Практика Shadowing: How to win at work (even if you're the youngest) - Изучайте разговорный английский с YouTube
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In the first six months of being at a company,
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In the first six months of being at a company,
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the massive advantage you have over everyone else is the fact that you can literally say,
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oh, sorry, I'm just, I'm new to the company.
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Can you explain this thing to me?
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I don't understand it.
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I'm new.
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Attitude should be the constant.
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You would be surprised how many people have a bad attitude at work.
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Value at work is a function of three or four things.
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As someone who has worked in three different industries,
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investment banking, management consulting, and in big tech at Google,
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and now running my own company,
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I feel uniquely qualified to talk about this topic,
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which is how to bring value to your job even if you're considered young and inexperienced.
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And so I want to first start by saying that everyone who starts a new job,
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whether you're 22 or whether you're 52 is going to experience a period of newness where during
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that time you're just new to the job you're picking up
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on a new company's culture you're picking up on their rules
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and expectations you're picking up on how they do things
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and you're also meeting all of your co-workers
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and the people of the company and
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so you don't have a lot of pre-existing relationships now this
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period of newness though can last anywhere from i would say a few months up to
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even a year and
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that is going to depend on a variety of factors like whether you have experience working in
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that industry already or whether you are going from a large to a big company
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or completely switching industries altogether for those who are new to the channel my name is matt
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and i've spent the last five years working in industries across investment banking consulting
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and in big tech and today i run my own business
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and i make these videos because i enjoy it but also
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because i would have wished that somebody would have made these for me when i was younger
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But let's get back to the video.
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So value, we first have to define value because
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when we ask ourselves the question of how do you bring value to work when you're young and inexperienced,
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I want to be very clear.
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Value at work is a function of three or four things.
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The first is subject matter expertise.
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The second is executional rigor.
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The third is your attitude.
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And the fourth is the relationships that you have with other people at your company.
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Let me break down each.
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So with the first, which is subject matter expertise, this is pretty self-explanatory.
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If you are someone who has worked in the healthcare industry for 20 years,
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then you are going to very likely have a deep knowledge of the space.
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You're going to understand who the key players are.
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You're going to understand what the main problems that the industry faces are.
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You're going to know a lot and also have a lot of existing relationships with people in the industry
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because of the sheer amount of time that you spent in that space.
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Second is executional rigor.
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So executional rigor I define broadly as whether you are good at executing on a process in a very methodical
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and rigorous way, whether you make mistakes that your boss then has to go back and correct or that you catch later,
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and how good you are at getting to an end objective or finishing a task in the way that your boss,
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your manager asked you to.
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Third is your attitude.
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Your attitude is what kind of energy you bring to the table
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and what your mindset is when it comes to completing tasks
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and more importantly overcoming challenges or problems that you're inevitably going to run into in any work situation.
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And the fourth one, relationships.
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This I think of as whether you understand how the company works,
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what the org structure looks like,
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and if you have the relationships
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and the goodwill built up with other folks at the company to do good work with them.
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So for example, if you work as a product manager at a tech company,
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do you have good relationships with the engineers who are building your product?
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Do you have good relationships with marketing
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and sales who are going to go out and actually put your product in the hands of users?
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Do you have good relationships with other product managers,
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maybe more senior than If you have great relationships with all of those parties,
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then you're more likely they're not going to be able to get a lot more done
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and therefore bring a lot more value to the table than someone who didn't have those relationships.
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Taking a step back though,
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so we've got these four key things that contribute to value at work.
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But when we think about the context of being new and inexperienced,
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say you're in your early 20s and you are completely new to this industry,
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you just got this job at this dream company of yours,
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you're very likely not going to bring all four of these to the table.
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Most likely, you're only going to bring two of these.
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Now, which two?
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I'll let you guess.
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Those two are going to be executional rigor and attitude,
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because you're very likely not going to bring subject matter expertise.
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You just haven't spent decades in the industry.
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And you're not going to have pre-existing relationships with people at the company because quite frankly,
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you haven't worked there before.
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So it's very unlikely, like maybe there's one small edge case where you happen to have
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outside of work relationships with a lot of people on the team that you're working with,
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which could contribute to you coming in with some pre-existing relationships on day one.
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But 99% of people are not going to have those relationships built and that's totally okay.
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Where we're going to focus though is the attitude and the executional rigor.
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I want to walk you through three examples now of these
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four qualities in action over the course of my career across the three roles
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that I had before I started my own business.
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Starting with my first year as an investment banking analyst in Wall Street.
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At the time, I was fresh out of college,
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just graduated from Georgetown, thought that I knew everything about finance,
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but very quickly realized
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that I did not have nearly as much subject matter expertise about what it took to buy
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and sell a business than I thought I did.
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And so it was a very humbling experience and I realized very quickly that there was a lot I had to learn.
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So subject matter expertise, one out of ten.
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Execution, I also thought I was pretty good at this
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but very quickly got humbled because I realized that the level of rigor that is expected in banking is extremely high.
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There's a reason why a lot of people at top universities and ivy leagues
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go into investment banking as their first job out of college
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because it serves as an excellent training ground because the standards are so high.
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Even small things like whether or not your footnotes have a period at the end of them or whether everything is standardized,
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the fonts are properly sized and you're using the right numbers is heavily emphasized.
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So very quickly on I realized that my executional rigor was actually not very good
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and I also didn't understand what it took
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to successfully run a process when I was coordinating a deal which involved many different parties.
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My attitude though, on the other hand,
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was a 9 out of 10
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because I was willing to do whatever it took to learn and I had a very coachable mentality.
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I think this is one of the most important things
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and the easiest thing that you as a young person can do to bring value on day one.
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Now with relationships, I'm going to give this a 7 out of 10 because even though I was new,
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I made a conscious effort
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when I joined to meet a lot of the other bankers at the firm and also of course my own analyst class.
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There was about 20 or 30 of us
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and we all got really close because we were working late into the office every night.
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Fast forward a few years and when I moved over to the Boston Consulting Group as a consultant,
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now my subject matter expertise I would say was still pretty low.
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I would say it's probably like a 2
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or 3 out of 10 at this point because generally I understand business better now,
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having spent a year or two in banking,
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but I'm still nowhere near what I would consider a subject matter expert in any of the industries
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that we were consulting in.
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Execution though has improved significantly
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because now I've gone from a 2 out of 10 to an 8 out of 10
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because banking trained me to really understand how to run a process
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and also what good looks like in Excel when you're modeling or building PowerPoint slides.
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Attitude, still 9 out of 10 because I was ready to get things done
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and I really wanted to learn and I was super hungry.
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And relationships, I would say,
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is around a 6 out of 10
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because I was kind of starting over again at a new
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company where I didn't have as good of a relationship with the other consultants,
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but I did make an effort to build those relationships as soon as I could.
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Now, one distinction, guys, before I move on,
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is that there's a big difference between a junior consultant and a senior consultant.
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And a common misconception about consultants is that some 23-year-old consultant is going
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and giving advice to the CEO of a Fortune 500 company.
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And that's simply not the case.
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The person that's actually whispering in the CEO's ear is the partner.
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And so the partner, oftentimes these people have years of experience,
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either having worked in the industry itself for over a decade.
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So say they were in the technology industry for a while working at a tech company before they became a partner,
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or they've been a career consultant who has just done 50 projects in the tech space.
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And so they've seen a lot and they are as close as it gets to being an industry insider.
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And so from that perspective,
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the partner is a 10 out of 10 from subject matter expertise.
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So what the associate lacks in subject matter expertise is actually delivered by the partner.
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Now the associate's job though,
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the junior consultant's job, is to bring the executional rigor and the good attitude.
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Now, relationships here, I would say if we're talking internal relationships,
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the partner also probably has better relationships just because they've been working at the firm for that much longer.
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But now let's fast forward to when I moved from the Boston Consulting Group over to Google.
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Here, I was around 25 at the time.
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And what I will say is that at Google,
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I quickly realized that I understood at a high level the industry that we operated in,
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which was tech.
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But there were still a lot of things that I didn't understand,
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specifically around the nuances of ads and the different B2B products that Google sells to other businesses.
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So I'm going to rate this as 6 out of 10.
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Now, my execution was solid, 8 out of 10.
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Attitude was still 9 out of 10.
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But the thing that I struggled with the most at Google was the relationships in the very beginning.
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Because what you will find,
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especially if you work at a large company in a biz ops
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or strategy role is it is very difficult to get anything done
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if you do not have great relationships with the right people at the company.
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It is just impossible to get the information
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that you oftentimes need without being able to go to someone in finance
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or without being able to go to someone in product and say,
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hey, can you give me this number that I need?
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Or can you explain to me how you guys are currently running this process in sales?
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If you don't have those relationships,
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it's very hard to be effective even if you're a beast at execution
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and you have a great attitude and even if you have subject matter expertise.
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Now that we've gone over these examples,
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I know some of you are thinking,
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Matt, all right, you've shown me that there's these four things that I need to care about,
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but how the heck do I even improve on any of these?
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Well, I want to explain to you how.
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So with subject matter expertise, let's be real here.
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It is going to take time.
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This is the one thing that is going to take time.
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You can move a little bit faster by studying up on the industry that you're in and asking lots of questions,
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but it's important to give yourself grace here.
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On day one, you're not going to be a subject matter expert and that's okay.
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Nobody expects you to be.
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However, when it comes to the other three execution,
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attitude and relationships, there are a number of things that you can do,
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and I'm going to go through them now.
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The first thing, which is with attitude,
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is that you should understand And as a young person who's new and experienced,
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attitude should be the constant.
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Having a good attitude and a good energy should be like table stakes for you.
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And you would be surprised how many people have a bad attitude at work.
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And so just by bringing a can-do attitude and a coachable energy,
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you are already going to stand out.
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Some of the best advice
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that I ever got from a manager in consulting was you should be the one that brings the energy to the room.
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Now what does that mean?
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It means that you're the one who always wants to move things forward,
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and you are being proactive,
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pushing things forward, always following up with people,
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asking questions about, okay, what do we need to do to actually get this done,
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rather than just waiting passively and expecting other people to tell you what to do.
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Keep in mind that even if you're the most junior person in the room,
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you can still suggest things.
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you don't have to wait for your senior partner or associate or director to tell you what to do.
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And this brings me to the second really important point,
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which is this concept of push versus pull.
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So a lot of high level executives are very used to pulling things from their team.
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They're asking this person for this number.
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They're saying, hey, can you do this for me?
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Can you send this email for me?
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Can you draft up this deck for me?
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So they're pulling things from their team.
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And over time that's actually pretty exhausting to do.
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Now on the other hand when you push what that means is you as the employee you are actually being proactive.
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You're going to your manager and you're saying hey I remember
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that we have to do this next week by the way
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I proactively put this together can you please look at it for me in the next couple days.
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Even something as small as
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that where you're pushing instead of your manager having to pull makes a massive difference and they're going to notice.
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This ties to the next thing which is ownership.
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Always try to have as as much ownership as possible,
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really have an owner's mentality.
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And this is something that took me a while to develop and took me a while to learn what that actually meant.
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But fundamentally, at the most basic level,
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having ownership simply means that you just are that person
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that gives a shit about what you're working on and actually wants to get stuff done.
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It's so simple.
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It's so incredibly simple.
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I can't believe I'm making this 20-minute video talking about ownership.
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But if there's anything that you can do to really stand out when you're
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young and inexperienced is to still take ownership of your work stream,
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even if you make mistakes.
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That leads me to the last point though,
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which is how do you improve your knowledge?
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How do you improve your execution if you already have a good attitude,
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which is ask lots of questions.
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Don't be afraid to ask questions.
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Don't be afraid to look dumb.
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Play the I'm the new guy card for as long as you possibly can.
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Because in the first six months of being at a company,
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the massive advantage you have over everyone else is the fact that you can literally say,
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oh, sorry, I'm just, I'm new to the company.
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Like, can I get 15 minutes of your time?
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Like, do you want to grab coffee?
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Can you explain this thing to me?
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I don't understand it.
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I'm new.
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After six months, it's harder and harder to do that because then the expectations start to build up.
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And so something I tell everyone is when you first start at a new role,
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at a new company, play the new guy card,
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lean into it, milk it for what it's worth.
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So those are the things that I would say if you focus on those and you really just,
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Again, bring the energy, have a good attitude,
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be proactive and take ownership of your work.
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Demonstrate a genuine curiosity in what it is that you're working on.
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People will notice.
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Now, I want to close with a story about a journalist who went
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and interviewed a number of military veterans and talked to them about what the experience was like after coming home.
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And many of the people that this journalist interviewed said something very surprising.
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They told him they wanted to go back to the battlefield.
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Now, why the heck would they say that?
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That sounds crazy.
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Why would you want to go back to the place that you should be lucky to have escaped alive?
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Now, the reality is people want to feel useful.
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And we would rather like to feel like we've done a good job
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and that we've put our best effort forward than to feel like we're not being useful at all.
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And so why do I bring this up?
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Why do I say this?
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I can't promise you that when you're starting out and you're new
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and you're inexperienced at your job that it's going to be easy.
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My experience in my early career,
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quite honestly, was very difficult and I was challenged.
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Many times I was pushed to the limit and at many points I also wanted to just give up.
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But what I will tell you is that if you stick to it
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and if you focus on that and you never lose that energy and that attitude,
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people will notice.
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They might not notice today,
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but they will notice in the future.
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And if anything, you will slowly become the kind of person that people can't help but notice.
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Топ-5 фраз для повседневного общения
- Извините, я новенький в компании. Можете объяснить это мне? – Это фраза, которая помогает создать дружескую атмосферу на работе и показывает вашу готовность учиться.
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- Кто мой контакт для этой задачи? – Уточняя, к кому обратиться за помощью, вы начинаете строить важные рабочие отношения.
- Какие основные проблемы сейчас стоят перед нашей командой? – Понимание текущих задач команды поможет вам быстрее интегрироваться и принести больше ценности.
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- Слушайте и повторяйте. Включите видео и внимательно слушайте, как спикер формулирует свои мысли. Затем попробуйте воспроизвести его фразы, концентрируясь на интонации и ударениях.
- Запишите себя. Используйте диктофон, чтобы записать свои попытки повторять фразы. Это поможет вам услышать свои ошибки и работать над ними.
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