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Big firms are fighting for talent and offering major perks to match. Heres how you can position yourself to be in the middle of a bidding war.
Category:
E-Commerce
I am an introverted person who feels shy at events. Early in my career, I found conferences to be so overwhelming that I’d sometimes just hide in the bathroom, go into an anxious spiral of fear and guilt, and then try to convince myself to get out and talk to at least one person. Watching how other people seemed to enjoy these events and easily talk to everyone made me think something was wrong with me. The truth is that 36% of young people have anxiety. But knowing that didn’t make networking any easier. However, networking is an important skill, and connections help drive your career and bring new opportunities. Research shows that people who network often tend to have higher compensation, get promoted more, and have greater career satisfaction. As a business owner, I have to constantly build my network and go to various events. Over time, I’ve developed a set of mechanisms to help me be effective at attending such functionsand even enjoy them. After four years in New York, I’ve been to over a hundred events and landed several deals with many reputable partners and clients that resulted in significant revenues for my company. Pre-event mindset A long time ago, I used to pressure myself by thinking things like, I have to find a client … or … I have to land a partnership deal. This only made me more anxious. What helped is when I switched my goal to enjoying the event, meeting interesting people, learning new things, and making new friends. This made me more relaxed and, thus, more willing to be open and talk to people. A study from Harvard Business School also found that those who relabeled their preperformance anxiety as excitement did better than those who tried to calm down. Event prep If Im attending a big conference, I research who is attending and set up meetings in advance. When I reach out to people, I always try to find an angle of how I can help a person, as opposed to just suggesting a meeting without an agenda. Since I run a PR firm, I usually check the latest news happening with the company, come up with ideas on how to amplify their brand, and suggest that we discuss it. Here is an example of the LinkedIn message that secured a meeting. Hi [Name], Nice to e-meet you! Love how [Company] is doing comms, and congrats on the recent news with [Recent news]. Will you be at [Conference]? Would love to chat and see if there is any way we can help expand the coverage (i.e., to additional local regions like LatAm). I have been in the space from 2013, ex-Cointelegraph CEO, and now have a comms agency. Always happy to connect with female leaders in the space. Having a scheduled meeting is much less stressful than randomly wandering around the conference and approaching strangers. Several studies have found that having a structured plan before a social event helps to reduce anxiety and improve perceived social competence. Know how to introduce yourself Have a prepared intro tailored to the agenda of the event. Understand the attendee profile and think how you can help them. Focus on the result you can deliver rather than what you do. Instead of “I run a consulting firm that specializes in strategic advisory,” try “I help companies reduce customer churn by identifying early warning signs in their data.” The specificity gives people an immediate mental hook. Career centers at MIT, Princeton, and similar institutions all recommend having a 30- to 60-second elevator pitch that highlights actions and results, not just job titles. Instead of saying you run a consultancy, you can say you help companies reduce churn by looking at early warning signs in their data. The more specific you can be, the better. A side note on your facial expressions: Since Im from Eastern Europe, I tend to look very serious if Im not paying attention. That does not help when you want to connect with people. If you just start smiling, people smile back and start talking to you first. Out-of-the-box conversations At the events, 90% of people tend to ask similar questions that drive the same conversations over and over againwhich makes people tired and, ultimately, bored. Arrive prepared with a list of questions that will drive conversation in an unpredictable direction, making you stand out. Instead of What do you do?, ask What was the most exciting thing that happened to you this week? Have some fun facts or stories to tell that would be relevant to the event. Another great way to be remembered is to let people know how they make you feel (I love your energy! or I love how open you are!). Be present This one might sound a bit esoteric, but its a game changer. When you are in your head too much, it builds a wall between you and other people. If you start internal dialogues with yourself too much, people will sense it. Neuroimaging work shows that when people feel actively listened to, it activates reward-related brain regions, resulting in more positive emotions toward the listener. Practice being focused on the person you are talking to, and you will have better outcomes. Figure out what you can give people Find out what the goals are of the people you talk to, and think about how you can help them. Give exact examples of ways you could work together or what kind of intros you could make for them. Networking is about giving. Based on Wharton Business School professor and author Adam Grants work on reciprocity styles, people who are natural givers help others without immediate expectation of having the favor returned, tend to build broader and more supportive networks, and, over time, often end up among the most successful in their fields. Follow up and follow through I am shocked by how rarely people follow up after an event unless they’re trying to make a straight sale. This habit definitely needs discipline, but it’s how you build a reputation as “the person who follows through.” Take notes on the people you meet, what you talked about, and what they needed. That way, you can create better follow-ups after the event and increase the likelihood of a reply. Follow up and, based on your notes, let the person know how you can help. If you suggested making an intro, make that intro. All of this takes practice and positive reinforcement. Over time, you will learn that people love it when you apprach them and ask questions. They love talking about themselves. Even now, I sometimes fall into my old patterns and find myself hiding in the corners or wanting to leave early. Dont beat yourself up over that. Its a long, continuous journey, and the key is just to continue. Consistency is the key to success.
Category:
E-Commerce
A headline catches your eye: A company you admire, known for its market performance and strong culture, is embroiled in a massive scandal. It causes reputational harm, profitability tanks, and customers notice. The details feel depressingly familiarenough to fill books (most recently The Dark Pattern). With postmortems pointing to culture problems, your instinct might be to double-check your own organizations cultural health. So, you pull up last years employee engagement survey: 85% of employees feel comfortable raising concerns, and 90% believe leadership demonstrates ethical behavior. The numbers are reassuring. But the company youve read about probably had similar results. The real question isnt whether your culture looks good on paper. Its whether youre reading the room, catching both the subtle tensions that statistics might miss and the signals for how to enable your people to succeed, which ultimately drives growth. The annual engagement survey isnt enough Most companies wouldnt run their operations based on annual customer feedback surveys alone. They track pipeline metrics, conversion rates, and customer interactions in real time, often with sophisticated analytics that account for regional and cultural differences in customer behavior. Yet when it comes to their own people, many leaders still default to annual engagement surveys as their main culture check. A quick look at the culture assessment market shows that the flagship products are still benchmarked survey tools, underscoring this approach as the industry standard. These can be valuable as one source of cultural data, but they tend to capture abstract opinions rather than real workplace experiences and to provide insights months after cultural shifts have taken hold. These surveys ask employees to rate their agreement with statements like I feel comfortable raising concerns. These approaches produce clean year-over-year statistics but suffer from predictable problems. Research shows that on surveys like these, people tend to give answers they think are expected rather than honest responses. Some employees may genuinely believe they would speak up in a hypothetical scenario and respond to the survey accordingly, but they actually stay silent when real situations come up. The result is bad data that leads to organizations believing they have healthy ethics and compliance cultures while missing signs of emerging problems. This business-as-usual approach to assessing culture can be enormously costly: By some measures, toxic corporate culture was the single best predictor of attrition among for-profit companies during the Great Recession and, according to a pre-pandemic estimate, it cost U.S. employers nearly $50 billion annually due to attrition, stymied innovation, and impacts on employee health and well-being. Learning to “read the air” Better approaches combine multiple data sources and ask employees to share real workplace experiences, rather than focusing on abstract opinion gathering. Like “reading the room” in real conversations, effective culture monitoring requires picking up on subtle cues that reveal whats happening beneath the surfacethe tension when certain topics arise, the silence that follows questions about speaking up, the stories people tell when they feel at ease. In Japanese workplace culture, the concept of reading the air (, or kuuki o yomu) embodies the nuanced ability to perceive and interpret unspoken social cues, group moods, and implicit expectations. This skill enables individuals to navigate complex interpersonal dynamics and maintain harmony, often without the need for explicit communication. If you want to know what culture really feels like inside a company, you need stories. Thats why when a scandal breaks, journalists and investigators dont stop at financial findings or compliance reportsthey talk to people inside. Its an essential part of understanding what pressures employees were under, what signals they picked up on, and how decisions were actually made. The same principle applies to leaders trying to get ahead of cultural risk and contagion before it causes harm. Interviews and focus groups give people space to describe actual workplace situations: the pressure they felt in a meeting, what happened when they raised a concern, how their manager responded. Those accounts bring out details that are flattened by standardized survey scores, like how people read signals, which trade-offs they face, and what they believe it takes to succeed. They also provide a space for employees to offer their own solutions or surface the informal approaches that are already being developed on the ground to tackle challenges. This is the organizational equivalent of reading the air. Instead of observing body language cues in a conference room, leaders detect patterns across short narratives. Across several domains, qualitative methods are especially good at capturing this mix of context and action, which makes them valuable for understanding where risk lives in daily work. This doesnt mean stories alone are enough. Anonymized administrative data from HR systems and helplines provide behavioral indicators that complement self-report feedback and produce a more rounded picture of the issues at hand. The goal is to develop organizational sensitivity to the imperceptible shifts that signal cultural problems before they become visible crises. A field guide for “reading the room” of your companys culture To make that kind of sensitivity practical, leaders need a way to structure what theyre listening for. One useful framework comes from cultural psychology, which breaks culture down into four interconnected elements: ideas, institutions, interactions, and individuals (the “Four Is”). These elements are present in every culture. What matters is whether they reinforce each other or send mixed signals. Ideas: What really gets praised or promoted? Listen for whether shortcuts are framed as resourcefulness or as ethics that are slowing things down. Institutions: How do targets, incentives, and policies shape behavior? Check if systems align with stated values, or if they create pressure to cut corners. Interactions: In meetings or reviews, what actually happens when someone speaks up or challenges a decision? Watch who gets heard, who gets shut down. Individuals: How do employees describe the choices theyve had to make under pressure? Look for stories that suggest they felt forced to choose between performance and principles. Most compliance programs concentrate on two parts of this framework: making sure institutions are in placepolicies, trainings, reporting hotlinesand catching individual bad actors. Those pieces matter, but they nly cover a fraction of how culture operates. Assessments of toxic corporate cultures show that formal systems were often present. What was missing was alignment with the other elements of corporate culture: leaders in practice rewarding results over the ethics they preach in town halls, daily interactions normalizing corner-cutting of carefully laid out procedures, and individuals feeling trapped in impossible trade-offs between organizational values and bonus incentives. This dissonance breeds toxicity and performance failures. The “Four Is” give leaders a way to avoid blind spots and to then design multiple small initiatives that foster alignment across every layer of the organizations culture. Successful organizations recognize that culture isnt something you build once and maintain with annual training. Its a living system that requires the same continuous attention companies give to financial performance or operational efficiency. When early warning systems and thoughtful measurement align across the ideas, institutions, interactions, and individuals that make up an organization, something powerful happens: coherence. Employees stop having to choose between doing the right thing and doing what gets rewarded. When leaders and organizations adopt tools to read the roomlistening for real experiences and collecting cues at all levels of the culture cycleethical decision-making becomes the natural way to succeed and grow the business, not an obstacle to overcome.
Category:
E-Commerce
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