LinkedIn News. Your ninety day plan is an extension off of your thirty day but you don't have to achieve everything in thirty days, right, Because I'm the kind of girl. I'm like, I want to solve for world hunger and poverty and create peace in the Middle East, like everything within the first thirty days. And I'm like, girl, I'm just a girl.

LinkedIn News. Your ninety day plan is an extension off of your thirty day but you don't have to achieve everything in thirty days, right, Because I'm the kind of girl. I'm like, I want to solve for world hunger and poverty and create peace in the Middle East, like everything within the first thirty days. And I'm like, girl, I'm just a girl.

She's like, I cannot let them rests, right, no wonder. I have a company, right, my magic company from LinkedIn News and I heard podcasts. This is Let's Talk offline, a show about what it takes to thrive in the early years of your career without sacrificing your values, sanity or sleep.

She's like, I cannot let them rests, right, no wonder. I have a company, right, my magic company from LinkedIn News and I heard podcasts. This is Let's Talk offline, a show about what it takes to thrive in the early years of your career without sacrificing your values, sanity or sleep.

I'm Gianna Predente.

I'm Gianna Predente.

And I'm Jamay Jackson Gadson. The first few weeks of a new job, y'all can definitely feel like you are being thrown into the deep end. Now, baby, I can swim, but I am certainly no Olympian. Okay. You are trying to juggle so many things, the small things like what do I wear to the office or who do I sit with that lunch, all the way to the big things like how do I advocate for myself? What do I look for in this job. How do I build a relationship with my manager? Honestly, it is stressful. My artfits are sweating just thinking about it.

And I'm Jamay Jackson Gadson. The first few weeks of a new job, y'all can definitely feel like you are being thrown into the deep end. Now, baby, I can swim, but I am certainly no Olympian. Okay. You are trying to juggle so many things, the small things like what do I wear to the office or who do I sit with that lunch, all the way to the big things like how do I advocate for myself? What do I look for in this job. How do I build a relationship with my manager? Honestly, it is stressful. My artfits are sweating just thinking about it.

And if you guys haven't figured it out already, you're not handed a guidebook on your first day.

And if you guys haven't figured it out already, you're not handed a guidebook on your first day.

That's like, here's how to navigate work like.

That's like, here's how to navigate work like.

Much I wish there was, But don't stress out. We're going to talk about how to set yourself up for success in a new role so that you can focus on showing up as your best self and figuring out if this is.

Much I wish there was, But don't stress out. We're going to talk about how to set yourself up for success in a new role so that you can focus on showing up as your best self and figuring out if this is.

The right job for you. So you know that I'm an anxious girlly, I.

The right job for you. So you know that I'm an anxious girlly, I.

Do know this, and when I started my first job here at LinkedIn, like that was anxiety to new new levels, you know.

Do know this, and when I started my first job here at LinkedIn, like that was anxiety to new new levels, you know.

I mean, you came out the gates swinging on a big girl job.

I mean, you came out the gates swinging on a big girl job.

I know they're.

I know they're.

Exciting, but really scary because I feel like there's so much you don't learn in school about navigating like corporate life, and it really feels like a lot of times you're the one who has to navigate it on your own. There's not somebody you can turn to. And that's really what did inspire a lot of my reporting. When I started my newsletter three years ago because I was like, all right, all of my friends are figuring out, you know, how to set goals at their jobs and like how to create relationships with their managers for the first time, like all these unspoken rules of work, if you will. And so I was like, I'm going to speak to experts who can help us figure this out and then share it in my newsletter, because yeah, we don't learn any of this before starting corporate life.

Exciting, but really scary because I feel like there's so much you don't learn in school about navigating like corporate life, and it really feels like a lot of times you're the one who has to navigate it on your own. There's not somebody you can turn to. And that's really what did inspire a lot of my reporting. When I started my newsletter three years ago because I was like, all right, all of my friends are figuring out, you know, how to set goals at their jobs and like how to create relationships with their managers for the first time, like all these unspoken rules of work, if you will. And so I was like, I'm going to speak to experts who can help us figure this out and then share it in my newsletter, because yeah, we don't learn any of this before starting corporate life.

Yeah, so, what are things that you would have wanted to know? Like if I had been teaching a masterclass in college, Like, what are things that like I should have been instructing you?

Yeah, so, what are things that you would have wanted to know? Like if I had been teaching a masterclass in college, Like, what are things that like I should have been instructing you?

Okay, well I totally would have signed up for that class, But I think, yeah, a lot of it is just like big things like how do you negotiate, how do you speak up at work ask for promotion? But to little things like how do I figure out how to succeed in this role? How do I create a good working relationship with my manager? And you know I talked about this previously, but when I started at LinkedIn, I was on a contract and then I went full time and then I moved to a new team and suddenly, like it was a blank slate, and they love this term here building the plane as you're flying, which is exactly what we love.

Okay, well I totally would have signed up for that class, But I think, yeah, a lot of it is just like big things like how do you negotiate, how do you speak up at work ask for promotion? But to little things like how do I figure out how to succeed in this role? How do I create a good working relationship with my manager? And you know I talked about this previously, but when I started at LinkedIn, I was on a contract and then I went full time and then I moved to a new team and suddenly, like it was a blank slate, and they love this term here building the plane as you're flying, which is exactly what we love.

To say that. And there's lots of planes around here.

To say that. And there's lots of planes around here.

I like to be strapped in, but no problem. But so that's how the role felt like it was literally getting designed as I was in it, and I didn't really know.

I like to be strapped in, but no problem. But so that's how the role felt like it was literally getting designed as I was in it, and I didn't really know.

What success looked like in that role.

What success looked like in that role.

And I did turn to my manager, and I, you know, had some guidance, but I was really comparing myself to people on my team who were more senior than me and had established themselves. And I was like, okay, well I need to get there. I know the angle, but I have no idea how to get to that point. So I remember this one conversation with a colleague who sat me down and he was like, Okay, if there's anything I can tell you, it's that you need to create your own metrics for success. This is a very self driven role. So you need to figure out what are metrics for yourself, put it in a dock, and be able to communicate that when somebody asks, and make sure you're tracking your progress right, Like I think a lot of times we look to somebody else to say, Okay, this is the target you need to reach, but you really can create that for yourself. So that's something I did in early in my days of this new role to figure out, like, Okay, I know what I'm working towards. I have ways to benchmark myself, and I'm going to.

And I did turn to my manager, and I, you know, had some guidance, but I was really comparing myself to people on my team who were more senior than me and had established themselves. And I was like, okay, well I need to get there. I know the angle, but I have no idea how to get to that point. So I remember this one conversation with a colleague who sat me down and he was like, Okay, if there's anything I can tell you, it's that you need to create your own metrics for success. This is a very self driven role. So you need to figure out what are metrics for yourself, put it in a dock, and be able to communicate that when somebody asks, and make sure you're tracking your progress right, Like I think a lot of times we look to somebody else to say, Okay, this is the target you need to reach, but you really can create that for yourself. So that's something I did in early in my days of this new role to figure out, like, Okay, I know what I'm working towards. I have ways to benchmark myself, and I'm going to.

Just track my progress along the way.

Just track my progress along the way.

Yeah. Well, let me ask you, gee, are you a person that you operate well in like ambiguity or do you need a structure? You need a little bit more structure. I know, I'm like because some.

Yeah. Well, let me ask you, gee, are you a person that you operate well in like ambiguity or do you need a structure? You need a little bit more structure. I know, I'm like because some.

People my life motto is that only dead fish go with the flow, because I just get I need the structure. Like, I don't go with the flow, I don't live in the gray area, Like I don't.

People my life motto is that only dead fish go with the flow, because I just get I need the structure. Like, I don't go with the flow, I don't live in the gray area, Like I don't.

Mean like like a structure.

Mean like like a structure.

Yeah, because you know, the role didn't have much structure created for me, and I had to create that for myself. I really do thrive with structure.

Yeah, because you know, the role didn't have much structure created for me, and I had to create that for myself. I really do thrive with structure.

Maybe too much sometimes I'm working on them.

Maybe too much sometimes I'm working on them.

No, not at all, but yeah, so that's something I had to figure out for myself, like, Okay, what is my workflow? What is my main piece of content that I'm producing, which was my newsletter? How do I organize myself? All of those things was mostly me figuring out by myself and then turning to my colleagues who were in similar roles and learning from them, and then implementing that into my own workflow.

No, not at all, but yeah, so that's something I had to figure out for myself, like, Okay, what is my workflow? What is my main piece of content that I'm producing, which was my newsletter? How do I organize myself? All of those things was mostly me figuring out by myself and then turning to my colleagues who were in similar roles and learning from them, and then implementing that into my own workflow.

Yeah, that makes a lot of sense, and I guess in many ways my story is very similar for every role I had, probably until I did my first fellowship, which was at BuzzFeed, I always was in roles where I was the only person, like on my team, like doing the specific thing. So on the one hand, I didn't have anyone who I could look to and say like, Okay, how are you doing this? And to some degree I couldn't even really go to my managers because my managers maybe were in other divisions who had come over to shepherd this project or this initiative, And so I really had to just sort of figure out, to your point, what success for me looks like, and how do I tell that story.

Yeah, that makes a lot of sense, and I guess in many ways my story is very similar for every role I had, probably until I did my first fellowship, which was at BuzzFeed, I always was in roles where I was the only person, like on my team, like doing the specific thing. So on the one hand, I didn't have anyone who I could look to and say like, Okay, how are you doing this? And to some degree I couldn't even really go to my managers because my managers maybe were in other divisions who had come over to shepherd this project or this initiative, And so I really had to just sort of figure out, to your point, what success for me looks like, and how do I tell that story.

Yeah.

Yeah.

When I did get to do that fellowship, it was great because you know, this had been a long standing program. Anyone who has ever, you know, come through the BuzzFeed ranks, A lot of people have come from the Fellowship program. So I knew that this was a pipeline for hiring and I went and I called my mama up and I was like, I'm going to get a full time job there. Like I loved everything about it. I loved the culture, I loved the name, and my fellowship coordinator had actually he was very type A too, but he gave a sort of like a syllabus at the very beginning of the fellowship saying like, by the end of this, this is what you ideally should have a lot of these were It was great because it broke it down even to like I want you to hit a story that hits this many page views or this or that, and it was a multitude of different things that really stretched you. And so every week I'm going through and I'm like, am I tracking progress toward this or this or this? And I actually was really happy because by the end of that fellowship I had hit every single thing on there plus some Your girl was setting this stand the bar, hi baby. But to your point, I had to sort of self govern a lot. And there are times where you can go to your managers and you can ask them for help, but you also are going to have to figure out a lot of this. But I think where the exhausting slash anxiety inducing part about it all is is that you don't even know where to begin. You don't know what. You don't know until you know what, you don't know, you know what I mean. And so yeah, well let me ask you, like, how did you personally navigate your new working environment, like when you left that structure because there are other structured girlies and boys's listening who are like people who are just like, Okay, I am charting into new territory. I might be the only one on my team or I might be working with like a new manager, Like, how have you navigated that in your career?

When I did get to do that fellowship, it was great because you know, this had been a long standing program. Anyone who has ever, you know, come through the BuzzFeed ranks, A lot of people have come from the Fellowship program. So I knew that this was a pipeline for hiring and I went and I called my mama up and I was like, I'm going to get a full time job there. Like I loved everything about it. I loved the culture, I loved the name, and my fellowship coordinator had actually he was very type A too, but he gave a sort of like a syllabus at the very beginning of the fellowship saying like, by the end of this, this is what you ideally should have a lot of these were It was great because it broke it down even to like I want you to hit a story that hits this many page views or this or that, and it was a multitude of different things that really stretched you. And so every week I'm going through and I'm like, am I tracking progress toward this or this or this? And I actually was really happy because by the end of that fellowship I had hit every single thing on there plus some Your girl was setting this stand the bar, hi baby. But to your point, I had to sort of self govern a lot. And there are times where you can go to your managers and you can ask them for help, but you also are going to have to figure out a lot of this. But I think where the exhausting slash anxiety inducing part about it all is is that you don't even know where to begin. You don't know what. You don't know until you know what, you don't know, you know what I mean. And so yeah, well let me ask you, like, how did you personally navigate your new working environment, like when you left that structure because there are other structured girlies and boys's listening who are like people who are just like, Okay, I am charting into new territory. I might be the only one on my team or I might be working with like a new manager, Like, how have you navigated that in your career?

So on the structure piece, I think I bucketed my work and was like, okay, I'm putting into three buckets.

So on the structure piece, I think I bucketed my work and was like, okay, I'm putting into three buckets.

It's X, Y, and Z.

It's X, Y, and Z.

So I knew like, okay, maybe on this day I need to touch certain parts of this category. On the next day I touched certain parts of the next I think doing that, like breaking down my work into more I guess bite sized you know, responsibilities, really helped me. And then on like navigating the workplace in general. I mean it was a weird time because it was when I first started at LinkedIn. It was remote, so I was like, is this job even real. And then when I came to the office, Lord, it took me like a million years just to figure.

So I knew like, okay, maybe on this day I need to touch certain parts of this category. On the next day I touched certain parts of the next I think doing that, like breaking down my work into more I guess bite sized you know, responsibilities, really helped me. And then on like navigating the workplace in general. I mean it was a weird time because it was when I first started at LinkedIn. It was remote, so I was like, is this job even real. And then when I came to the office, Lord, it took me like a million years just to figure.

Out what to wear right. And then you know, I like came in, I was like, do we like hug? No?

Out what to wear right. And then you know, I like came in, I was like, do we like hug? No?

Like, do we handshake? It's awkward waves, you know all of that. So, yeah, I think it takes a minute, like to really assimilate into a workplace and to figure out like those unspoken rules, get the lay of the land, and a lot of it is like sitting back and just how other people are moving. And then I think that informs what you do.

Like, do we handshake? It's awkward waves, you know all of that. So, yeah, I think it takes a minute, like to really assimilate into a workplace and to figure out like those unspoken rules, get the lay of the land, and a lot of it is like sitting back and just how other people are moving. And then I think that informs what you do.

What about you when you started?

What about you when you started?

You've had a few jobs now, but how have you kind of approached those first few weeks on a new job, when you're entering a new environment.

You've had a few jobs now, but how have you kind of approached those first few weeks on a new job, when you're entering a new environment.

Yeah, I personally go into a job asking myself what do I want to accomplish that will show them that they did not make a mistake in hiring me. I think that's where possibly, like my anxiety comes from. But also, you know, and I've spoken about this a couple of times, being a woman of color, I already know that there is possibly a standard that I'm being held to or evaluated against, And for a lot of the roles that I've carried throughout my career. I've usually been the only or maybe one of only a few, and so I always want to go into a job showing them like, not only am I qualified to do this, but that you can immediately see opportunity for me to advance here. And so for me, that developed into what I call and what others have called a thirty sixty ninety day. So essentially those are when you break up, what do you want to accomplish within your first thirty days on the job, sixty days, ninety days. The great thing is your ninety day plan is an extension off of your thirty day. But you don't have to achieve everything in thirty days, right, Because I'm the kind of girl. I'm like, I want to solve for world hunger and poverty and create peace in the Middle East, like everything within the first thirty days. And I'm like, girl, I'm just a girl.

Yeah, I personally go into a job asking myself what do I want to accomplish that will show them that they did not make a mistake in hiring me. I think that's where possibly, like my anxiety comes from. But also, you know, and I've spoken about this a couple of times, being a woman of color, I already know that there is possibly a standard that I'm being held to or evaluated against, And for a lot of the roles that I've carried throughout my career. I've usually been the only or maybe one of only a few, and so I always want to go into a job showing them like, not only am I qualified to do this, but that you can immediately see opportunity for me to advance here. And so for me, that developed into what I call and what others have called a thirty sixty ninety day. So essentially those are when you break up, what do you want to accomplish within your first thirty days on the job, sixty days, ninety days. The great thing is your ninety day plan is an extension off of your thirty day. But you don't have to achieve everything in thirty days, right, Because I'm the kind of girl. I'm like, I want to solve for world hunger and poverty and create peace in the Middle East, like everything within the first thirty days. And I'm like, girl, I'm just a girl.

She's like, I cannot let them I get this decision, No.

She's like, I cannot let them I get this decision, No.

Wonder, I haven't saw me off. My magic company is strong. But like that, you know, I found that, like by writing out what I want to accomplish, having those conversations with my manager being like, is this on target with what you're anticipating in this role? To be that open communication is key.

Wonder, I haven't saw me off. My magic company is strong. But like that, you know, I found that, like by writing out what I want to accomplish, having those conversations with my manager being like, is this on target with what you're anticipating in this role? To be that open communication is key.

So I love that.

So I love that.

Yeah, yeah, I think that's so smart. The thirty sixty ninety rule when it comes to goal setting. I did not know about that. Another unspoken role, you know, And so I think if I, you know, ever start another job, like I will do that and writing it down so you know what you're working toward is so smart. Communicating that to your manager is so smart. I think we feel like we're and I said this before, like we wait for direction, but you should be proactive in that because that's really how you stand out in those first few days, in the first few weeks up to ninety days in your role, and because the reality is your your performance is being measured during that time.

Yeah, yeah, I think that's so smart. The thirty sixty ninety rule when it comes to goal setting. I did not know about that. Another unspoken role, you know, And so I think if I, you know, ever start another job, like I will do that and writing it down so you know what you're working toward is so smart. Communicating that to your manager is so smart. I think we feel like we're and I said this before, like we wait for direction, but you should be proactive in that because that's really how you stand out in those first few days, in the first few weeks up to ninety days in your role, and because the reality is your your performance is being measured during that time.

Yeah. And the last thing I'll say, and I'm going to say this as many times as I possibly can, this is your career. So I don't care if you are twenty one, forty one, ninety one, I mean, please don't be in the workforce at ninety one. Rest baby, rest. But no matter your age, you have to own your career and you have to be intentional about the choices that you make. But also that should give you comfort knowing that your power is you owning your narrative. Absolutely. Coming up, we're talking with LinkedIn HR executive Mary Kerbs, who has over twenty five years of experience in HR helping young talent. We're gonna talk to her about how you can come up with a game plan to tackle those new job goals. All right, y'all, So we are back and we have been talking all about navigating the unspoken rules of work and more importantly, how you can set yourself up for success when you first join a new company. Now. I don't know if anyone's told you this, but your big sis, Jamay, is going to while you're out here trying to figure out your new role, your performance is being measured. Okay, So I know you want to get some more intel from me and Gianna, but we had to bring the big dog out for this episode. Gianna, who do we have this week?

Yeah. And the last thing I'll say, and I'm going to say this as many times as I possibly can, this is your career. So I don't care if you are twenty one, forty one, ninety one, I mean, please don't be in the workforce at ninety one. Rest baby, rest. But no matter your age, you have to own your career and you have to be intentional about the choices that you make. But also that should give you comfort knowing that your power is you owning your narrative. Absolutely. Coming up, we're talking with LinkedIn HR executive Mary Kerbs, who has over twenty five years of experience in HR helping young talent. We're gonna talk to her about how you can come up with a game plan to tackle those new job goals. All right, y'all, So we are back and we have been talking all about navigating the unspoken rules of work and more importantly, how you can set yourself up for success when you first join a new company. Now. I don't know if anyone's told you this, but your big sis, Jamay, is going to while you're out here trying to figure out your new role, your performance is being measured. Okay, So I know you want to get some more intel from me and Gianna, but we had to bring the big dog out for this episode. Gianna, who do we have this week?

I am so excited, guys.

I am so excited, guys.

We are bringing in an HR expert who has literally seen it all at such a high level to share what we can do at the ground floor. Joining us today is Mary Kurbs. She's a VP of Product HR here at LinkedIn She's been working in NHR for over twenty five years and has dedicated her career to uplifting talent and fostering work environments where people feel like they can thrive. Mary, thank you so much for joining us.

We are bringing in an HR expert who has literally seen it all at such a high level to share what we can do at the ground floor. Joining us today is Mary Kurbs. She's a VP of Product HR here at LinkedIn She's been working in NHR for over twenty five years and has dedicated her career to uplifting talent and fostering work environments where people feel like they can thrive. Mary, thank you so much for joining us.

Yeah, I'm so thrilled to be here with you both. Thank you so much for the warm welcome.

Yeah, I'm so thrilled to be here with you both. Thank you so much for the warm welcome.

Of course, we're so excited to have you. And I'm going to kick it off with a question about HR. You know, when I started my job three years ago, I was like, what role does HR even play? Do I only go to HR if I'm in trouble or does something bad happen? So for all the people who are, you know, starting their careers, I want to know, aside from your manager, how is HR a resource to new hires and how can they lean on HR while they're figuring out this new work environment.

Of course, we're so excited to have you. And I'm going to kick it off with a question about HR. You know, when I started my job three years ago, I was like, what role does HR even play? Do I only go to HR if I'm in trouble or does something bad happen? So for all the people who are, you know, starting their careers, I want to know, aside from your manager, how is HR a resource to new hires and how can they lean on HR while they're figuring out this new work environment.

You know what, I'm so glad you asked this, Gianna. I have been trying to change how people think about HR for the last twenty some odd years. HR can be very valuable to new hires and to employees in general. But you're right, you know, you hear the term HR and it's I must be in trouble something negative is going to come out of this conversation. I'd like to kind of turn the tables on that a little bit. I would say for new hires, it is, you know, don't be afraid to find out who your HR partner is. They are there to answer questions perhaps that you might not feel comfortable asking your manager. They're there for counsel and advice. Think of it as an additional resource, someone that knows the company very well, someone that can help you navigate. They know how to connect with people, and they know how to open doors and help them find a way forward, regardless of what it is that you need help with.

You know what, I'm so glad you asked this, Gianna. I have been trying to change how people think about HR for the last twenty some odd years. HR can be very valuable to new hires and to employees in general. But you're right, you know, you hear the term HR and it's I must be in trouble something negative is going to come out of this conversation. I'd like to kind of turn the tables on that a little bit. I would say for new hires, it is, you know, don't be afraid to find out who your HR partner is. They are there to answer questions perhaps that you might not feel comfortable asking your manager. They're there for counsel and advice. Think of it as an additional resource, someone that knows the company very well, someone that can help you navigate. They know how to connect with people, and they know how to open doors and help them find a way forward, regardless of what it is that you need help with.

I love that you said HR is there to answer the questions you don't feel comfortable asking your manager, because that's the business Jamay and I are in.

I love that you said HR is there to answer the questions you don't feel comfortable asking your manager, because that's the business Jamay and I are in.

So I love that.

So I love that.

Yeah. So, you know, one thing that we really want to touch on, especially for early career professionals is once they get into their role, understanding that their manager is also evaluating them and making sure that this is a culture fit. So, from your perspective, how are managers usually evaluating new hires, especially during those first few weeks on a job. You know, what are managers even looking for.

Yeah. So, you know, one thing that we really want to touch on, especially for early career professionals is once they get into their role, understanding that their manager is also evaluating them and making sure that this is a culture fit. So, from your perspective, how are managers usually evaluating new hires, especially during those first few weeks on a job. You know, what are managers even looking for.

It's a great question. I would say, first and foremost, how is the employee acclimating to the culture, to the team. How are they interacting with others? Are they meeting with the right people? Are they getting the information needed to be able to do their job? They know who they're going to be working with on a daily basis, can they develop relationships and can they begin to contribute? And I think that there's a wonderful partnership that happens between an employee and their manager. Ninety percent of an employee's happiness is their manager, and that can be a good or a bad thing, Let's be honest. So you know, being able to come in and have that connection with your manager and know what's expected. And I know that that sounds very general, so I want to unpack that a little bit. You start a new job, you kind of know what you were hired to do, but you come in and it's like, okay, tactically, what am I expected to do? The person that is going to help you map that out is your manager. You know, a manager should help an employee navigate their first I would say ninety days on the job, here's the people you should be meeting with here's the people that are going to give you the information needed for you to understand how to do your job.

It's a great question. I would say, first and foremost, how is the employee acclimating to the culture, to the team. How are they interacting with others? Are they meeting with the right people? Are they getting the information needed to be able to do their job? They know who they're going to be working with on a daily basis, can they develop relationships and can they begin to contribute? And I think that there's a wonderful partnership that happens between an employee and their manager. Ninety percent of an employee's happiness is their manager, and that can be a good or a bad thing, Let's be honest. So you know, being able to come in and have that connection with your manager and know what's expected. And I know that that sounds very general, so I want to unpack that a little bit. You start a new job, you kind of know what you were hired to do, but you come in and it's like, okay, tactically, what am I expected to do? The person that is going to help you map that out is your manager. You know, a manager should help an employee navigate their first I would say ninety days on the job, here's the people you should be meeting with here's the people that are going to give you the information needed for you to understand how to do your job.

I love that that's something my manager did when I started out, which is a lot of my anxiety. But I'm wondering if they don't say, you know, here are the key stakeholders on the team that you should probably meet. Is that something you should ask for so you can then set up those meetings yourself.

I love that that's something my manager did when I started out, which is a lot of my anxiety. But I'm wondering if they don't say, you know, here are the key stakeholders on the team that you should probably meet. Is that something you should ask for so you can then set up those meetings yourself.

Absolutely, I've spoken with countless early in career employees, you know, like how am I going to set myself up for success? And one thing that I always share is, you know, like when you start dating someone and you have a list of non negotiables, like things that have to be in place if things are going to move forward. I think every new employee should be having that conversation with their manager of Okay, here's my non negotiables in order for me to feel like I'm going to be successful, this is what I need and to hear the same thing from your manager. And you know what, I think people joining, you know, having their first professional job, they may not know what those non negotiables are yet, but I think just having the conversation with their manager, what does success look like, here, I am, this is my first job. What are the things that are your pet peas? What are some things that I should stay away from doing? So that's pretty essential in my book.

Absolutely, I've spoken with countless early in career employees, you know, like how am I going to set myself up for success? And one thing that I always share is, you know, like when you start dating someone and you have a list of non negotiables, like things that have to be in place if things are going to move forward. I think every new employee should be having that conversation with their manager of Okay, here's my non negotiables in order for me to feel like I'm going to be successful, this is what I need and to hear the same thing from your manager. And you know what, I think people joining, you know, having their first professional job, they may not know what those non negotiables are yet, but I think just having the conversation with their manager, what does success look like, here, I am, this is my first job. What are the things that are your pet peas? What are some things that I should stay away from doing? So that's pretty essential in my book.

That list of non negotiables is really so important because the reality is you're still vetting the company just as much as they're measuring your performance. And we're going to get into that in just a bit, but before we do, I want to bring up question from one of our listeners. This is Deer Work Bestie, where we answer questions from people who listen to the show. This week we have a question from Eli and Texas.

That list of non negotiables is really so important because the reality is you're still vetting the company just as much as they're measuring your performance. And we're going to get into that in just a bit, but before we do, I want to bring up question from one of our listeners. This is Deer Work Bestie, where we answer questions from people who listen to the show. This week we have a question from Eli and Texas.

I'll be starting my first job out of college in just a couple of weeks, and I'm pretty excited, but I'm also nervous. So how can I show my employers that I am trustworthy and responsible when it's still also new to me?

I'll be starting my first job out of college in just a couple of weeks, and I'm pretty excited, but I'm also nervous. So how can I show my employers that I am trustworthy and responsible when it's still also new to me?

In any job, regardless of whether it's your first job or your fifth job, I think coming in and understanding what are some early wins that you can make to show that you're contributing. I think with every job there's what I call like low hanging fruit. Can you make sure that you're completing your projects on time? Are you showing that you have a strong work ethic, because the moment that you start a job, you start building your brand and who you are how you show up is everything, and you can do that in the little list of ways. So Eli, I would say, show your best self, be consistent, find ways right as you start to understand, you know, what is a big problem or a small problem that your manager's trying to solve, and you may not know how to solve it, but you may be able to come back with some ideas to let them know that, Hey, I know that this is important and it's top of mind for me. Here's what I think about it. Knowing what's important to the business that you support and your manager, being present in meetings, asking questions, trying to show that you're present and you're wanting to participate in collaborative all of those things speak volumes about you as a professional.

In any job, regardless of whether it's your first job or your fifth job, I think coming in and understanding what are some early wins that you can make to show that you're contributing. I think with every job there's what I call like low hanging fruit. Can you make sure that you're completing your projects on time? Are you showing that you have a strong work ethic, because the moment that you start a job, you start building your brand and who you are how you show up is everything, and you can do that in the little list of ways. So Eli, I would say, show your best self, be consistent, find ways right as you start to understand, you know, what is a big problem or a small problem that your manager's trying to solve, and you may not know how to solve it, but you may be able to come back with some ideas to let them know that, Hey, I know that this is important and it's top of mind for me. Here's what I think about it. Knowing what's important to the business that you support and your manager, being present in meetings, asking questions, trying to show that you're present and you're wanting to participate in collaborative all of those things speak volumes about you as a professional.

Yeah. I love that you mentioned that because gian and I have been talking about personal branding and how important it is to be able to show yourself reliable in the workforce, because all to your point, everything that you do in touch and say all goes back to you building and crafting this narrative of who you are and how people can look at you, and so I love that. I also started talking about things that people can do. So I want to ask you about this thirty sixty ninety. A couple of years ago, a mentor of mine said, when you come into your job, you should create a thirty sixty ninety plan. I had never heard of that a day in my life. And so when it comes to setting goals as a new hire, what are things that people should be thinking about as far as what they should be accomplishing in those first thirty sixty and ninety days. But then also how do they start having those goal setting conversations with their managers? Should they come to their manager and offer that up? Should they wait for their manager too? Should it be a symbiosis or big word like what should it look like?

Yeah. I love that you mentioned that because gian and I have been talking about personal branding and how important it is to be able to show yourself reliable in the workforce, because all to your point, everything that you do in touch and say all goes back to you building and crafting this narrative of who you are and how people can look at you, and so I love that. I also started talking about things that people can do. So I want to ask you about this thirty sixty ninety. A couple of years ago, a mentor of mine said, when you come into your job, you should create a thirty sixty ninety plan. I had never heard of that a day in my life. And so when it comes to setting goals as a new hire, what are things that people should be thinking about as far as what they should be accomplishing in those first thirty sixty and ninety days. But then also how do they start having those goal setting conversations with their managers? Should they come to their manager and offer that up? Should they wait for their manager too? Should it be a symbiosis or big word like what should it look like?

Woo?

Woo?

I don't know how to follow that word. You may okay, okay within the first thirty days to may just to get into it. I think it is understanding your scope, understanding what irresponsible for, and then really starting to set some key goals. And you all may have heard this term, you know, setting smart goals, smart being specific. What exactly is it that you need to accomplish measurable how do you know if you're successful? And I think that's the key and trying to have it be measured where it's not subjective. I mean, let's be clear, some of it will be subjective. You're going to be you know, people's opinions of you will weigh in. But if there are metrics, if there are survey results that can be used, you know, to drive those measurable results, I think it's really helpful achievable. Are you setting realistic goals or you know, are you trying to boil the ocean relevant? Are the goals that you're setting aligned with what the business needs or is this something that you know may not have a deep impact. And then time bound, you don't want to have evergreen goals to start in a finish so that you get that sense of accomplishment. But I think trying to use that framework at least three out of those five. Honestly, as you're talking talking to your manager on how you set goals, those are things that I think should be accomplished at least within your thirty days and then within the next six year ninety days you're starting to chip away your goals. You are meeting people that you need to interact with on a regular basis. I call it. You know, you're trying to figure out who's who in the zoo. You're going to need ninety days to meet all the people that you'll need to interact with. That's not going to happen in the first thirty Again, be realistic and give yourself time, and then also understanding who are the folks that you can go to beyond your manager for support even if you have questions about how to interact with your manager, identifying somebody that might be able to help you with that is really important within the first ninety days.

I don't know how to follow that word. You may okay, okay within the first thirty days to may just to get into it. I think it is understanding your scope, understanding what irresponsible for, and then really starting to set some key goals. And you all may have heard this term, you know, setting smart goals, smart being specific. What exactly is it that you need to accomplish measurable how do you know if you're successful? And I think that's the key and trying to have it be measured where it's not subjective. I mean, let's be clear, some of it will be subjective. You're going to be you know, people's opinions of you will weigh in. But if there are metrics, if there are survey results that can be used, you know, to drive those measurable results, I think it's really helpful achievable. Are you setting realistic goals or you know, are you trying to boil the ocean relevant? Are the goals that you're setting aligned with what the business needs or is this something that you know may not have a deep impact. And then time bound, you don't want to have evergreen goals to start in a finish so that you get that sense of accomplishment. But I think trying to use that framework at least three out of those five. Honestly, as you're talking talking to your manager on how you set goals, those are things that I think should be accomplished at least within your thirty days and then within the next six year ninety days you're starting to chip away your goals. You are meeting people that you need to interact with on a regular basis. I call it. You know, you're trying to figure out who's who in the zoo. You're going to need ninety days to meet all the people that you'll need to interact with. That's not going to happen in the first thirty Again, be realistic and give yourself time, and then also understanding who are the folks that you can go to beyond your manager for support even if you have questions about how to interact with your manager, identifying somebody that might be able to help you with that is really important within the first ninety days.

You mentioned before.

You mentioned before.

You know, it takes about ninety days maybe even more to figure out who's who in the zoo, which is so true. And when you're building those relationships, it can be overwhelming, you know. I remember when I started out, I was there's a lot of people. I was like, well, I don't know even know how to tackle this. So what are some first steps people can take when it comes to building good working relationships with people on their team?

You know, it takes about ninety days maybe even more to figure out who's who in the zoo, which is so true. And when you're building those relationships, it can be overwhelming, you know. I remember when I started out, I was there's a lot of people. I was like, well, I don't know even know how to tackle this. So what are some first steps people can take when it comes to building good working relationships with people on their team?

I mean, you want to connect with somebody on a human level. Yes, you're going to have people that want to get right into it and want to just talk about business. Fine, but I find that, you know, the deeper relationships are rooted in a connection of some sort. And so you know, when you first meet someone, maybe taking you know, the first minute, you know, hey, tell me a little bit about yourself, and then you get into you know, the business at hand. But I just feel like connecting at a human level, showing what's important to you those things go a long way. And being able to connect and helping people feel comfortable.

I mean, you want to connect with somebody on a human level. Yes, you're going to have people that want to get right into it and want to just talk about business. Fine, but I find that, you know, the deeper relationships are rooted in a connection of some sort. And so you know, when you first meet someone, maybe taking you know, the first minute, you know, hey, tell me a little bit about yourself, and then you get into you know, the business at hand. But I just feel like connecting at a human level, showing what's important to you those things go a long way. And being able to connect and helping people feel comfortable.

That feels so relatable because I remember even when I joined LinkedIn almost three years ago, my team was in such a fast hyper growth stage where it was like Mary's like, I remember the people. Yeah, it was new people every week, so much so where we were just like, okay, y'all, we're just gonna start doing collective on boards for the team for introductions. But as scary as it felt, it also felt so nice knowing that other people were in the boat with you. They were in the trenches and we were building the plane as it was flying, and our rooting for you to succeed, which actually kind of brings me to my next point because you know, as Gianna, I always tell people like I look at jobs a lot like dating. So I was very happy that you did your dating analogy a little earlier because.

That feels so relatable because I remember even when I joined LinkedIn almost three years ago, my team was in such a fast hyper growth stage where it was like Mary's like, I remember the people. Yeah, it was new people every week, so much so where we were just like, okay, y'all, we're just gonna start doing collective on boards for the team for introductions. But as scary as it felt, it also felt so nice knowing that other people were in the boat with you. They were in the trenches and we were building the plane as it was flying, and our rooting for you to succeed, which actually kind of brings me to my next point because you know, as Gianna, I always tell people like I look at jobs a lot like dating. So I was very happy that you did your dating analogy a little earlier because.

I saw Ja May smiling at that.

I saw Ja May smiling at that.

I was so happy because there are so many similarities around relationship building that I see. And you know, when we think about those first ninety days, everybody is always saying the company is vetting you, the company is vetting you, blah blah blah. But honey, you are vetting the company too. And I think a lot of people don't realize how much power they also have. So if you are a early career professional, you know someone who's just starting out, what's some advice that you would give them on things that they should evaluate on whether the company is right for them, Like what are green flags? What are red flags? What are pink flags?

I was so happy because there are so many similarities around relationship building that I see. And you know, when we think about those first ninety days, everybody is always saying the company is vetting you, the company is vetting you, blah blah blah. But honey, you are vetting the company too. And I think a lot of people don't realize how much power they also have. So if you are a early career professional, you know someone who's just starting out, what's some advice that you would give them on things that they should evaluate on whether the company is right for them, Like what are green flags? What are red flags? What are pink flags?

So I would say a green flag is you feel that you can bring your best self? What does that actually mean? So you're in a team meeting, you're with your manager, you are able to freely share information and people are asking questions and are curious about you and want to get to know you. You feel like you're an environment where people want you to belong. That would be a big green flag for me on the opposite of that. A red flag is you're not getting time with your manager. You know, when you're trying to meet with people, people aren't giving you the time. Like you're not being set up to be in an environment where you can understand who you need to work with and how to get to know them and how to collaborate. You know, I would say a pink flag is you've got a manager who seems really nice. You know you've got the connection with them, but it's all words and no action. You know, you're in your one on ones and maybe you've had that non negotiable conversation and you feel like you've gotten to a point where you understand, Okay, this is how I'm going to work with my manager. But it's all words and no action. That's not good either. When your manager's just going through the motions, that would be a reason to pause and you know, being able to have the courage to say, hey, what we once talked about, I'm not seeing and I need to feel like I'm set up for success here. I mean at my core, Jammy, Like, if those things aren't in place within the first ninety days, if I'm like waking up on a Monday morning, and it's like I got to go in there. You know, that feeling is not a good one.

So I would say a green flag is you feel that you can bring your best self? What does that actually mean? So you're in a team meeting, you're with your manager, you are able to freely share information and people are asking questions and are curious about you and want to get to know you. You feel like you're an environment where people want you to belong. That would be a big green flag for me on the opposite of that. A red flag is you're not getting time with your manager. You know, when you're trying to meet with people, people aren't giving you the time. Like you're not being set up to be in an environment where you can understand who you need to work with and how to get to know them and how to collaborate. You know, I would say a pink flag is you've got a manager who seems really nice. You know you've got the connection with them, but it's all words and no action. You know, you're in your one on ones and maybe you've had that non negotiable conversation and you feel like you've gotten to a point where you understand, Okay, this is how I'm going to work with my manager. But it's all words and no action. That's not good either. When your manager's just going through the motions, that would be a reason to pause and you know, being able to have the courage to say, hey, what we once talked about, I'm not seeing and I need to feel like I'm set up for success here. I mean at my core, Jammy, Like, if those things aren't in place within the first ninety days, if I'm like waking up on a Monday morning, and it's like I got to go in there. You know, that feeling is not a good one.

So yeah, and the Sunday scaries are too really, especially the first ninety days that's supposed to be money time.

So yeah, and the Sunday scaries are too really, especially the first ninety days that's supposed to be money time.

Wait to know, these people better bring it on.

Wait to know, these people better bring it on.

So let's say at the end of those ninety days, maybe even a year, the red flags are just popping up left and right.

So let's say at the end of those ninety days, maybe even a year, the red flags are just popping up left and right.

You got some.

You got some.

Green, but there's pink red and you're struggling to, you know, figure out is this job right for me. That can be really isolating and scary to feel because you're like, where do I even turn? And a lot of gen z yers I've spoken to my reporting they have job hopped, you know, a few months in even a year into a role. They've said I've tried all I could and I decided this wasn't right for me. So I'm not gonna, you know, stall my career. I'm gonna look elsewhere. But I'm sure there are steps you can take at the company to kind of remedy your situation before making that big decision to leave. So what is the first step someone should take in that position and what role does HR play as a resource when this happens.

Green, but there's pink red and you're struggling to, you know, figure out is this job right for me. That can be really isolating and scary to feel because you're like, where do I even turn? And a lot of gen z yers I've spoken to my reporting they have job hopped, you know, a few months in even a year into a role. They've said I've tried all I could and I decided this wasn't right for me. So I'm not gonna, you know, stall my career. I'm gonna look elsewhere. But I'm sure there are steps you can take at the company to kind of remedy your situation before making that big decision to leave. So what is the first step someone should take in that position and what role does HR play as a resource when this happens.

Oh, I'm so glad we're talking about this. This is something that's near and dear to my heart. It's performance improvement. People hear that and they're like, oh no. At the first sign of somebody, you know, you get negative feedback from your manager and a lot of employees are like, okay, well I'm done. Like there's no recovering after this. There's going to be times in everybody's career where it's hard to move things forward. It doesn't mean that it's a it's an end all, that it's a catastrophic event. So I think number one, just having that realization that you're going to have highs and lows in your career and if you're performing lower, that doesn't automatically mean that you're not going to be successful at the company. It just means you know what you need more clarity on what's expected and maybe there's some areas that you might not be completely meeting all expectations. And who needs to be giving that to you? Your manager. So Gianna, if you're starting to feel like Okay, either I don't feel like I'm contributing or I'm feeling like I'm not accomplishing things, I think the first step is to have a get real conversation with your manager, you know, and maybe being a bit vulnerable. I feel like I'm stuck. You know, you asked me to do X. I tried working with this person, I hit a roadblock. Having the courage to have that conversation and ask for help from your manager. Most managers should recognize what's going on and be able to help you course correct in the event you have a manager that's not interested in doing that. This is where I think HR can play a really pivotal role because HR knows the processes, you know, they can help guide you on where are you at? Are you seeing consistent challenges? What has your manager been doing to support you? If your manager hasn't been supporting you, or quite frankly, your manager's been trying to support you, you're just not able to move things forward. Maybe you need to think of another path and be you know, have that honest conversation. And so I think HR can be a confidant that employees can go to. And I know, I know everyone's going to be like I would never think of HR as a confidant. I'm going to tell HR something, They're going to go right to my manager. You know what, I've had so many conversations in my career where you know, the employees like I'm stuck and can this just be a conversation with you? And I absolutely you're just looking for some advice and some guidance and you can't have that conversation with HR.

Oh, I'm so glad we're talking about this. This is something that's near and dear to my heart. It's performance improvement. People hear that and they're like, oh no. At the first sign of somebody, you know, you get negative feedback from your manager and a lot of employees are like, okay, well I'm done. Like there's no recovering after this. There's going to be times in everybody's career where it's hard to move things forward. It doesn't mean that it's a it's an end all, that it's a catastrophic event. So I think number one, just having that realization that you're going to have highs and lows in your career and if you're performing lower, that doesn't automatically mean that you're not going to be successful at the company. It just means you know what you need more clarity on what's expected and maybe there's some areas that you might not be completely meeting all expectations. And who needs to be giving that to you? Your manager. So Gianna, if you're starting to feel like Okay, either I don't feel like I'm contributing or I'm feeling like I'm not accomplishing things, I think the first step is to have a get real conversation with your manager, you know, and maybe being a bit vulnerable. I feel like I'm stuck. You know, you asked me to do X. I tried working with this person, I hit a roadblock. Having the courage to have that conversation and ask for help from your manager. Most managers should recognize what's going on and be able to help you course correct in the event you have a manager that's not interested in doing that. This is where I think HR can play a really pivotal role because HR knows the processes, you know, they can help guide you on where are you at? Are you seeing consistent challenges? What has your manager been doing to support you? If your manager hasn't been supporting you, or quite frankly, your manager's been trying to support you, you're just not able to move things forward. Maybe you need to think of another path and be you know, have that honest conversation. And so I think HR can be a confidant that employees can go to. And I know, I know everyone's going to be like I would never think of HR as a confidant. I'm going to tell HR something, They're going to go right to my manager. You know what, I've had so many conversations in my career where you know, the employees like I'm stuck and can this just be a conversation with you? And I absolutely you're just looking for some advice and some guidance and you can't have that conversation with HR.

So just to tackle this misconception really quickly, is everything I tell HR confidential? Does it sometimes go down to my manager? Or do you have to say, like, can we have it off of the record conversation?

So just to tackle this misconception really quickly, is everything I tell HR confidential? Does it sometimes go down to my manager? Or do you have to say, like, can we have it off of the record conversation?

Right?

Right?

Is this a journalistic thing where I have explicitly look you in your eyes and say this is off the record process.

Is this a journalistic thing where I have explicitly look you in your eyes and say this is off the record process.

So HR is considered a company steward. So if there's anything that an employee shares that there is the potential for some inequity, a policy violation, something that shouldn't be happening at work, that is illegal or unjust or unfair, we take an oath, you know, kind of an informal oath, you know, to make sure that we raise that to the appropriate folks. So there are certain things, but a good HR partner should say, hey, you shared this with me, I've got to take it to X. And this is why.

So HR is considered a company steward. So if there's anything that an employee shares that there is the potential for some inequity, a policy violation, something that shouldn't be happening at work, that is illegal or unjust or unfair, we take an oath, you know, kind of an informal oath, you know, to make sure that we raise that to the appropriate folks. So there are certain things, but a good HR partner should say, hey, you shared this with me, I've got to take it to X. And this is why.

Yeah, that makes sense. It's like a lawyer, like, what is a prosecutor?

Yeah, that makes sense. It's like a lawyer, like, what is a prosecutor?

Like?

Like?

If you admit that you did the crimes, right, I may not notice. I got to do something.

If you admit that you did the crimes, right, I may not notice. I got to do something.

I'm with it now. I can't just sit here.

I'm with it now. I can't just sit here.

Yeah that's right.

Yeah that's right.

Yeah, Mary, I apply you being so transparent with these myths and also just the role HR plays. And I think for anyone listening, if you know, this feels a bit overwhelming. There's so much to think about when you're starting a new job. It really, like you said, it's all about being vulnerable and proactive with your communication, knowing that you have people there to support you if you are struggling. So thank you so much, Mary for joining us, for sharing all of this. I love the conversation. It was soo Yes, Mary, thank you so much. We're gonna have to hang out more.

Yeah, Mary, I apply you being so transparent with these myths and also just the role HR plays. And I think for anyone listening, if you know, this feels a bit overwhelming. There's so much to think about when you're starting a new job. It really, like you said, it's all about being vulnerable and proactive with your communication, knowing that you have people there to support you if you are struggling. So thank you so much, Mary for joining us, for sharing all of this. I love the conversation. It was soo Yes, Mary, thank you so much. We're gonna have to hang out more.

Yeah, a great John and Jamay I loved this. This has been like the highlight of my week and this podcast is so rad and you guys are so much fun.

Yeah, a great John and Jamay I loved this. This has been like the highlight of my week and this podcast is so rad and you guys are so much fun.

Thank you.

Thank you.

Okay, So, Mary was amazing and I am happy to report that HR can be your friend, especially in those first few weeks of a new job. Up next, we're supposed to be working eight hour days, but how many are you actually working?

Okay, So, Mary was amazing and I am happy to report that HR can be your friend, especially in those first few weeks of a new job. Up next, we're supposed to be working eight hour days, but how many are you actually working?

That's after the break.

That's after the break.

That was great. I love Mary so great. She was so fun right. She gave me so much to think about, especially about the role of HR and how people can utilize it when they're first starting out. One thing that I think is really important for people to remember is the role that HR plays, particularly the fact that they are technically there. They're like company security guards, right. They are there to protect the company, and so you should always remember that when you go and talk with them. But there's also the flip side of that, which is that you can also just go to them for actionable advice and kind of talking to them about things like a little off the record to get insights on how you should work. Another thing that I think is really important here is that you should clearly outline those goals and objectives. I'm so happy that she talked about the thirty sixty ninety day thing because I think everyone can do it. I love that it is segment agnostic. Everybody in any industry can do it, and it doesn't matter how old or young you are. You can incorporate that. What are you thinking?

That was great. I love Mary so great. She was so fun right. She gave me so much to think about, especially about the role of HR and how people can utilize it when they're first starting out. One thing that I think is really important for people to remember is the role that HR plays, particularly the fact that they are technically there. They're like company security guards, right. They are there to protect the company, and so you should always remember that when you go and talk with them. But there's also the flip side of that, which is that you can also just go to them for actionable advice and kind of talking to them about things like a little off the record to get insights on how you should work. Another thing that I think is really important here is that you should clearly outline those goals and objectives. I'm so happy that she talked about the thirty sixty ninety day thing because I think everyone can do it. I love that it is segment agnostic. Everybody in any industry can do it, and it doesn't matter how old or young you are. You can incorporate that. What are you thinking?

So something I'm taking away from this conversation is kind of similar to you, like, you should go into this job with a list of non negotiables, because yes, your performance is being measured, but you're also assessing the company like it's a two way street, and we get so nervous about just showing up and proving ourselves that we forget we are seeing if we like this job, right, are the prize right?

So something I'm taking away from this conversation is kind of similar to you, like, you should go into this job with a list of non negotiables, because yes, your performance is being measured, but you're also assessing the company like it's a two way street, and we get so nervous about just showing up and proving ourselves that we forget we are seeing if we like this job, right, are the prize right?

I love that?

I love that?

So come in with your list of non negotiables and look for those green and red flags, and I love to few.

So come in with your list of non negotiables and look for those green and red flags, and I love to few.

She shared.

She shared.

With the green flag, she's like, are you able to show up as your best self? Are you in an environment where you feel supported? And then on the flip end, it's are those people who you're reaching out for those intro calls not getting back to you, like not making the time of day? Those are signs that inform your decision whether or not this is the right opportunity for you, and whatever you decide to do with that is like up to you, but it's all you know, informative during those first few months of a new job.

With the green flag, she's like, are you able to show up as your best self? Are you in an environment where you feel supported? And then on the flip end, it's are those people who you're reaching out for those intro calls not getting back to you, like not making the time of day? Those are signs that inform your decision whether or not this is the right opportunity for you, and whatever you decide to do with that is like up to you, but it's all you know, informative during those first few months of a new job.

Yeah, I love that because I think a year's time is more than enough time for you to really figure out is this what I want?

Yeah, I love that because I think a year's time is more than enough time for you to really figure out is this what I want?

The honeymoon is over at that point.

The honeymoon is over at that point.

Done, That's what I'd be telling you. Look, if the honeymoon is.

Done, That's what I'd be telling you. Look, if the honeymoon is.

Nasty, is about to be if that person is a favorite analogy, Oh that is rough.

Nasty, is about to be if that person is a favorite analogy, Oh that is rough.

Run yeah, run, We'll leave it there.

Run yeah, run, We'll leave it there.

Anyways, should we move into our fun segment?

Anyways, should we move into our fun segment?

Ah? Yes, yes, yes. So this is show the receipts, which is a delicious segment that gian and I do, or we discuss what is happening in the culture. We're talking work trends, insights and those myths and we're discussing if they're legit or not. Honestly, I like to just see if Gion and I feel the same way about it.

Ah? Yes, yes, yes. So this is show the receipts, which is a delicious segment that gian and I do, or we discuss what is happening in the culture. We're talking work trends, insights and those myths and we're discussing if they're legit or not. Honestly, I like to just see if Gion and I feel the same way about it.

So, Gianna, what is on the deck for this week? So the thing is we all work nine to five jobs. I'm putting that in air quotes. So, yeah, does anyone work a nine to five?

So, Gianna, what is on the deck for this week? So the thing is we all work nine to five jobs. I'm putting that in air quotes. So, yeah, does anyone work a nine to five?

I don't know.

I don't know.

So you're expected to work eight hours a day, but how many hours are you actually working? And this question is inspired by a Fortune magazine article that reported sixty percent of employees can't go thirty minutes without getting distracted.

So you're expected to work eight hours a day, but how many hours are you actually working? And this question is inspired by a Fortune magazine article that reported sixty percent of employees can't go thirty minutes without getting distracted.

By that sixty percent.

By that sixty percent.

And I'm like, yeah, and I right, study, Yeah, this is actually just Jamey and I know.

And I'm like, yeah, and I right, study, Yeah, this is actually just Jamey and I know.

But yeah.

But yeah.

So this was based on a worker productivity survey, and the reasons why people seem to be getting distracted during their work day is one, it's like your coworkers are coming over. I mean, I feel like we've all experienced this, especially in the office. You're like immediately like, okay, what do you need?

So this was based on a worker productivity survey, and the reasons why people seem to be getting distracted during their work day is one, it's like your coworkers are coming over. I mean, I feel like we've all experienced this, especially in the office. You're like immediately like, okay, what do you need?

So that's tough, like we all know, yappers.

So that's tough, like we all know, yappers.

I try to look people in their eyes and see if they're dead inside, because if their eighes are saying leave me alone, I try to like take that as a note and be like, Okay, I'm gonna circle back. I'll get some macha.

I try to look people in their eyes and see if they're dead inside, because if their eighes are saying leave me alone, I try to like take that as a note and be like, Okay, I'm gonna circle back. I'll get some macha.

I always will try to go up to someone and be like, hey, do you have a minute? Like if not, you know, I'll come back. I'll circle to the block like you do. Another one is obviously, I feel like app in email notifications are just like we are constantly getting pinged and then okay, wait, I could like die on the cell because there's so much incoming all the time. Yeah, and it's so distracting and I've really struggled. I was just talking to my friend today at lunch about this. Because when you're working and then people are paying you, you feel the need to instantly answer, like I at least feel that need absolutely, And then I stop working on what I was doing. Suddenly I'm multitasking, and then I'm like, what the heck was I doing? I know I was just doing something important, and now I can't even remember, and it's gonna haunt me the rest of the day.

I always will try to go up to someone and be like, hey, do you have a minute? Like if not, you know, I'll come back. I'll circle to the block like you do. Another one is obviously, I feel like app in email notifications are just like we are constantly getting pinged and then okay, wait, I could like die on the cell because there's so much incoming all the time. Yeah, and it's so distracting and I've really struggled. I was just talking to my friend today at lunch about this. Because when you're working and then people are paying you, you feel the need to instantly answer, like I at least feel that need absolutely, And then I stop working on what I was doing. Suddenly I'm multitasking, and then I'm like, what the heck was I doing? I know I was just doing something important, and now I can't even remember, and it's gonna haunt me the rest of the day.

No, I can relate to that so much because this is why I tell people all of our nervous systems are shot. We are over stimulated as a society, Like there's just too much happening all the time. There is never really a moment of silence, especially for those of us who work in like major cities like New York, LA. There's always something going on, constantine, always a party.