life on Earth definitely a great read. He was the commander of the Space Station and the guy who did all the musical performances up there and some great photography as well. And he just kind of basically brings it home. He says there was a lot he learned as an astronaut, but there’s a lot of great lessons about how to cooperate in a team, and how to work together with others. And I think Chris definitely has a great perspective on life.

Pete Mockaitis
And how about a favorite tool, something that helps you be awesome at your job?

Michael Ungar
I’d have to say, I know it’s going to, maybe it’s funny, but actually the tool is part of my family. It’s actually what happens in the prep to get to the job. On the job site, it’s probably just finding a common mission. There’s something, a principle called collective impact. If people ever tripped to cross that idea of that you get people on the same agenda, you feel like you’re all collaborating.

I work a lot in international teams where we’re spending a lot of time communicating over the web. And I find that when you have a common mission statement, that’s really great, but it’s even better when your family is interested in what you’re doing, and it kind of reinforces it.

Pete Mockaitis
And how about a favorite habit?

Michael Ungar
Oh, definitely coffee shop hanging out watching people. Whenever I’m too burnt out or just tired and whatever, especially, I travel a great deal, I find it’s the coffee shop, it’s that hunt of a local, not a chain, but sort of a local kind of hip place to hang out and just watch people, and just that centering space of the routine, of doing the same thing, or having the same kind of drink anywhere in the world. It almost transports you home. It almost just reminds you sort of what life is about, I guess, for that particular moment.

Pete Mockaitis
And if folks want to learn more or get in touch, where would you point them?

Michael Ungar
Well, they can check out my website, it’s michaelungar.com. Of course, it has all the links, and the books, and stuff if you want to read a bit more. “Change Your World” is coming out. Hopefully, it’ll inspire some ideas as well. And if they’re really into more research side, the website is resilienceresearch.org and that’s our big research center that we run.

Pete Mockaitis
And do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Michael Ungar
Oh, man. Just, yeah, focus a little bit less on blaming yourself and trying to be rugged, and just think about putting around yourself, enveloping yourself with the resources that are going to bring out your best. And just let it follow, just let your mindset be changed by the environment around you so that people will notice you. Situations will make you feel good about yourself. Your success will sort of elevate your identity and your sense of power and control. These things can all be done through the external cues to you as opposed to, you know, I know it’s so much work.

Frankly, it’s exhausting, exhausting to try and get the world, to try and just change ourselves and then go, day after day, back into a toxic environment. And I think that is such a formula for depression and other diseases or mental health problems, versus just shifting ourselves a little bit into environments that reward us. And, frankly, if work ain’t cutting it, then find that elsewhere. Volunteer. There’s a jazz festival that comes to where I live every summer. I see people volunteering at that. I also see people volunteering as coaches in the little league. You know, there’s endless opportunities to give back and feel like, frankly, you have meaning to others. And, frankly, that’s what resilience is all about. I see it over and over again.

Pete Mockaitis
Well, Michael, thanks for sharing the good word, and good luck with your book “Change Your World” and all your adventures.

Michael Ungar
Well, thanks. And all the best to you and your young family. What an adventure that is.

393: Freeing Up Extra Time Through Optimizing, Automating, and Outsourcing with Ari Meisel

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Ari Meisel says: "If you make something 20 seconds easier or 20 seconds harder, you can make or break a habit."

Ari Meisel breaks down his secrets to greater productivity…from virtual assistants, to the best productivity apps, to easier ways to make decisions.

You’ll Learn:

  1. How working at your peak time makes you many times more effective
  2. The power of the 20-second rule
  3. Why you should consider using virtual assistants

About Ari

Ari is the best-selling author of “The Art of Less Doing“, and “The Replaceable Founder.” He is a self-described Overwhelmologist whose insights into personal and professional productivity have earned him the title, “The Guru’s Guru.” He can be heard on the award-winning Less Doing Podcast, on international stages speaking to thought leaders and influencers, and for those who prefer the written word, Ari’s blog posts on Medium offer immediate and actionable advice for entrepreneurs seeking replaceability.

Items Mentioned in this Show:

Ari Meisel Interview Transcript

Pete Mockaitis
Ari, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Ari Meisel
Well, thank you for having me Pete. It’s good to talk to you again.

Pete Mockaitis
Oh yeah. Well, I think we’re going to get into so much good stuff. I am all about less doing. But first I want to get your take on what’s the story behind you being on the cover of a Rage Against the Machine album?

Ari Meisel
Yeah, it’s the 20th anniversary of that. It’s funny. It’s been coming up a lot lately. The Evil Empire album from Rage Against the Machine, I was 11 years old and Mel Ramos, who is a famous artist and was a friend of my father’s, who’s an art dealer, made that painting for me as a birthday present when I was 11.

The band saw it a few years later in one of his books and they just liked it. They used it for their cover. I never met the band. I was never a fan of the band. I had a billboard of my face in Times Square when I was 15 years old.

Pete Mockaitis
Well, check you out. Well, and your fame has grown since then.

Ari Meisel
Yes, totally. I think it all stems back to that very moment.

Pete Mockaitis
Well, starting early, that’s good. Can you give us a little bit of a quick background on your company, Less Doing? What are you all about?

Ari Meisel
I empower entrepreneurs to become more replaceable. That’s what I do. That means a lot of different things to a lot of different people, but the ones that get excited by that are the ones that I usually do the best with. Essentially we’re teaching people how to optimize, automate and outsource everything in their business in order to be more effective. We do that through a number of systems that we teach and processes and methods, but essentially we teach people to be more effective.

Pete Mockaitis
Well, we love effectiveness here. Most of our listeners are not entrepreneurs, but I definitely thing that there are some applicable tidbits. Now, you unpack a number of these in your book called The Art of Less Doing. Is there a unique spin that the book takes?

Ari Meisel
Yeah. Originally when I got into this sort of world, the focus was on individual productivity for the most part. I was helping individuals be as effective as possible. Over the last several years, this has developed into much more of a business methodology for growing faster with less pain basically. The Replaceable Founder really takes that framework of optimize, automate, outsource and applies it to businesses.

The goal is to make people replaceable. The reason we do that is so they can have more focus, freedom and flexibility. The way that we do that is through looking at the way that they communicate, the way that they manage and execute processes, and the way that they have their project management system set up.

Pete Mockaitis
Interesting. I like your alliteration here. You’ve also got the three D’s. What are those?

Ari Meisel
That’s for email and decision making in general, which is to deal with it, delete it or defer it.

Pete Mockaitis
Yeah. Well, tell us, how do we navigate? When is it best to choose to do versus to delegate, to defer?

Ari Meisel
We use email to teach the concept, but it’s not about email. The email problem for most people is not an actual email problem, it’s a decision-making problem. The first thing here is to understand that the three of them are there because those are the only three choices that you should have to make.

Most people treat not just email but decisions in general as if it’s a unique opportunity to make a thousand different decisions every time. It’s not.

If you limit yourself in your choices to three, then you can say deleting is saying no, dealing with it means you can deal with it right now, which could include delegating it, so you get in that sort of habit as well. Then the third D is for deferral, which is the most interesting because that’s really taking into account how you use your time and when you’re best at different things.

Every one of us has a different time and sometimes place where we do different kinds of activities better, such as podcast interviews for example. You would not have gotten this energy from me a couple hours ago, which is why I try not to schedule a podcast interviews before noon my time. It’s something I’ve learned about myself.

Not to mention that my peak time, which is a period when any one of us is 2 to 100 times more effective than any other time of the day, that peak time for me is usually between ten and noon. I can’t do creative work before eight o’clock at night because there’s just too much going on in my head and I can’t write or be really creative.

Knowing that is really powerful because you can make an active decision. You’re not procrastinating; you’re saying, “No, I’m going to do this more effectively at this time, so that’s when I want to look at it.”

Pete Mockaitis
I really like that. We had Dr. Michael Breus on the show talked about the power of when and just some fascinating stuff associated with circadian rhythms and there’s actual biochemical things going on in your body at somewhat predictable regular times that point you to different states that let you be excellent at different sorts of tasks. Can you lay it on us again? What are your times and what are the capabilities you find you have uniquely available at those times?

Ari Meisel
Again, for me, the peak time for me is ten to noon.

Pete Mockaitis
When you say peak, you just mean, “I am unstoppably energetic,” or what’s peak mean for you?

Ari Meisel
The research basically says that for every person it’s different. There’s a time of the day that’s usually 90 minutes and you are 2 to 100 times more effective in that period. What they mean when they talk about effectiveness in that situation is that you’re most able to easily drop into a flow state.

Flow state for most people, that generally equates to a dilation of time. If you’ve ever found yourself in an activity where it felt like minutes had gone by, but it was an hour or two, that’s a flow state. We want that because our brain is just firing on all synapses in that moment.

My peak time is between ten and noon. In theory, I should be using that time for my highest and best use, which in my case is usually coming up with content or really interesting problem solving for whatever the problem might be.

Now, I know that I’m not good on the phone or podcasts before noon. That’s just something I’ve learned about myself. It’s not because I’m not a morning person, but maybe it just takes me a little while to sort of get in that mood or that mode.

Creatively, I can’t do creative work before eight o’clock at night because there’s a lot going on in my house first of all, but also we tend to be more creative when we’re tired because we’re less likely to sort of shoot down the bad ideas and things can flow a little more freely. But it’s different for every person. Some people, their peak time could be five in the morning. I’ve seen that. Some people it’s eleven o’clock at night and that’s when they do their best, best, best.

We all work out at different times or we should. We eat at different times. A lot of that you can see in Dr. Breus’s work. He’s been on my podcast three times because he’s so awesome. A lot of people think, “Oh, that’s interesting.” But you really can dial it in and use that timing to your advantage.

Pete Mockaitis
Oh, I’m right with you there. The peak then is you’re most likely to drop into a flow state. The creativity is a different animal than the peak?

Ari Meisel
Right, right, absolutely.

Pete Mockaitis
Okay, very good. That’s nice. I guess we’re already digging into a little bit. You talk about optimizing, automating, and outsourcing. One of the components of optimizing is knowing thyself. We’re already talking about some knowing thyself in terms of the times that you’re best for different sorts of activities. Are there any other key parameters you really recommend folks zero in on knowing thyself/themselves well?

Ari Meisel
Sleep I think is another one too. Not everybody needs to sleep eight hours a night in one block. Many people should, but not everybody needs to. That’s not the optimal thing for everybody.

In fact if you look back at old research, well even new research now, the natural pattern of human sleep seemed to be these sort of two different bulk sleeps, where you got this core amount of sleep, then you’d wake up for a little while in the middle of the night and do things, and then go back to sleep for what was then became known as beauty sleep.

Understanding that just because the rest of your team or your environment or your friends or family, whatever, might be on a nine to five work schedule and a ten to six or ten to seven sleep schedule, it doesn’t mean that that’s what you should be doing.

Pete Mockaitis
That’s great, so get clear on your real sleep needs and what’s optimal for you and not just sort of caving to the norms around you.

Ari Meisel
It’s so individual. It’s so, so individual. That’s the big thing. Understand that you can figure it out.

Pete Mockaitis
Okay, very good. Any other knowing thyself things to know?

Ari Meisel
I think a lot of people are just generally unaware of how they use their time and their space and their resources and their money and everything. There’s usually a huge benefit in just tracking sort of anything that we do. You can track things like with RescueTime, you can track how you’re using your computer or your Apple watch and see how you’re moving around or not. That kind of information can be very powerful if you just take the data that you’re producing all day every day and actually look at it.

Pete Mockaitis
Well, could you give us an example of let’s say Apple watch or Fitbit, you’re looking at your steps or movement data and how that can inform a useful decision?

Ari Meisel
One thing I would say is just challenging what you might inherently think you know about yourself. There’s so many people – there’s a lot of people who when they use these tools, they can guess the number of steps they’ve taken in the day and they’re probably pretty accurate.

Most people before they do that kind of thing are very – they’re usually pretty off. Somebody might think that they were on their feet for ten hours; it turns out they were only on their feet for two hours. Or they think that they walked five miles, but they didn’t even walk a mile.

That in itself, being aware of the unawareness I think is huge and the discrepancies because once you get into this and you sort of get to know your body and you sort of inherently understand these things a little bit better. We can make better decisions or we can even understand when we shouldn’t be making decisions because if we’re tired or not in a good place to mentally do things, a lot of people just sort of power through it and then make bad choices. Then those sort of build on each other.

Pete Mockaitis
That’s true. Can you recall a particular bad choice you made when you were tired or poorly resourced?

Ari Meisel
I mean a lot of it usually comes out with my wife and arguments that I wouldn’t normally have. But there – it’s funny actually. I think about a month ago my wife and I had a fairly aggressive argument. It was so out of the norm that she actually stopped and she’s like, “You’re acting like one of the children right now. You should go take a nap.” I can usually operate on pretty low amount of sleep, but this was a bad few days for some reason. I stopped and I realized I was acting like a toddler.

Pete Mockaitis
Yeah. That’s well said. Cool, that’s a little bit about knowing thyself. Can you dig into a bit of the concept of the external brain? What is it and how should we tap into that power?

Ari Meisel
For the external brain is the idea that we really can’t use our brains the way that we think we can. The human brain is really, really bad at holding onto information. It’s great at coming up with it, but really not so good at keeping it. We try to use working memory for something that it really isn’t, which is long-term storage.

If we have systems in place – and when I say systems it’s important because a lot of people have tools or methods maybe or gadgets, but a lot of people lack systems. If you have a system in place to actually track your ideas, capture your ideas and put them in a place where not only you can save them, but actually act on them later, that makes life a lot less stressful and a lot more effective.

Pete Mockaitis
Oh yeah, I’m so with you there. I’m thinking back to David Allen, episode 15 here for us. He said it very well, I might not get it perfect, but says, “Your brain is for having ideas not for holding them or for remembering them.”

Ari Meisel
Right.

Pete Mockaitis
That’s been so huge for me is getting it out of my head and elsewhere. Personally, I love OmniFocus for the actionable things. Someone said, “Oh, this is a great restaurant,” “This is a great podcast.” “You should check out this church,” or place to go. I was like, “Oh cool. I will.”

It’s sort of like all those rich little life ideas don’t float away. They land somewhere and they can be acted upon in sometimes a year plus later, like, “Oh, I am going to watch that movie someone recommended a year ago. I’m so glad I had that recommendation ready to be accessed.” I dig OmniFocus for that and Evernote for more words basically in terms of maybe paragraphs plus. What do you dig for your external brain?

Ari Meisel
Trello.

Pete Mockaitis
Trello?

Ari Meisel
Yeah, I use Trello. I was a really big Evernote user for a long time, but I sort of fell away from it because with Trello it’s more speaking to that idea of having a system. I might capture things all day long from various sources, whether it’s a voice note to my Amazon Echo device or to Siri or a picture of something or a screenshot or I’ll forward an email, and they all go to one place. They all go to one list in Trello as an individual card, each one.

Then at the end of the day, it’s one of my sort of nightly routines is I look at that list and I can sort those ideas into various places. One might be for someone on my team to deal with, one might be for my wife to look at, one might be for me to read later, whatever it might be. But that sorting process is very important to me. You can’t really do that in something like Evernote. With Trello you have that sort of visual idea, like moving things around. It feels very congruent for me.

Pete Mockaitis
Well, that’s intriguing. Can you unpack for us the categories? They start by getting dumped into a singular kind of inbox, collection bin. They then go to, “Hey, read this later.” They go to teammate or wife or another person. What are the other kind of categories that it might fall into?

Ari Meisel
Let me think. It could be assigned to a virtual assistant. That’s certainly one. It could be something that I want to talk about in one of my webinars. That would be like, I do a tech talk Tuesday webinar, so it could go to that. There’s not too many. That’s the thing is you don’t want to have too many different options.

Pete Mockaitis
Well, then I’m wondering over time I imagine, if you’re anything like me, you have way more ideas that you’re excited about than you can take action upon. Let’s talk about some of the automate components, the decision matrix. What is that and in particular how might you apply it to, “Hey, do I do this or do I not do this?”

Ari Meisel
Well, that decision matrix is the three D’s. Saying no, for example, there’s just a lot more things that we should say no to. If anything, for some people it needs to be the default is to say no. If it’s not a heck yes, then it’s a heck no kind of a thing.

Pete Mockaitis
Thank you for the children who listen to the show.

Ari Meisel
Yeah, right. That’s one thing. Dealing with it means you can deal with it right now like in the next three minutes. If you can’t – and in dealing with it right now, that could include delegating it – but if you can’t do that right now, and you can’t say no, then you have to defer it. At that point you pick a more optimal time for you to do it. That’s the point of it is you don’t have to put too much thought into what, when and why.

Pete Mockaitis
I’m curious to hear then when it comes to the heck yes and heck no, it sounds like that’s kind of a visceral your whole person is resonating with something is what lands you at a heck yes or do you have a more systematic approach by which you are determining “Yes, I shall pursue that and no, I shall not pursue the other thing?”

Ari Meisel
One is just understanding your resources, knowing if something is even possible, which part of that comes honestly from having that clarity of thought that comes from having a system like this. It sounds very circular, but it’s true. That’s the big one.

But the other one is also having the places to sort of delegate into that can possibly deal with it. What I mean by that is I have a number of virtual assistants. I have people on my team that I might think it’s a yes, but I have a system in place to sort of send it over to one of them to then validate that idea or at least move it a little bit farther down the field.

Pete Mockaitis
Okay, understood. You’ve also got a concept called set it and forget it. How does that work? Is this an infomercial?

Ari Meisel
Yeah. That’s how I think through automation. Automation to me should be something that we just sort of set up and then it just runs in the background and we just don’t have to think about it anymore. That could be simple things like a trigger through an IFTTT, for example, that if something happens here, then do something else over here. Or a process that is in place that people can go through a very detailed checklist, but it’s still that – that’s how you should be thinking about automation.

It’s not something that you should have to monitor or watch. I forgot who it is actually, but somebody, a friend of mine describes automation is just something that means he doesn’t have to do it.

Pete Mockaitis
Yeah, automation means I don’t have to do it, which is great because in a way, that expands your mindset or how you’re looking at it beyond that of software, robots. Automation can very much include people, people engaging processes, which include a high or low-tech application there. If you don’t have to do it, then that means it’s been automated as far as you’re concerned.

Ari Meisel
Right, exactly.

Pete Mockaitis
I dig it. Well, you mentioned IFTT, if this, then that. It’s so funny I’ve looked at this app several times and thinking, that’s just cool. I’m sure I could probably find some use for it and yet I haven’t. Tell me, what are the most game changingly useful things you’re using IFTT for?

Ari Meisel
First of all, any time you find yourself in a situation where you say ‘every,’ so like every time this happens, every time a customer signs up, every time I book a podcast or video, every time I record an interview, every time I send a Tweet, every time I hire or fire someone, that ‘every’ should be a trigger to think about automation because typically that should mean it’s something that’s repetitive.

That’s one way of thinking through it. All those things that we do on a regular basis, on a repetitive basis, those are things that should be automated. I’ve automated hiring processes, content dissemination, even using machine learning to segment out potential customers from people on my email list. All of those things can be done with automations.

But at a really simple level, if you want to look at the things that you know you should be doing, but not you’re not doing them, that’s a great case for automation, like, “I’m on Facebook and I know I should be on Twitter and Instagram, but I’m not.” Okay, well you can automatically at the very least post all the things you put on one place into all the others.

I know that I should have consistencies so that if I change my Facebook profile picture, I should probably change my Twitter one as well. But those are the kinds of things most people are just like, “Ah, I’m busy so I’ll just let that one go for now.” A lot of those things where you should be doing them and you’re not, you can pick up the slack with automation.

Pete Mockaitis
When you say things you should be doing, I think one of the first things that leap to mind could be exercise, meditation, and sort of things that are boosting your effectiveness across the board. You talked a bit about attaching a new habit to an existing one, how does this work?

Ari Meisel
There are a lot of people who are way better about habits than I am. My friend James Clear, who wrote Atomic Habits, is one of the better ones to be honest.

But if we have a good habit in place already, like most of us probably brush our teeth, then you – and you want to bring in a new habit, then you can associate it with the existing habit. That’s like an anchoring effect. It just makes it a lot easier to implement that habit.

The other thing that I like is generally if you make something 20 seconds easier or 20 seconds harder, you can make or break a habit that way as well. The most obvious example of that is if you want to drink more water throughout the day, have a big thing of water at your desk, you don’t have to get up and go get water. If you don’t want to eat cookies, don’t have cookies in your house.

Pete Mockaitis
That’s nice, so 20 seconds easier or 20 seconds harder can make or break it. Well, then I’m wondering then if there’s a threshold number of seconds that’s like beyond that, “Ah, it’s just too much,” like “If it’s 35 seconds, okay, okay, fine, but if it’s 55, forget about it. Ain’t going to happen.”

Ari Meisel
Yeah, all the research I’ve seen is around 20 seconds.

Pete Mockaitis
Okay. Good. That’s helpful. Okay, cool. That’s a bit about the automation side.

Now let’s talk about the outsourcing. You mentioned virtual assistants a number of times. Most of our listeners are employees and not entrepreneurs or business owners, but I can tell you that when I was an employee, I used virtual assistants to great effect. Can you unpack a little behind this? Virtual assistants, what are they really, really good for and where do people go wrong when they try to make good use of them?

Ari Meisel
Even in your personal life you should be using virtual assistants because it allows you to focus on what you do best and delegate the rest as has been said before. I use the VAs for over 100 hours a week in my personal life with my four kids and booking travel for me and my family and signing up for after school things and insurance.

You have to understand the return on investment there is not necessarily something that you’re going to be able to directly measure in dollars. It’s just going to make your life better.

The biggest problem with outsourcing in general is if people try to do it as a first step and they can’t. If you take an ineffective problem and you just hand it over to somebody else who has less information, less context than you and expect some magical result, it’s just not going to happen. You have to start with the optimizing first, then the automating, then you can get to the outsourcing.

Because also if you give work to a human being that an automation could do, then you’re effectively dehumanizing them, which doesn’t work either. We have to get better at communicating what our needs are. A lot of that comes from going through and creating an optimized process to begin with.

Pete Mockaitis
That’s a great point in terms of “I don’t like this. You handle it,” often doesn’t give you some great results on the other side.

Tell me a little bit when you talk about that optimization, what I found is some of the hardest thinking that I do, which has been just tremendously rewarding in terms of the return has been how do I take this gut feel type decision and turn that almost into an algorithm that we can use to determine – to get pretty far.

For example, I get tons of incoming podcast guest pitches. It’s like, “Oh my gosh.” One by one by one, I was sort of looking at them is like this is nuts, but every once in a while there were some really amazing people who came in. I thought “Well, I can’t just ignore them all.”

I really had to stop and think. It’s like, I want guests who are relevant, who are authorities, and who are engaging. Now, what exactly do I mean by relevant? What exactly do I mean by authoritative? How would I assess or measure or evaluate that? What exactly do I mean by engaging? Now, I can have that – it just goes in terms of the pitch lands and someone evaluates it per all my parameters and then I only look at a small set of finalists.

That’s been huge for me. Is there a particular way that you think about turning things from, “Okay, I can handle this,” until it’s so darn clear that someone else can handle it repeatedly?

Ari Meisel
Delegation is a muscle. You need to practice it and do it and it becomes a lot more natural. It’s not necessarily even so much that there’s an algorithm. But if you say there’s only three choices in these situations and that’s it. There’s only three choices. You sort of create innovation by artificially restricting your options.

Pete Mockaitis
All right, I dig. Can you give us an example of that in practice?

Ari Meisel
I mean, that’s one, the three options. If you say there’s 20 different things you could do, but you say, no, you only have three options. That’s a good one.

For me, if you artificially restrict time. A lot of people say “There’s no time in the day. There’s no time in the day.” It’s just not true. It’s just that priorities are messed up and people don’t have good systems.

If I told somebody that works a nine to five job what would you do if you could only work till four, you had to leave at four? For most people that’s pretty straightforward. That’s a fairly easy way to think through it. “Oh, I would skip lunch,” or “I’d take one less meeting,” or something.

But if you say to the same person, “What would you do if you could only work an hour a day?” that’s a very different question. That creates a whole different – you need a totally different way of thinking to make that work.

Pete Mockaitis
Yeah. You’re already getting the wheels turning for me. It’s like, “Well, I would have to figure out how to have other people do the things that I’m no longer doing,” is what I would do with that hour, kind of like wishing for more wishes, if you will.

Ari Meisel
Yeah, right.

Pete Mockaitis
That’s good. When it comes to these virtual assistants, boy, how does someone find them? Where would you recommend they go, they research, they explore? What are some first steps there?

Ari Meisel
I’ve worked with over 20 different virtual assistant companies over the years, including owning one myself. In that time my favorite one is a company called Magic. People can go to Less.do/Magic to get connected with them. There’s a reason for that. There’s dedicated assistants, which I think create just another bottleneck that you give to somebody else. Then this is what’s more of an on demand model.

Magic has 15 people. Half of them are in the States. Half of them are in the Philippines. They work seamlessly as like one giant entity that really knows your preferences, understands what you need, and their response time is about 30 seconds 24/7. They can do all the different things. They charge I think it’s like 51 cents per minute or something like that.

Pete Mockaitis
Okay. That’s cool. I’ve seen ads for Magic, but I’m like, okay, well, I’ve used a lot myself. Are they any good? It sounds like you’ve been around the block. You say, “Oh yes, Pete. They are legit.”

Ari Meisel
Oh yes, Pete. They are ….

Pete Mockaitis
That’s valuable information. One of my favorite places I’ve gone to is OnlineJobs.ph, which is for hiring people in the Philippines, but you’re going to significantly more work upfront in order to select that winner. That is a bit of work, but I found that on the backend it’s oh so rewarding when you have those champions.

Ari Meisel
Right, yeah. Absolutely.

Pete Mockaitis
Cool. You also talk about outsourcing your outsourcing. What does this mean?

Ari Meisel
I’ve had Magic manage other outsource reliers. In outsourcing we generally have the generalist and we have specialist. Generalist would be the admin sort of VA. The specialist is more like the graphic designers and the programmers and stuff like that. I’ve had Magic manage them in some cases, so then I’m not even having to deal with them. I can have sort of one point of contact.

Pete Mockaitis
That’s cool. That’s cool. Well, Ari, tell me, anything else you really want to make sure to mention before we shift gears and hear about some of your favorite things?

Ari Meisel
No, that’s the main thing. We have a couple different programs that we offer. We have something called a Replaceable Founder, which is a really great online course and now a one-day intensive workshop that we actually offer here in New York City. That’s something that I would recommend people checking out at Replaceable.fr.

Pete Mockaitis
Cool. All right. Now could you share with us a favorite quote, something you find inspiring?

Ari Meisel
Yeah, I sure can. I just have to pull this up. Too long, but it’s long enough that I can’t remember it. It’s a Robert Heinlein quote, if you’ve heard of Robert Heinlein.

Pete Mockaitis
I think I see his name in text in my mind’s eye, but I don’t recall anything more.

Ari Meisel
He wrote Tunnel in the Sky. He wrote some of the – he was sort of an Isaac Asimov contemporary.

But anyway, he said, “A human being should be able to change a diaper, plan an invasion, butcher a hog, con a ship, design a building, write a sonnet, balance accounts, build a wall, set a bone, comfort the dying, take orders, give orders, cooperate, act alone, solve equations, analyze a new problem, pitch manure, program a computer, cook a tasty meal, fight efficiently, die gallantly. Specialization is for insects.”

Pete Mockaitis
All right, thank you. How about a favorite study or experiment or bit of research?

Ari Meisel
Oh, that’s a good one. The Zeigarnik Effect probably. Bluma Zeigarnik in the 1920s in Berlin was a Russian doctoral student. She discovered this part of the brain that not only pushes us to complete the uncompleted, so it’s like the voice in our heads that pushes us to complete the uncompleted, but it’s also where we sort of process open-ended information.

Pete Mockaitis
So we know that that part of the brain exists. Are there any kind of key implications for how we live our lives differently knowing that?

Ari Meisel
Yeah. Yeah, it’s a really important understanding for us because we actually are more able to recall that kind of information than in any other setting.

Pete Mockaitis
That’s cool. Thank you. How about a favorite book?

Ari Meisel
My favorite book ever is Emergency by Neil Strauss.

Pete Mockaitis
That’s fun. How about a favorite tool, something that helps you be awesome at your job?

Ari Meisel
Favorite tool. That would be Trello, really Trello.

Pete Mockaitis
All right. And a favorite habit?

Ari Meisel
Favorite habit. My nightly sort of brain dump, sorting of ideas that I do in Trello. It’s huge for me.

Pete Mockaitis
Is there a particular nugget you share that really seems to connect and resonate with your folks, that gets them nodding their heads and retweeting and telling you how brilliant you are?

Ari Meisel
Well, I hope so. I think just this concept of being replaceable. It opens up a lot of ideas and philosophies and emotions for some people to understand that that’s a really good thing. It’s not just about replacing yourself in terms of the functions that you do and bringing other people to do them and empowering them, it’s also about re-placing you to the sort of glory and comfort and happiness that you once had.

Pete Mockaitis
Oh, that’s clever. Re-placing, to place again yourself.

Ari Meisel
That’s right.

Pete Mockaitis
That’s profound. Thank you.

Ari Meisel
Thank you. There we go.

Pete Mockaitis
If folks want to learn more or get in touch, where would you point them?

Ari Meisel
They should go to LessDoing.com. We’ve got this really cool little free mini course that people can go through. That’s a bunch of videos. Actually, if they go to Less.do/Foundations, they can get into that.

Pete Mockaitis
Do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Ari Meisel
Seek replaceability in everything that you do. If you can’t be replaced, you can’t be promoted.

Pete Mockaitis
Beautiful. Well Ari, this has been a real treat. Thank you for taking the time and good luck in all you’re up to.

Ari Meisel
Thank you.

392: Getting Your Dream Job by Illustrating Your Value with Austin Belcak

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Austin Belcak says: "You should only be taking advice from the people who already have what you want."

Austin Belcak explains how deep research, cold emailing, and solving one of your dream company’s problems upfront accelerates job hunting–while building your skills.

You’ll Learn:

  1. Two common themes to successful job searches
  2. How to do cold outreach that gets responses
  3. Two ways to effectively illustrate your value

About Austin

Austin is the founder of Cultivated Culture where he teaches people how to land jobs they love without connections, without traditional experience, and without applying online.

Austin’s created a community of over 30,000 job seekers who have leveraged his strategies to land jobs at places like Google, Microsoft, Facebook, Apple, Amazon, and more.

Items Mentioned in this Show:

Austin Belcak Interview Transcript

Pete Mockaitis
Austin, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Austin Belcak
Pete, I am so happy to be here. Thank you for having me.

Pete Mockaitis
I think we’re going to have a lot of fun. You talk a lot about the career hunt and how it’s done better, but you’ve got a pretty dramatic story yourself of coming from a pretty miserable place it sounds like in your career to a much better one. Could you tell us the tale?

Austin Belcak
Yeah, absolutely. Just to give some people context around where we’re at now before we rewind. I work full time at Microsoft. I work in sales there on the advertising side of our business in New York City.

But on the side of that full time job, I run a site called CultivatedCulture.com, where I basically teach people to leverage some unconventional strategies to land jobs they love without traditional experience, without prior connections, and without applying online.

I started that about three years ago and since then we’ve grown the community to – there’s about 12,000 people in it now. About 30,000 people have come through the doors total. Many of them have gone on to land jobs at places like Google and Microsoft and Facebook, Apple, Amazon and many, many other industries as well. That’s basically where I am now, but to your point, it has not always been that way.

If we rewind the clock back to high school for me, which is now more years ago than I’d like to admit, I was dead set on being a doctor. I had taken all these classes in high school and biology really resonated with me and chemistry did as well. I thought this would be cool and doctors make a lot of money. They’re well regarded in society. Mom and dad would be happy.

I set my sights on that and I kind of tailored my whole strategy around getting into a college with a good premed track. I sort of made that happen. I ended up at Wake Forest University, which given the grades that I had and their programs, that was a good fit for me.

But I had gone to boarding school for high school and boarding school was awesome. It was a great experience, but it was a bit sheltered in the fact that while we had some freedoms on campus, there wasn’t that same level of exposure that you may get at a regular day high school where you have to drive there and you can go to people’s houses on the weekends and things like that.

I got to Wake Forest and the social scene was I guess we could say much more robust than it was in boarding school.

Pete Mockaitis
You talk about a robust social scene makes me imagine you doing keg stands. I don’t know if that’s what you mean by that, but-

Austin Belcak
That’s exactly what I mean by that, Pete. That’s exactly what happened. The first night literally we moved into the dorms and the first night I remember walking out with my new roommate and a couple of guys we met that day.

This car pulls up in front of us and they’re like, “Hey, you want to go to a party?” Alarm bells going off in your head and your mom’s like, “Austin, don’t talk to strangers. Don’t get into weird cars.” We’re like, “No, that’s fine.” Then we look behind him and there’s just this whole line of cars.

The next guy pulls up and says, “You want to go to a party?” We’re like, “Is this a thing?” They’re like, “Oh yeah, this is what happens.” Basically these cars pull up, you hop in one and they take you to a party. That was kind of the beginning of the end of my medical career as far as being a doctor goes.

Pete Mockaitis
Because you were just partying so much, you weren’t focusing on the grades or what happened exactly at this party?

Austin Belcak
Pretty much. All these freedoms that you never had at home are suddenly available.

That was way more interesting to me than class was, so I immediately failed chemistry my first semester. Then I went ahead and failed French the next semester. I rounded out my freshman year with a 1.99 GPA, which is not great. I don’t know too many med schools these days that are accepting kids with that sort of GPA. My dreams were kind of shattered.

I wasn’t too upset about it, but I kind of had this choice, I could continue to explore and try and find a new passion or I could continue enjoying this new social scene that was exciting and fun. I decided to do that. Basically, that carried me through. I kept my biology major.

That carried me through to junior year when my roommate’s dad, who is an orthopedic surgeon, he kind of plopped an internship in my lap with a medical device sales company. They were a subsidiary of Johnson and Johnson.

I worked there during the summer. They gave me a job offer at the end of the summer. They said, “It’s yours if you want it.” I thought that was awesome because that meant that I could totally slack off senior year and I had my job and I was good to go.

That’s exactly what I did. I didn’t apply anywhere else. I didn’t interview anywhere else. Then I graduated from college and I kind of got slapped in the face.

I hadn’t taken into account anything like cost of living, racked up about 10,000 bucks for the credit card debt in the first three months out of college literally just trying to make ends meet.

Then my boss was just terrible.
Then finally the job itself, I was getting up some days at 2:30 – 3 in the morning to drive two and a half hours to get to the hospital by 6 AM. That really was not super fun.

One day my boss told me in a very condescending fashion, “Maybe you should think about another career.” I actually said, “That’s pretty good advice at this point.”

I assumed that going to a four-year undergraduate college and getting degree would at least get me my foot in the door somewhere. It would give me a chance. Why else did I pay all this money for this degree? I set my sights on technology.

I set my sights on one of these leading tech companies and I applied to them. I got rejected pretty quickly.

I figured I needed to go get some advice. I stopped by my career counselor’s office at Wake Forest. I talked to my parents. I talked to my friends, who had landed jobs. I kind of tried to consolidate all of their advice. The common theme was that I should basically find jobs online, Tweet my resume for them, personalize my resume and my cover letter, apply for them and then kind of cross my fingers and hope that somebody got back to me.

If nobody got back to me, then the next step was to basically rinse and repeat until somebody did. I was told pretty frequently that it was a numbers game, so the more stuff I threw up against the wall, the better chance I had of something sticking and landing that job offer. I continued down that path.

I took a step back and I started applying to companies in the mid-tier startup range and didn’t hear anything from them. I started with early stage startups and didn’t hear anything from them. Then I was applying to companies that just had the word tech somewhere on their site. I still didn’t hear anything from them.

At this point I was really frustrated because I was doing everything I was supposed to do. I just had gotten this quarter of a million dollar education that’s supposed to get me a job. That’s the whole point of it. Here I was with nothing. I was incredibly, incredibly angry, but I didn’t know what else to do.

About that same time I was reaching out to some alumni at Wake and somebody I had a conversation with basically gave me a light bulb moment. They told me that I was taking advice from the wrong people. I thought that was crazy because throughout our lives when we grow up, the people that we look to for advice are our parents and our friends and our teachers and the people that we look up to.

I was like, “I don’t understand. What exactly do you mean?” He said you should only be taking advice from the people who already have what you want.” That really resonated with me because while my parents were successful in their own right and my friends had been successful out of college in their own right, none of them had come out with a terrible GPA and a biology degree and a job in medicine with three months of professional experience, and now I had aspirations to work at Microsoft or Google.

I realized that I needed to go out and find people who had done that and had done it successfully and quickly and who were around my age.

I immediately drove home and I wrote down criteria for my job search or my dream job, rather. Those were – there were four criteria. The first was to be working at a leading company like a Google or a Microsoft or Facebook; to be making over $100,000 a year; to be working in a major city like New York, San Francisco, and LA; and finally, to be doing that all before the age of 26 because I didn’t want to wait until I was 40 for all this to come to fruition.

I took my list of my criteria and I went out on LinkedIn and I found people who matched that criteria as best as I possibly could. I tried to find these young folks who are working at those amazing companies. I looked at their salaries on Glassdoor to make sure that they were in the range. Then I just started reaching out cold. I probably reached out to about 50 or 60 people. Roughly 10 to 15 got back to me. I started having-

Pete Mockaitis
That’s a decent ratio.

Austin Belcak
Yeah. I was very, very surprised, especially for the first pass. I think it was more beginners’ luck than anything because when I started my full outreach for the job search later on, the ratio was not so good and I had to do a little bit of learning to improve that. But for whatever reason it seemed to work out.

I had conversations with these people. I tried to learn as much as I could about their stories and the strategies that they used and how they approached this job search. There were a couple of common themes.

The first was that all of them had gotten in via a referral of some kind, which is really interesting to me. The second was that they all found creative ways to illustrate their value. They stepped outside of the box, the traditional box, of a resume and a cover letter and some interview answers to illustrate their value. That was also really interesting to me.

I took what I learned and I did a bunch of research. I basically made it my mission to turn the hiring process into a game and try to figure out how I could create some shortcuts. A lot of my time was spent learning how to build relationships with people I’d never met before, finding ways to understand the challenges they were facing, the challenges their companies were facing, new initiatives and projects that they were releasing, basically any way that I could add value.

Then I would go back and I would research those problems and I would come up with creative ways to highlight what I brought to the table and the tangible value that I offered if they took a chance on me. I basically spun those up over the next couple of years to land offers at Microsoft and Google and Twitter and a whole bunch of other places. The rest is history, so here I am.

But after I started working at Microsoft, I had a bunch of people from Wake Forest reach out to me and they were like, “Aren’t you the kid who graduated with like a 2.5 GPA? How the heck are you working at Microsoft?” When the 20th person asked me that I thought I’m having the same conversation with all these people, maybe I could find a way to write this down in a scalable fashion.

I started up my site. I came up with my name pretty off the cuff. I really just wanted to get this blog post out there. I wrote it all up. I did some promotion. It got an incredibly positive response from friends and family but also from strangers on the internet. That’s really how this whole thing started. Now we’ve been going strong from about three years.

Pete Mockaitis
Well, I’d love to dig into the particulars on these tactics, so the creative ways of demonstrating your value and acquiring these referrals. How did you do it and how have you seen other people do it successfully?

Austin Belcak
Definitely. The overarching theme here is find people who can have the biggest impact on the hiring decision for the role that you want, number one. Number two is to build a relationship with them regardless of whether you’ve met them or not.

I was talking to somebody earlier on the phone today and she was like, “You mean reach out to total strangers?” I was like, “Yeah, we’ve got to reach out to total strangers.” It’s overcoming that barrier as well. Then finally, those creative ways to illustrate your values.

If we start with the first piece there, when we talk about locating or identifying people who can have the biggest impact on the hiring decision, it really comes down to somebody who would be your manager if you got hired or would be your colleague sitting at the desk next to you.

I think a lot of people feel like reaching out to recruiters is something that is really important and needs to be done, but I personally don’t recommend it. Recruiters – it’s no knock against recruiters because what they do is really important, but they are inundated with emails and it is so hard to stand out.

Even if you do get the opportunity to stand out and they reply to you, their influence ends when they refer you in for an interview. They’re not going to be able to advocate for you through the hiring process. They’re not going to be in the room where the hiring decision is made.

But if you get in touch with somebody who would be sitting at the desk next to you on your team or would be your manager, they can also refer you in, but then they can also kind of be your champion internally and coach you through the interview process. They can advocate for you in the room where the actual hiring decision is being made. That is so critical.

But on top of that, they’re not getting bombarded with emails from potential candidates. It’s also a lot easier to get in touch with them using the right outreach strategies. That’s the first step is kind of getting yourself in the mindset of who to reach out to, why, and then we have to go out and find them.

Pete Mockaitis
Can you tell me in terms of the who, I guess how do you know that the person from the outside looking in, that the person you’re reaching out to would in fact be your manager or your colleague in the desk next to you?

I suppose in some ways if they have pretty specific titles, you can be like, “Oh yes, that’s dead on,” but other times the title might be something – I thinking of Microsoft, thousands of people might have the same title in terms of what they’re doing. How do you get clear on these would be the nine people that would be the influencers on what I’m really after?

Austin Belcak
Yeah, it’s a great question. I think you kind of hit the nail on the head, Pete. You’re never going to be able to – that’s not true. Never say never. You may get a tip on who the hiring manager is and that’s great. But in the majority of cases, you’re not going to be able to pinpoint the exact hiring manager. The best thing that you can do is take an educated guess. That’s exactly what you mentioned.

Let’s say I want a job at Microsoft in New York as an account manager. I can go look up all the account managers that currently work at Microsoft in New York. That’s probably going to be my best target base. I do know that if I reach out to all of them that I will hit somebody who will be on the team I’m being hired for because I reach out to literally everybody. That’s one way to cover it.

I also recommend reaching out to as many people as you can. A lot of people ask me, “Is it weird if I reach out to multiple people at the same company? What if they start talking about me? What if my name gets out there? Is that going to hurt my chances?” At the end of the day, no. That’s not what I’ve seen.

My background is in sales and I’m in sales now. There’s a nice little anecdote that sales people like to throw around where a lot of the deals get done or big steps or breakthroughs happen on the seventh touch point. It’s really about that familiarity. You kind of have to get – the more that you get in front of somebody rather, the more familiar you become and the more likely they are to then take that action.

Pete Mockaitis
Well, I’m thinking in a way I imagine if they do talk about you. Then it’s conceivably possible that they’d say, “Oh my gosh, why is this guy wasting our time? I already gave him the answers, so he’s talking to three other people who give him the same answers,” but I think it might be more likely that the response is, “Whoa, we almost never see candidates who are so committed as to go to this length to get in. That’s interesting. We should take a closer look at this guy.”

Austin Belcak
100%. That is – the majority of the times that I’ve gone through this and when I’ve coached people and gotten feedback, and even talked to the hiring managers themselves, that is the exact feedback we’ve gotten. People are typically – they typically see that as a sign of persistence and a sign of enthusiasm and motivation and a differentiator from all these other candidates who are just relying on the baseline or the minimum required to kind of get their foot in the door.

But on top of that, some of the other tactics we’re going to talk about in a second here are going to make it so that even if there was a doubt, even if they are kind of around the water cooler and they’re like, “Who’s this Pete person? His name’s come up. I don’t know. He’s kind of weird. He’s reaching out to all of us.”

Pete Mockaitis
Definitely weird.

Austin Belcak
The next step is going to wipe that off the table, which is once you’re able to – this is kind of two-fold. When we think about creating something valuable that illustrates our value and it is compelling to the person, there’s two ways to get it. We can either get it from the contacts themselves or we can get it through our own research.

One of the most important things you can do is put in as much time researching this company as you possibly can. If you do that ahead of time, if you do that before you reach out to people, you’re going to be that much more prepared when you are reaching out. You’re going to have better outreach, but also a lot of times somebody will – people will be surprised.

If you’ve never done cold outreach before, you never know when somebody is going to hit you back up and say, “Hey, I have time in two hours. Can we talk then?” Then the fear and the stress set in if you’re not prepared and you scramble to think of questions and you don’t know what to talk to them about.

But if you spent this time researching the company and you understand the challenges they’re facing, how they’re addressing them, the wins that they’ve had, what’s their current status on X, Y, and Z projects or X, Y, and Z brands, then you come to the table with that much more ammunition to start and drive the conversation. Doing some of this research ahead of time is really, really powerful, but it also allows you to come up with some value-add angles ahead of time.

Then you can either – basically the conversations that you have, you can flush those out. You can kind of validate them. You can tease them out with questions or posing different ideas or statements that relate to the thing you’ve come up with and you can gauge the response.

If the person on the other side says, “That’s actually something that we’re working on,” then great you kind of have something to work off of. But if they’re like, “Oh yeah, we tried that. It was terrible. Totally failed,” then you know that you kind of need to pivot. Getting that research in ahead of time is really, really critical.

When we’re talking about public companies, they tend to be a little bit easier to research than private companies. But just two of my favorite ways to kind of understand where things are going at a high level for those companies are one to listen to their earnings calls.

Every publicly traded company out there, every quarter they have an earnings call and they’ll share it publicly. If you just type in the company name and investor relations on Google, that page should pop up and they should have the most recent webcast.

Basically what they do is – the calls are typically about anywhere from 30 minutes to an hour long. If you’re pressed for time you can kind of find the MP3, and download it and then speed it up in iTunes, 2x, and save yourself some minutes.

But basically what they talk about is – it’s their presentation to the shareholders as to why the company is in the current state that it is and what they’re doing to make it better. If there’s a challenge, they’re going to address it. If there’s a win, they’re going to call it out. Then they’re going to talk about the future, “What are we doing to capitalize on the momentum of the win? How are we thinking about addressing or fixing the challenge that we saw, which caused numbers to drop?”

That’s a great way to get a high level overview of what happened recently and what the company is driving towards in the future. Then I like to go to a site called SeekingAlpha.com, which is basically-

Pete Mockaitis
Oh yeah.

Austin Belcak
Yeah, it’s a financial blog, where all these analysts kind of come together and they write pieces on different companies. You can go in and you can punch in the stock ticker for a company. There’s two columns. There’s a news column, which is basically your objective stuff like the “Dow dropped 460 points today,” “This stock was impacted X amount,” very objective.

But on the other side there’s analysis, which is where those analysts come in and they basically give their opinion. It’s really helpful because you can pretty much find five different angles on the same topic.

Somebody will tell you why Facebook’s handling of private data is going to be the demise of their company. Then the next article is how some guy is talking about Facebook’s handing of private data is going to help them learn and help all of us learn and it’s going to cause their stock to skyrocket in the future.

Regardless of which position you agree with, you get a sense of all the different angles that you could potentially approach this subject from. That is going to give you a lot of ammunition to have these conversations, but also come up with unique ways to add value.

I was just talking to one of the people that I coach. He was looking for a job at Apple. He couldn’t think of a way to add value. We went on the site and the third article down was Here’s Six Things Apple Isn’t Doing Right Now That Could be Making Them Millions of Dollars. They literally listed out six things and they had specific arguments for their ideas. We grabbed a couple of them and we threw them in the deck and put his spin on them and leveraged that as our value-add project.

Pete Mockaitis
That’s interesting when you say throw them in the deck and value add project, can we talk about when in the course of this relationship building do you trot that out? My hunch is it might be a little different. You say, “Hey, I’d love to chat with you about X, Y, Z.” They go, “Oh yeah, sure. I’ve got 15 minutes to chat in two hours.” You say, “Great.” Then you’re on the phone. It’s like, “Please open up to slide three.” How do you kind of time and sequence that?

Austin Belcak
Yeah, most definitely. It actually – the best answer that I can give is that it depends on the situation. If you’re reaching out and you can’t even get anybody on the phone and you can’t even get any replies, then you may need to trot it out at that point to add enough value to get a response, to trigger a response from somebody.

But let’s say that you are getting replies, things are working well, you’re getting people to set up meetings with you, typically what I like to do is have a few meetings first. I like to as soon as I start outreach, I want to have a general idea of the type of value that I could potentially add. My hope is that the conversation that I have with this person is going to one validate my idea in some fashion. Maybe give me some pieces of the greater picture or puzzle that I can then bake into the project itself.

Then I like to have a couple of these questions, so I get all these different perspectives or a couple of these conversations. Then once I’ve had a few of those, I’m sort of in this place where I’ve talked to the first round of people and I’m teed up for the second round of people. Then I like to approach it by following up. I like to use the value validation project as a means to follow up and drive the relationship with the people I’ve had conversations with.

Let’s say Pete, I reach out to you and we had a conversation, I’m going to go back and finish my project and then I’m going to send you an email. I’m going to say, “Pete, thank you so much for taking 30 minutes to chat with me last week. I really enjoyed our conversation, especially the piece around this challenge that you’re having about getting more new customers.

I’ve actually done some thinking about it and I’ve put together a few ideas around how I think you guys could leverage your existing audience to drive more customers through referrals. I’ve attached that here. Would love to get your thoughts. Email is fine, but if you time for another call, great.” Then I’ll email that off to them.

Basically what that does is one it allows me to follow up the first time. It provides value that showcases my skills, my experience, what I bring to the table, but it also opens up the door for a second follow up because if that person doesn’t reply, I can email them again and say, “Hey, did you get what I sent?”

But if they do reply then the conversation is going. Now maybe they give me feedback over email and now we’re going back and forth. They’re getting more invested in me with each email and with each suggestion or better yet we get on the phone and we build more of that personal rapport. We’re talking instead of typing. Maybe it’s even face-to-face in person. But we’re kind of building that relationship and I’m adding value that directly relates to that person’s team, that person’s company, a role that’s open.

That’s typically when I like to trot it out, usually about five business days or so after we had the call. Then when it comes time to interview, I usually like to bring it with me into the interview. Then we’ll have the interview as planned.

Then at the very end when the interviewer is like, “All right, thanks so much for stopping by. Is there anything else?”  I’ll usually say, “Yeah, there’s one more thing. I talked to a few people at the company here on your team and they told me that your biggest challenge is X,” or “You have this new initiative coming up called Y and I put together some thoughts around that.”

Then I’ll slide it across the table to them and I’ll just say, “No need to look at it right now. I know you’re really busy. I appreciate the time, but if you do have a minute to look at it over the next day or two, please do. Definitely let me know if you have feedback. Thanks so much.”

Again that opens the door for you to follow up with your interviewer and a lot of people struggle with that. Following up is key to making sure that you’re staying top of mind and that they are driving the interviewing process and the hiring process on their end. Those are kind of the two times that I like to bring it out and leverage it most. I think that’s a good segue into what exactly does that project look like.

Pete Mockaitis
Yeah. This reminds me, I think Ramit Sethi calls this the briefcase technique in terms of there’s a very kind of a dramatic moment. It’s like, “What? Nobody else has ever extracted a document and handed it to me. What’s going on here? Oh,” ….

Austin Belcak
And they all use that voice too. It’s great.

Pete Mockaitis
I don’t know if they’re saying this out loud, but they’re thinking it to themselves hopefully because it’s just a huge differentiator. I guess a real key is that you in those conversations you’ve done a good job of zeroing in on, yes, this is their biggest challenge and yes, these are some ideas that might be workable.

You’re also kind of getting some useful feedback in terms of “Oh no, they really hate podcast advertising,” I don’t know. But nobody hates podcast advertising. It’s so effective and been proven many times.

Austin Belcak
Speaking of.

Pete Mockaitis
For example if they’re trying to acquire new customers and you’ve got these ideas and you’re having conversations and they say, “Oh no, they are totally against this,” because, I don’t know, it’s not measurable, it’s very visual, whatever their excuse is. Okay, now you know, so you’ve something that is sort of new and distinctive and feels innovative, like you’re smart, but also not just sort of way crazy out there or disgusting to them for whatever reasons or bias they have against them.

You’ve sort of fine-tuned something that’s pretty excellent by the time you’re in the interview. That’s cool and it’s exciting. I imagine just about nobody does this because it’s too much effort and they don’t want to risk it when there’s no guarantee, but on the flip side if you think about the time you spend blasting applications to hundreds or thousands of opportunities, it’s probably more time effective than the alternative.

Austin Belcak
Most definitely. I’m actually going back a few minutes here. I’m really glad you brought up Ramit because that’s actually where this idea kind of came from. I watched that briefcase technique video.

One of the ways that I built the experience to be able to even be considered for some of these roles at Microsoft and Google was starting up my own freelance consulting firm for digital marketing. The briefcase technique was something that I used to land clients. When I started applying for some of these jobs, I thought why not do something similar for these companies. That’s exactly what it was born out of.

But I’m also really glad that you brought up the point of it taking a lot of effort. Two objections that I typically get are that it takes a lot of effort and what if a company just takes my work and runs with it. I totally understand where people are coming from with both of those. But first for the ‘it takes a lot of work’ piece, it definitely does. But to your point, how much work are you spending applying online every day and is that making you happy? Also is it bettering you?

Pete Mockaitis
Exactly. You’re learning a ton as you do this. Maybe it’s not applicable for Microsoft, but hey, Adobe is doing similar stuff.

Austin Belcak
Absolutely. It even goes beyond that. There aren’t too many transferable skills from applying online, but if you train your brain to get into this mode of consuming information with a lens of identifying problems and coming up with solutions quickly, that’s a pretty valuable skill to have anywhere in your career, whether you’re job searching, whether you’re trying to increase revenue or drive against goals that your boss gave you or come up with ideas to make a case for a promotion or a raise or starting your own company or business in pitching people.

No matter what you’re doing business-wise having a mindset of knowing where to find the right information, knowing how to tease out problems, that’s really, really valuable. This is kind of the first step there.

It definitely does take work, but you’re going to be that much better for it as a professional and as a person. That’s something I’ve seen direct benefits from even starting the business here and within my career at Microsoft.

Then the second objection is always what if the company steals my work and runs with it. I get what people are saying. There’s something that I’ve heard from a lot of people who advocate for the traditional job search and traditional business practices, which is basically if you’re good at something you should never do it for free.

I think that that’s changed in our world today because it’s so competitive. Whether you’re starting a business or searching for a job, there’s so much competition out there. If you’re willing to go the extra mile, a lot of people are still abiding by that methodology of not giving anything away for free and they’re the ones who are going to lose out.

If you really think about it, sure, you’re putting in a lot of time, but how much is a new job worth? When I got my job at Microsoft, I got a $60,000 raise. That’s by no means the norm, but the job before that I got a $20,000 raise, so let’s call that closer to even.

I think I spent probably maybe 20 hours coming with a value validation project for them and doing some research and putting it all together and then presenting it. If I think about it from that lens, I basically got paid 1,000 bucks an hour to come up with that project. I’ll take that hourly rate any day.

Pete Mockaitis
Oh sure.

Austin Belcak
That’s awesome. When people are worried about putting in the work and also companies stealing their work, I think you need to think of it more as the long-term strategy, a long-term investment. if a company is going to steal your ideas and just run with it, that’s a great litmus test for whether or not that’s a company you want to work for.

Pete Mockaitis
And if they steal your idea and you learn about that in the future, that goes on your resume.

Austin Belcak
Yes. Yeah, absolutely.

Pete Mockaitis
….

Austin Belcak
You have the proof. You can show when they executed it and when you came up with it and sent it to them.

Pete Mockaitis
That goes on your resume. They did almost all the work.

Austin Belcak
Yeah, I love it.

Pete Mockaitis
You did 20 hours’ worth. They did 3,000 hours’ worth.

Austin Belcak
Yeah, yeah. That’s awesome. That’s basically, it’s a short-sighted business strategy. All the great companies that I know, they want to invest in people who are going to bring great ideas to the table every day and they’re going to constantly be innovating and thinking of new ways to solve problems and be willing to roll up their sleeves.

On top of that, if I have an idea and I give you the framework, you’re probably not going to execute it the same way that I had in mind, whether or not it’s better or worse is up in the air. But if I’m a company I want to – I don’t want to just take this one idea.

I want to invest in the person who is willing to roll up their sleeves and work hard enough without even being employed at my company to come up with an idea like this because I know that once I bring them into the fold and give them all the inside information and the resources and all of that, they’re going to 10x those ideas and they’re going to be so, so impactful to the business.

If a company does steal your ideas, to me that’s a company that I don’t want to work for. Imagine what happens when they’re paying you and now that your manager is stealing all of your ideas the same way that they did when you applied for the job. That’s just a situation that you don’t want to be in. The great companies out there recognize that the person who is coming up with the ideas is far more valuable than the specific idea itself.

Then finally on that topic, how badly do you want the job? If you’re worried about a company stealing your project, just think about what you’re doing now. Is it working? Because if it’s not, if you’re applying online, if you’re trying to network and you’re doing this stuff and it’s just not working, you need to try something else.

If you’re so worried about a company stealing your project, but what you’re doing right now isn’t working, something has to give one way or the other. I’d much rather put in some time bettering myself, like honing my analytical thinking, my problem solving skills to come up with this idea that even if the company takes it and runs with it, like you said Pete, you can take the credit for it, you can put it on your resume, but you can also take that knowledge and the skills that you learned from going through that process and you can move on to the next company.

That’s how I typically handle both of those objections with people. But I’m happy to also give examples of specific projects that people have put together if you think that would be helpful.

Pete Mockaitis
Oh yeah, let’s hear examples of the projects and sort of the deliverable. It sounds like you’re working with PowerPoint slides and kind of what makes it great? Is there kind of a rough range of slides and what is the stuff that really makes you seem brilliant as opposed to like, “Yeah, okay. You Googled something. I’m not impressed.”

Austin Belcak
Absolutely. Right off the bat, I’d say that this is all about getting creative and focusing in on two things. One, what is valuable to the company, so what do they care about. Then also, what medium will help you best get that value across.

I mentioned PowerPoint decks because that’s what was easiest for me and that’s what was natural for me. But I know there are a lot of people out there who are into video or maybe they’re developers and they know how to code things and build things.

There’s so many different mediums that you can get the value across with that anything that you can do to stand out is great and anything you feel comfortable with is also great. A lot of people aren’t writers out there, but maybe they’re videographers. A video is great. But if you are more of a writer than a videographer, a blog post is great. Again, whatever you feel comfortable with.

Just to give a few examples. There are a couple that I really like. The first one is from a student named Cam. She was at Northeastern and she wanted a job at Airbnb. She had applied online and didn’t hear anything. She reached out to a bunch of the people who worked there. She also didn’t hear anything from her outreach.

We got to talking and I was like, “What do you want to do? Do you want to try and come up with something else? Do you want to move on?” She said, “I haven’t done everything I could possibly do to get my foot in the door here.”

She went out and she actually combed through social media to find pain points that real Airbnb customers had about the business. She screenshotted the pain points that people had. She consolidated them and she kind of analyzed them to find two that really stood out.

Those two were the lack of a keyword filter. Basically if I wanted to rent an apartment in Chicago for the night that had a hot tub and I could look right down into Wrigley, I don’t think that’s possible, but regardless, if I wanted that, I wouldn’t be able to search for that specifically. I would basically have to search for listings in Wrigleyville and then click on each individual one and see if it had a hot tub and a view.

That’s not a great user experience because it requires a lot of effort on the user’s end. Naturally people were upset about that. The second piece was getting in touch with their customer service. Apparently, Airbnb’s customer service is like notoriously bad. Cam came up with ideas for both of those.

For the first, she went out and she found people and she asked them to go through this task of finding listings with specific criteria and asked them for their feedback and how they would improve it. She took all of their feedback and the recommendations and she mocked it up into an actual flow of what it would like within Airbnb’s app. That was one solution.

Then the second was she went out and did a bunch of research on the benefits of live chat, so basically having a little widget on your site that would allow people to interact with the site immediately and get the help they need immediately without a huge cost or overhead to Airbnb itself.

Basically she went out and she found all these benefits that showed that having live chat increased customer retention and increased satisfaction, increased revenue, all these metrics that any company wants to continue to improve.

What she did was she put together a deck, where she basically teed up the – she had screenshots from all these people on social media complaining about the thing. Then she went through and talked about the methodology of how she got the results. Then she showcased the solution.

That was about an eight-slide deck. It wasn’t anything crazy. It wasn’t professionally designed or anything. Anybody listening to this could have put it together. But then she sent it out to the same contact that she had reached out to before and she got a reply the next day. She was in their office for an interview the next week. That’s a great, great example.

Pete Mockaitis
But did she get the job Austin? We’ve got to get closure.

Austin Belcak
She did. She did. Absolutely.

Pete Mockaitis
Hooray.

Austin Belcak
Yes, yes, yes. Of course, of course. I mean how could you not hire somebody who was doing that? Then that’s the whole point.

She went out and she found this tangible problem. She wasn’t like, “Hey, I think that your customers are having this issue.” She said, “Your customers are having this issue. Here’s how you fix it. I’m the person who has these kinds of ideas and will help you execute on that.”

Of course, they’re not – who’s going to hire somebody who’s just coming up with a resume and a cover letter, black and white ink, all of that, over somebody who went out and did marketplace research, customer research, and came up with actual tangible value for the company? That’s the type of thing that we’re talking about.

Just to give one more example that’s a very different end of the spectrum. There’s a guy named Tristan who he wanted job at Foursquare. This is about six – seven years ago when Foursquare was really booming. They were releasing an ad product. They had all these advertisers currently on the platform. They were looking to grow.

Tristan saw that they had an opening on their sales team and he really wanted it. Instead of just applying online, he went out and he basically mapped – he made a map of all the companies that were currently advertising on Foursquare. Then he went out and created a list of companies that were sort of lookalike, who matched the same criteria. Then he went and started reaching out to them. He generated about ten leads.

He got in touch with people, had conversations, positioned himself as a supporter of Foursquare. Then he sent an email to the CEO of Foursquare. He said, “Hey, you guys have an opening on your sales team. I’m really, really interested in it. I didn’t apply online. I didn’t do anything else, but I have ten people at companies who are ready to advertise with you today. I’m happy to give you their names and I’m happy to put you in touch with them. When can we meet?”

The CEO replied to him. They onboarded those ten companies. Tristan got hired not just as a regular salesperson, but actually as the director of sales.

Austin Belcak
Yeah. That’s another great example of thinking outside the box. He could have easily said – somebody who’s able to convince ten people to try a product for a company they don’t even work for has a good track record in sales ahead of time.

He could have easily said on his resume, “Over attainer, averaging 150% quota at my company,” but then he’d sound like exactly every other salesperson applying for the job. But by actually going out there and sourcing leads, which is exactly what they’re hiring this person to do and then bringing them to the CEO, again, same story as Cam from Airbnb. Why would they hire anybody else because they know that this person can do exactly what they’re asking for?

Pete Mockaitis
I like that because when we talk about value, which can be a nebulous word at times, it’s so precise in terms of okay, these are real companies, who are quite likely to give us real money real soon. That’s great.

Then that also gets you thinking in terms of the value you’re creating doesn’t just have to be thoughts, ideas, input from users or customers, but it could be real precise in terms of generating revenue like, “These are leads we might buy from you right now,” or slashing cost in terms of providing actual vendors.

It’s like, “I’ve spoken with three people who have experience in automating manufacturing packaging lines and can totally handle doing box-dried macaroni,” I’m just inventing a totally new example, “and are happy to chat.”

If you’ve already validated that “Yes, sure enough they’re looking to slash manufacturing cost and there’s a lot of waste showing up in packaging. It’s very manual to figure out where the problems are coming from and how to address them,” then that could really resonate. Then it’s like, “Wow, we’ve never heard of these companies before and we should,” or, “Yeah, we’ve talked to one of them but haven’t heard of the other two. You’re bringing in new stuff that we hadn’t even considered.”

You can only be perceived positively unless you did a really shoddy job in terms of “This isn’t a real problem that we’re worried abbot. This thing that you’re proposing is completely farfetched and unworkable.” Assuming that you’ve got a reasonable quality, it’s huge in terms of showing what you can do.

Austin Belcak
Yup, absolutely. That’s basically the overarching strategy there. The best way that people can get started is to just start reaching out to people who are in a position to help them get hired. I know that that can be somewhat of a daunting task for people who have never reached out cold before. I have plenty of resources on my site to help people with that. I have templates of scripts and all that.

But the best thing that I can recommend is just start with one person per day. You can even do one person a weekday, so just five emails a week. Just find somebody on LinkedIn. You can look up their professional email using a tool like Hunter.io or VoilaNorbert, V-O-I-L-ANorbert.

You get their email, you just shoot them a note and you say, “Hey, I’m really impressed with your experience and I’d love to learn more about how you were able to achieve and accomplish all the things that you have in your career. Can we talk more about it?” Definitely probably go into a little more detail and personalization than that, but something along those lines.

Just start sending one email a day and I promise you, you will get responses. When you start getting responses and you start having these conversations, everything else is going to kind of fall into place. That’s the best next step that I can recommend. Yeah, Pete, I really, really appreciate the opportunity and you having me on here.

Pete Mockaitis
Oh yeah, this was fun, definitely. Well, now could you share with us a favorite quote, something you find inspiring?

Austin Belcak
Yes. It’s not necessarily job search related, but it could be. But for me something that’s resonated and I’ve been trying to focus on is that “Comparison is the thief of joy.” I think that is a Teddy Roosevelt quote.

I don’t know if you’ve run into this building your business, but it’s very easy to go on LinkedIn or somebody else’s blog and be like, “Man, they have so many more visitors than I do,” or “so many more likes and they’re doing so much better. That’s something that I really struggle with personally. I have that quote written up on our chalkboard in our kitchen here. I’m trying my best to kind of abide by it every day and just focus on me.

Pete Mockaitis
How about a favorite study or experiment or bit of research?

Austin Belcak
Oh, I can relate this one to the job search. Interviews are very fascinating environments for me because I am a big psychology fan. One of the things that I always recommend to people – I have two. I don’t know if we have time.

But the first one I’d recommend is basically in a series of events, people are most likely to remember the first thing, the first event and the last event.

When we think about that in the context of interviews, interviews all sort of follow the same progression. There’s the intro and the small talk kind of before you sit down at the table. Then you dive into the questions. There’s some soft balls. Then maybe you get into behavioral, maybe technical, case study questions. Then towards the end of the interview, the interviewer asks you if you have any questions for them.

[51:00]

For the majority of interviewers out there, a lot of the answers are to the middle section are going to be the same. “Tell me about a time you failed. Tell me about your greatest weakness. Tell me about a time you succeeded,” all that stuff. The answers are all going to be sort of in the same ball park. But if we think about that principle where people remember the first and last event in the series, those happen to be the two events in the interview that we actually have the most control over.

You can drive the small talk at the beginning of an interview. If you do some research on your interviewer, you looked them up on Google, you looked them up on LinkedIn, maybe you find their Facebook profile, they have Twitter feed, and you try and find some piece of information that you can bring up at the beginning of the conversation that sort of sparks more personal talks so the formal barrier comes down.

That’s a great way to start the interview and that’s something that they’re going to be likely to remember.

Then at the very end if you can ask great questions. I also have an article on my site about – I just have a set of five questions. I know a lot of the articles I read give you like a million questions out there and tell you they’re all great, but I did a bunch of research using a lot of those questions and these are the five that I found to be the most effective.

But if you ask a great question that kind of incite a conversation and are a little bit on the unique side versus what everybody else might be asking, that’s also going to be very, very memorable. Doing both of these things will typically open up or give you some ammunition for a follow up.

Maybe that personal conversation – maybe this person tells you, “Hey, I’m getting married. I’m going on my honeymoon,” or “We had this vacation planned,” or “Hey, I just started brewing my own craft beer,” or “meditating,” or whatever. All of that is great ammunition for you to then go and follow up.

Ask them “What beers have you brewed? Where can I find a recipe?” “I love that book that you mentioned. Who’s the author again?” Then you can say – you can send them a follow up and say, “I read the book. My favorite point was X, Y, and Z. I totally understand why you said X about it.” It really opens the door to continue the conversation and continue building the relationship.

But that is a long-winded answer to your question, Pete.

Pete Mockaitis
That’s a good one. Certainly. How about a favorite book?

Austin Belcak
That’s a good one. I think my favorite book is probably recently probably The Power of Habit. That’s one that my wife and I both love. I think habits are so critical to success in any capacity. They really drive – once you read that book you realize just how much habits drive most of your life. If you can build the right ones, you’re definitely going to set yourself up for success.

Pete Mockaitis
And a favorite tool?

Austin Belcak
My favorite tool would probably have to be one of the ones I mentioned before, which would be Hunter.io or VoilaNorbert.

Pete Mockaitis
It’s really amazing ….

Austin Belcak
Yeah, they were a total game changer to me. But since I already mentioned them, for people wondering what they are, they basically allow you to look up anyone’s professional email address.

[54:00]

A related tool that should go hand-in-hand and I recommend to all my job seekers is it’s called Yesware, Y-E-S-W-A-R-E. It’s essentially an email tracker. This is a little bit creepy to be transparent, but it will allow you to basically see the activity on all the emails you sent.

You can when people open your email, how many times, how often, where, when, and if they engage with it. If there’s a link in it, it will tell you if they clicked on the link. It will tell you what device they opened it on. It’s pretty wild.

But the reason it’s so helpful is because when you’re reaching out cold to a lot of these people, you need to understand that a random email from a total stranger is probably low on their priority list no matter how badly they want to help you. Just because you don’t get a response, doesn’t mean that the person doesn’t want to help you or isn’t interested.

I gauge interest using email tracker. If somebody opens my email multiple times, then to me that is indicative that they’re thinking about it, they’re interested in it, they’re just very, very busy. I’m going to follow up five business days later. If they only open it once or they don’t open at all, then that means it’s time to move on to the next person.

Pairing using Hunter to find people’s emails and then using email tracker to gauge the engagement on their end, those are two of the most powerful tools you can use for finding strangers and reaching out to them and starting to build a relationship.

Pete Mockaitis
How about a favorite habit?

Austin Belcak
I think my favorite habit, which I haven’t done enough of recently is getting up early and working out. It doesn’t have to be – one of the things that – I’m pretty much an all or nothing type of person. I’m either completely bought into something and probably investing too much time and energy into it or I’m not doing it at all.

Something that I realized recently was that even just going and running on the treadmill for ten minutes makes a huge difference in my ability to focus and manage my emotions for the rest of the day.

Then also getting up early. A lot of people ask me how I run my business while having a full time job and getting up at 5:00 in the morning, 5:30 in the morning, working out and then coming back, I still have two hours before work to write some blog posts or do some outreach or whatever it is that I need to do. I think both of those combined are probably the thing that’s had the biggest impact on my life recently.

Pete Mockaitis
If folks want to learn more or get in touch, where would you point them?

Austin Belcak
Definitely. I always leave with anybody is welcome to reach out and email me. I can’t be the person to tell you to cold email strangers and then not be the guy replies. My email is Austin@CultivatedCulture.com.

[57:00]

Then if people want to take the next step kind of and dive into some deeper material, if people listening go to CultivatedCulture.com/Awesome, there are two resources there. First, I keep a lot of data on the strategies that I recommend to people. I don’t recommend anything that I haven’t tested out myself or with the audience. I consolidated the five most effective strategies that I found from coaching thousands of people for the last few years. Those are available there.

Then I also have a course that I call Resume Revamp. It’s my approach to writing an effective resume. Hundreds and hundreds of people have used it to transform their resume and land jobs at the places we mentioned before, Google, Facebook, Microsoft, etcetera. Again, that’s CultivatedCulture.com/Awesome. Yes, please feel free to reach out to me if you guys have any questions at all.

Pete Mockaitis
Perfect. Well, Austin, this has been a lot of fun. Thanks for doing what you’re doing and keep it up.

Austin Belcak
Thank you, Pete, likewise. I’m a huge fan of the podcast. For everybody listening, if you haven’t already, please go and leave a review for Pete because those are a big deal.

Pete Mockaitis
Oh thanks.

Austin Belcak
No problem.

134: Finding Your Dream Job in an Automated World with Bhoopathi Rapolu

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Bhoopathi Rapolu says: "Take a brutal assessment of what you do at the workplace to assess your risk of automation."

Machines are quickly taking over many of our everyday tasks, but Bhoopathi Rapolu shares how to survive and why you might still find your dream job.

You’ll Learn:

  1. The implications of improving artificial intelligence on your current job
  2. A rule of thumb to know if you can be replaced by a machine – and how to deal
  3. A killer way to make a great interview impression

About Bhoopathi

Bhoopathi is an international speaker, blogger and bestselling author of The Race for Work. He helps working professionals find their career fulfilment by exploiting the fast growing disruptive technologies. Visit www.bhoopathi.com for more details and additional resources.

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126: Making Stress Work for You with Dr. Melanie Greenberg

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Dr. Melanie Greenberg says: "The biggest challenge in life is often to love ourselves."

Psychologist and executive coach Dr. Melanie Greenberg shows how to make the most of the stress work brings to the table.

You’ll Learn:

  1. The key differentiators that make stress enriching vs. debilitating
  2. How meditation practices provide helpful distance between you and your thoughts
  3. The STOP and RAIN methods for bringing mindfulness into situations

About Melanie

Dr. Melanie Greenberg is a practicing psychologist and executive coach in Marin county, CA and an expert on managing stress, health, and relationships using proven techniques from neuroscience, mindfulness, positive psychology, health psychology, and cognitive-behavioral therapies. With more than 20 years of experience as a professor, author, researcher, clinician, and coach, Melanie has delivered talks and workshops to national and international audiences, businesses, nonprofits, and professional organizations like The American Psychological Association. She writes the Mindful Self-Express blog for Psychology Today which has more than 8 million page views. A popular media expert, she has been featured on CNN, Forbes, BBC radio, ABC News, Yahoo and Lifehacker, as well as in Self, Redbook, Women’s Health, Men’s Health, Fitness Magazine, Women’s Day, Cosmopolitan and the Huffington Post. She has also been featured on radio shows and numerous podcasts. With almost 50,000 followers, Melanie was named one of the 30 Most Prominent Psychologists to follow on Twitter.

Read More