埃里卡·洛克海默(Erica Lockheimer)的时代发生了很多变化,她知道有效的方法。在这里,她与我们分享了她的关键技巧,以提高人们的意识和动力,将学习纳入公司文化,以及为什么现在比以往任何时候都更重要。

嗨,埃里卡!感谢您今天加入我。许多不是偏远或没有真正实施灵活工作的公司,必须在大流行开始时进行快速转变。其他人,例如LinkedIn,已经实施了良好的实践来使其正常工作,并且能够拥有更多的长期前景,而不是为生存而战。结果,您的重点如何转移后流行并转移到2022年?

当你想到它简单,有两种效果ts, first, that the workforce is changing. It’s been talked about quite a bit and we have the data on LinkedIn to show it; we’re calling it ‘The Great Reshuffle’ because people are completely reevaluating their lives. When you go through such a dramatic experience, you start to question things including your work/life balance; you start to question what your desires are and if this career is the right one for you In response, what we’re trying to do from a platform perspective, is make sure that we can connect that changing marketplace in the most efficient way for both the recruiter and the job seeker. Having more precision is critical to creating better matches. So we’re working solidly on that.

全世界开放了一夜之间的混合和远程工作,现在他们正在开放工作描述以符合这些条件。因此,我们必须确保我们的平台将该平台放在正面和中心。在某人仅在海湾地区成为求职者之前,我们现在看到的是,纽约或世界其他地区的一些远程工作现在可以使用。这是关于选择的流动性。因此,我们正在大幅度地更改产品,以确保这些比赛发生。而且我非常兴奋,因为我们每周都会启动内容,并且A/B通过它进行测试。

它的第二部分是目前需要提高技能和重新杀伤的人。因此,我们需要确保我们帮助并与他们所处的人见面。我们有LinkedIn学习人们可以参加课程的地方 - 我们在证书上很重要 - 或者我们正在与许多其他不同的公司合作,以便证书是前列和中心。我们还在试行与EMEA的一些大学合作。然后,我们将进入世界其他地区,并希望确保人们有一种发展和展示自己的技能的方法,然后他们也有一种方法可以被雇用。

您可能还听说我们正在启动学习体验平台,我们还希望将其扩展到其他领域并提供职业中心。有人说,在公司内部的内部找到一份工作要比内部的公司更容易,因此我们正在扩展以使内部机动性成为现实。我一直在与许多保留如此重要的客户交谈;保留您拥有的人,庆祝和推广这一点,并在公司内部做得更好。因此,这些都是我们作为平台的一部分也可以提供帮助的。

On the personal side, we’re all figuring it out. And we’ve never had to be bigger leaders. I think in our roles what really matters is having empathy as everybody’s going through so much. In this vein, we’ve offered a lot of free courses on our learning platform to help individuals – we’re really all in it together.

Empathy touches on my next question. People’s needs are no longer what they once might have been – now that our professional lives have somewhat blurred with the personal over the last year. Or are changing quite rapidly as a result of the ongoing global situation; those who once had capacity might not anymore and peers – more so than leaders – are often stepping in and filling the gap. As a leader of your own team, what do you think they need most from you now? And how do you see your core role changing and bringing this empathy front and centre?

You have to be more present and listen. Because the thing is, I could say, ‘No meetings on Wednesdays’ but that may not work for everybody. At LinkedIn, we have days and times where everybody’s off which is extremely helpful, but everybody’s situation is so unique. There may be times when people face personal challenges and are going to be at 50% capacity because life is happening and when life gets hard, it needs empathy from your managers. So the most important thing is to communicate that and be able to appease people and say as a leader, ‘我收到了,听了’。倾听是了解个人需求和您作为经理的需求的核心,可能与他们的需求截然不同。

People are dealing with all sorts of things: mental health issues, caring for a vulnerable loved one, or no childcare and homeschooling. There are so many different parts and challenges of the spectrum here. The more that we have empathy and the more that we listen and honestly, just give people the benefit of the doubt, because some people are not very vocal, the better leaders we are going to be. And that’s the hard thing, I had this conversation recently with someone who was managing someone who ‘used to be such a rock star’, And I said well, maybe it’s not a performance issue, maybe you should ask how are things going? There’s usually a reason why there’s that pivot, and that change in someone and there’s probably a route to find out. It is not that we need to know every personal detail of someone’s life, but ask a simple question: Are you okay? Is everything okay? Do you need some time off? You notice the difference. I’ve seen that happen to people because this has been a really, really tough time. So I think as leaders, it’s our responsibility to ask and to help in those moments and let them know it’s okay. Allow them to take some time off and reassure them that the world is not going to end. But it will end if you or your team are actually making bad decisions or the various negative things that can actually happen if you don’t take that pause and take a step back to return refreshed, looking at things with a different lens and with clarity. We all need that break sometimes and that’s okay.

绝对地。One of the things that has taken a back seat for many in the last year – especially juniors and first-time managers – is professional learning and career development. How do you ensure, in this remote world, that individuals on your team still have adequate opportunities for progression?

我认为他们都是个人对话;您需要了解个人并准确了解他们的需求。这就是为什么我要确保以某种方式扩展团队,使每个经理都可以与他们合作的人一对一,以了解他们的职业志向。Yes, we’re all going through a hard time and trying to keep things afloat, but even in those moments, there’s been a tonne of leadership and a tonne of innovation, because we’ve all had to adapt, and actually, you see people rise in those situations as well. So all of that is credit to those people that were able to turn things around and point the ship in the right direction and head that way. But again, it comes down to connecting with the individual and having those conversations with them. What are their career aspirations? What do they see? What do they want to do? What skill are they trying to learn?It’s not necessarily all about promotion。我认为这就是人们需要转移重点的地方:您想学习的技能是什么?我的团队中有一些前端开发人员,他们现在想更多地专注于AI。因此,我要考虑下一个将为他们提供机会的项目。这就是领导者的责任。如果您不听,问问题或未能认识到那个员工何时植物,因此找不到或创造下一个机会,那么您就不会成为一名出色的经理。

也可能有一个时刻有人试图研究新技能,并且发生冲突,有人不允许他们锻炼它。这并不是说他们是恶意的,而是机会并不像应该变得那么容易。在这种情况下,我们作为经理的工作也在打破这些障碍并使这些道路也更轻松。您可能已经给了他们机会,同时也考虑如何使发展道路也发生。您必须继续看到这项努力,而不仅仅是说‘Oh, here’s the opportunity, good luck’ and let them sink or swim on their own. Yes, it can be good to put people in the fire – they learn a lot through that – but you must give them support along the way to see it through.

Promotion comes with hard work and demonstrating credibility. While someone could say they want that to be the next level, but they should be evaluated on the work they’ve done, what they’ve executed, how they impacted the business and their own team. It’s not going to just be about their desires, it’s also about the results at the end of the day,

在发展方面,您并不总是与晋升有关。但是,您如何发现并培养那些可能没有看到它但具有真正管理潜力的工程师?您如何确保在考虑多样化的候选人时,对于那些更具内向,神经性或面对可及性挑战的人来说,这一过程仍然没有偏见?

首先,我们知道有不同类型的领导者。有外向的人 - 那些往往会大声的人 - 然后有内向的人,他们也可以成为领导者,但不一定是本身的扩音器。因此,当然,前者将被视为,这可能会包含偏见,即’Look at how X shows up in a meeting. Maybe they should be leading the team?’那些领导者的偏见是文化的一部分,也是我20岁以上职业生涯中一次又一次见过的东西。这些是倾向于向前发展的人,但我认为这正在发生变化,因为我们意识到应该有各种类型的不同领导者具有不同的特征,并且我们拥有的团队越多样化,越好。

如果您在房间里有一群外向的人,谁会说话?每个人都会互相讲话,只是争夺通话时间。不会那么好。如果有的话,我发现有些人在自然界内更内内外,坐在会议上聆听或吸收的人会说最令人着迷,因为他们能够综合问题,说出一些最辉煌的事情。实际上,我与外向领导人进行了太多的对话,在会议之后,我回馈了他们,以至于他们没有收到其他人所说的话,因为他们只是在等待他们的时刻说话。

本质上,这不是关于whatyou’re trying to say or your idea. It’s abouthow您正在为对话做出贡献。我认为,我们可以从更安静的领导者那里学到很多关于他们如何将事物带到桌子上以及他们如何思考和停下来倾听和吸收的方面,在陈述他们的意见之前。我们绝对需要认识到这些差异,并作为领导者,我们的工作是通过更安静的声音,提升它们,尤其是呼吁它们。你知道,就像嘿,您对此有何看法?’创建该空间。

关于从个人贡献者(IC)到经理,这种增长,我发现我晋升为管理层的一些领导者是没有意识到他们已经有机地做到的。在这些情况下,我会敲打他们的肩膀说:‘您已经领导了,您是否考虑过成为一名经理?’那是我真正认为的真是太神奇了。他们是自然领导者;他们为业务解决了正确的问题,并为团队解决了正确的问题。他们只是专注,不要等待或要求许可,他们只是完成工作,这很重要。我发现这些人是我与之合作的最好的领导者。很难说,有时他们甚至都不知道自己有多伟大。

Then there are some who raise their hand and say ‘I want to be a leader’, and my response to them is, it’s not about telling people what to do, it’s about influencing them. And so it’s almost about having to pull them back a little bit and say let’s talk aboutwhy您想成为一名经理。让我们了解更多。因此,我肯定在这里看到了伟大领导者的两端。

从包容性角度来看,您如何确保声音提升的声音是否经常被平台?例如,对技术或其他代表性不足的群体的女性阐明,以确保对未来的领导力和技术的未来,该管道是多元化的吗?

我们都在努力解决这个问题。我无法告诉您我最近与之交谈的公司,他们都试图为不同的团队雇用。我可以告诉您我经历了什么和有效的工作 - 因为我为75%的领导团队是女性而感到自豪,而且这并没有付出任何努力。它需要某人以不同的方式看待领导力;从我在LinkedIn和Prior的多年实践中,我亲眼目睹了第一步是意识。

当我刚开始在LinkedIn开始时,当涉及到该公司的女工程师时,我们属于单位数字,因此我们中的一些人聚在一起开始交谈。当您在那个社区中感觉到归属感,并且可以分享一些您所面临的挑战并注意到它们是相似的挑战时,灯泡就开始消失了。你没关系,我并不孤单。然后,当您开始意识到这不是解决我们的问题时,它是关于其他人的,然后对他们提出意识并帮助他们提出质疑:他们如何选择领导者?他们如何选择团队?他们如何选择给予或创造机会?

One of the things we did [to raise that awareness] was interview several women at LinkedIn, then we brought the honest, but anonymous results to the leadership team and the CEO and said, ‘This is how they’re feeling and we need to do something about it’。他们中的许多人最初说他们不相信这一点,因为他们认为这是一家非常出色的公司。但是我们说他们无法与结果争论,最终他们接受了结果,然后我们开始谈论如何更改它。

这使我们在公司中做了不同的活动,这是从我领导一名女性进行科技倡议的开始,我们在室内将比例翻转,在房间里有20%的男性和80%的女性领导。我们聚在一起,进行对话,女性拥有舞台,而妇女则谈论她们面临的挑战,而男人的工作就是倾听和学习。我什至有一些男性盟友问,‘我应该做些什么?’’’在这些课程中,我应该讲什么或教书?’ And I explain that no, this is a moment to learn. Once they got that perspective and that hook, they wanted to then become part of the solution. For them, it was about coming to understand that next time they’re in a meeting or looking at their staff, and asking the question, ‘Do they all look like me?’。It starts to feel off in a way that wasn’t picked up before.

有你得通过cre步骤ate change and motivation for action. Because you could say all the right things but it comes down tohow您要在一天结束时采取行动吗?我为我们先前的首席执行官杰夫感到非常自豪 - 他总是在每个阶段和每一次对话中。Ryan Roslansky, our current CEO, is also amazing, and our head of engineering is super progressive in that way where he’s actually changing how we’re hiring at LinkedIn to make sure that we have a diverse slate of candidates coming through the interview pipeline before decisions are made. And that includes not only women but under-represented groups and saying that it’s going to take us longer to hire but that’s okay because we’re going to create a better company out of it.

We’re going through those steps now and those were some of the steps I took before we even had those policies in place. I’m really proud of the makeup of the team that I have, but we can always have more diverse teams, we could always do better. It’s interesting when I talk to different groups now, Black and Latino communities are going through some of the phases I remember, you know, 15 years ago when we’re in the single digits. We need to have that same playbook and make a change there.

需要发生许多其他进化,人们在那里,但是还有平衡。是的,我们想雇用所有这些多样化的人才,但您是否可以战略性地利用年轻人,同时也投资。然后,您拥有当前的人口,职业中部,也许数字不那么好,但才华横溢。借助远程工作和混合动力工作,您可以利用不同的领域。即使在硅谷,如果我们总是在攻击同一个人,饱和也将会发生。我们必须在外面看,所以我很高兴在纽约发展团队 - 那里有很多多样性。您必须在盒子外面看,以肯定会创建不同的结果。

绝对地。招聘是如此重要的部分,但正如您提到的,投资同样关键。一旦您的员工降落在公司并确保实际上适合他们的学习和发展需求,并为此提供资源。一些公司分配每个人或每个部门的基本预算,但要摆脱这种千篇一律的方法,并创造了对不同开发需求的认识,您如何为此预算,以及谁在LinkedIn中拥有预算?

我们要做几种不同的事情。我们都有一个开发预算,我将为自己的业务界限,我们能够在所有员工中分发。但是,我发现最有影响力的实际上是我们拥有的一些计划,我们在其中创造了这种社区和学习和成长的文化感。

One is for Women in Tech where we have a team that comes in and it’s expected that for the next week, you’re going to take that whole time off for the purposes of getting executive coaching. A group of people is going to come together and they’re going to learn together, and their managers can even show up and there’s gonna be a lot of support. So we create that culture where everybody’s doing something at the same time and then that awareness gets people excited. It’s been running for many years. And I can tell you that the groups that go through that program have the highest retention and the most promotions. The data speaks for itself and shows it’s a long-term gain. Not something you see overnight.

At LinkedIn, we’ve just finished doing what we call Career Week where we have a whole set of programs where staff can decide what they want to do for a day, or a week. Whether that be signing up for this public speaking or learning from other ICs in the company. And this is expected because it’s Career Week; everybody you know is doing it. If you’re going to participate, talk to your manager and they will add the time so you’re not overworking yourself or on any projects that are due. It’s part of our culture. And when you do that – and it’s something you celebrate at company level – and people have it in their Zoom background and they’re doing meetups, it’s exciting. There’s a whole marketing and brand thing that goes along with it which goes hand-in-hand.

We also do other things like ‘In Day’ on the third Friday of every month. We give staff a whole day to do whatever they want to work on themselves and again that is core to our culture. It’s embedded so there is this ‘always be learning’ mentality and we provide definite forums, definite programs, and definite time to be able to do that and exercise it. It’s expected because the world is constantly changing and you have to keep up with the times. I remember around 10 years ago, the mobile era kicked off, and most of our experience was on desktop. Everybody had to learn mobile development, and quickly. We weren’t able to just hire a whole team of mobile engineers, so people had to learn either by us bringing someone in to help teach and lead them or giving them the time to do so. And now we’re seeing the same thing with the AI-driven approach and the many things we need to do around that.

发展是如此重要,令人兴奋,这就是人们留下的原因。当人们觉得自己正在成长,学习新技能并与真正伟大的人一起工作时,这就是使他们坚持下去的原因。老实说?这就是让它有趣的原因。

对于我的最后一个问题,您能否推荐您认为每个技术领导者都应该阅读或收听的学习开发领域的书或播客?

I’m going to be totally biased here but I use LinkedIn Learning! I listen to it on my runs. One great woman – who’s actually sharing her adviceon confidence现在在LinkedIn的细分市场中 - 梅尔·罗宾斯(Mel Robbins)。她谈论给自己一个高五个镜子,刚写了一本书叫做高5个习惯。You know, we’re all going through things, and here’s a motivational speaker talking about some challenges she had and how she overcame them, so I’m a great fan of hers and would recommend.

Thank you, Erica!

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