New York small businesses have seen the full financial force of the pandemic, and restaurants have born the brunt of it. Roughly 7,000 NYC small businesses have shut down permanently since the start of the pandemic. The New York Times reported that a third of these small business closures are restaurants. So when I see a tattooed old man out with his DeWalt circular saw and 2x4s procured from the Flatiron Home Depot two blocks away, building outdoor seating as structurally sound as any residential building, my hat goes off to him. This post is a homage to those who have recreated the restaurant.
Reinvention: Not just by restaurant owners
We’ve heard various narratives about the “multiplier effect” of a job. Once one person is employed, they have money to spend that helps employ someone else. The same is true of restaurants setting up outdoor seating. From local contractors to florists to set designers looking for very off-Broadway work, skilled builders have redeployed expertise for the local restaurant. Design firms like Rockwell Group and Pink Sparrow have mocked up modular, prefabricated platforms, barriers, and parklets — which they may make available as DIY kits. And of course, most scrappy New York restaurateurs literally scrapped something together.
Best of NYC outdoor seating
In celebration of NYC creativity, we’ve identified a few outdoor dining “winners” who categorically stood out.
Most creative social distancing: Cafe du Soleil, French cafe, Upper West Side
Best outdoor indoor seating: Kyuramen, ramen house, Flushing
Best use of public infrastructure: Hudson Clearwater, American restaurant, West Village
Most European-inspired: Le Zie, Italian restaurant, Chelsea
It’s not just restaurants that are allowed to apply for street seating —it’s anyone with a ground-floor store front. And it’s not just a pandemic “perk” now to dine outside. Our mayor wants to embrace our new sidewalk cafe seating year-round. While our city is evolving out of necessity, some of it will be for the better. Especially for all the new puppy owners who can bring their four-legged family members out for lunch and dinner.
On a personal note, it’s great to see the Keynsian multiplier in full effect, increasing the velocity of money and driving trickle-out economics. As in we’re trickling out into the streets.
Since being locked away, we’ve all had to spent a little more time in the kitchen. With a bit of experimentation, I’ve captured the quarantine experience in a recipe that redefines mocktail: The Quarantini.
Heavy amount social distancing 5 new face masks 4 electronic devices 3 Netflix series 2 new app downloads 1 new hobby 1 new subscription service 1 adopted pet 1 bicycle A dash of social isolation Sourdough starter A gallon of hand sanitizer Unlimited social unrest
Optional: 1 bucket of coronas 1 new escape plan
To gather all your ingredients, first walk outside. Realize you are in a real-life I am Legend scene. Walk back inside. Embrace the “Spaceship you” and decide to become a better version of yourself. Download one fitness and one mindfulness app. Adopt a puppy. Reignite your love of puzzles with a 1000-piece monthly subscription box. Read blogs about whether your sourdough baby is normal. Add a dash of social isolation that sinks you deeper into your four devices. Binge your favorite three Netflix series. Decide you’re ready to go outside, with a heavy dose of social distancing. Realize that spring fashion is all about mask fashion now. Give the evil eye to anyone not wearing a mask, making loud comments about how some people don’t know what “six feet” means until people sheepishly back off or become enraged. Stir in increasing amounts of social unrest, until the street protests are daily, and hand sanitizer flows freely as city budgets dry up.
Realize that this is bigger than you and requires systems change. Break out your optional buck of coronas on the rocks, best enjoyed in makeshift outdoor seating. Mix a dash of homelessness as shelters become less safe and the eviction moratorium ends. Hatch your emergency escape plan in case the city loses its je-ne-sais-quoi. And finally, watch a man in a beret cycle by, playing gentle french music from his speakers, and remember why you love New York. Pop open one more corona and pour one for your hommies.
It goes without saying that there is a lot going on these days that feels both urgent and important. In the times of COVID-19 and Black Lives Matter, time feels more scarce, yet there is more to absorb, digest, and take action on.
As I increased my news and Twitter intake, I realized the social media siren was calling me not just to engage, but to be mindful of how I engage. I needed to reinstate my mindfulness practice. This raised a question of seeming contradictions: Could Twitter train my mindfulness muscle?
The original engagement engine
Your brain is the original engagement engines. It hunts for things to keep your interest, presenting thoughts until it hits the jackpot of something you’re willing to latch onto. Just like a Twitter feed.
Unfortunately, our brains seem to think engagement is an end unto itself. Optimizing only for engagement crowds out so many other important mental qualities and states, like peace, self-control, and clarity. Yet this seems to be the center of gravity for our brains. If left unchecked, our brains can habituate negative engagement like anxiety, anger, or other counter-productive emotions.
What Twitter has in common with mindfulness
If you have ever tried mindfulness, you may have had the experience of thoughts passing you by without you feeling attached to them. Without you *engaging* with them. Scrolling through, without clicking anything, does not count as engagement in the Twitter algorithm. You need to click, like, retweet to register engagement.
But what about when you read a toxic comment thread? Is there a way to engage mindfully even when it sets you off?
A strong mindfulness practice does not mean you will be shielded from things you consider unpleasant. The important thing in Twitter and mindfulness is that you actively choose when and how to engage. Developing a mindfulness habit means even when you engage, you do not latch on indefinitely to a thought. You can release the thought when you choose, before your brain escalates into a grappling match. You can keep scrolling for the next idea, thoughtfully integrate the good ones, and move on at will.
Embracing new possibilities
There is a way to be proactive without being over-reactive. Sometimes you can let go of the struggle. Letting go will help you, whether you want to observe what is useful and move on, or take notes and artfully act.
In this moment we can’t let the world pass us by. Neither can we let it consume us. We can and must carve a path forward on our terms. Because a mind is a terrible thing to waste — especially on negative engagement.
Comparing just three different parts of the city — Chelsea/NoMad, Flatbush, and East New York — points to very different testing trends. These neighborhoods could be fairly described as high, medium, and low income, respectively. While Chelsea and NoMad (zip code 10001) saw the total number of tests per day rising from April 1 to May 20, Flatbush and East New York (zip codes 11203 and 11239) actually saw their daily testing rate *fall* during the same period. Although the number of positive cases dropped steadily over time in all three areas, the rate of change (indicated by the line graphs) for testing and positive test cases trend downward together in Flatbush and East New York. This suggests under-reporting of cases. The Chelsea and Nomad rates of change, by contrast, show an acceleration of testing and declining growth in positive diagnoses. With bigger sample sizes and more data points, we can confidently say Chelsea and Nomad had falling R0s.
Since Phase 1: More universal testing and better results
Today, looking back on the two weeks since Phase 1 began, there are sustained signs of improvement. Across our three sample zip codes, we saw total case levels flatten while total testing continued to increase, giving us confidence that our R0 was truly falling across the different locales.
The data indicate that targeted interventions in areas like East New York meaningfully boosted the rate of testing. Whereas testing rates hovered around 30 per day for all of April and May, for one day in June, shortly after Phase 1 reopening, testing jumped to about 150.
These signs bode well. So should we be encouraged? On balance, yes. Even in our biggest recent gatherings, the Black Lives Matter protests, protesters have had each other’s backs, wearing face masks and gloves and offering hand sanitizer. There may be pockets of regression as Gen Zers flock back to bars sans masks, but with new cleaning and hygiene norms everywhere, I remain cautiously optimistic that our city will heal.
Today: Still worth taking a different “PAUSE”
Despite the positive recent trends, the aftershock will be felt for a long time. Nearly as many New Yorkers have died from COVID-19 as live in the 10001 zip code. But very few of these deaths were in Chelsea and Nomad. Flatbush experienced hundreds of deaths, and East New York experienced seven times the number of deaths per 100,000 that Chelsea and Nomad did.
It is worth pausing to think through what exactly needs to change in order for the darkness of a pandemic case map to not reflect the darkness of neighborhood residents’ skin.
Five new realities and seven mindset shifts to get you work-ready
You have amassed incredible book smarts in the last four years. Now it is time for you to build professional smarts. For me, as a first-generation Jamaican American, I didn’t have many examples in my private life of how to navigate the professional settings I ended up in — finance and strategy consulting firms. I had to learn that hustle, diligence, and many other things that I thought I’d learned in school all look quite different in a workplace. Below are five key differences I observed, and seven mindset shifts I had to undergo to effectively adapt.
Five new realities of how school differs from the workplace
1. The role of analytical skills
In school I gained the impression that I could think, plan, or brute-force my way into almost any opportunity I wanted. In retrospect, these tactics worked well because I was either undertaking something entrepreneurial, like starting a student group, or operating within a well-defined system, like a class scoring rubric. Most workplaces, by contrast, are somewhere in between. Systems are loosely-defined, with unspoken rules and silent expectations. Consequently, communication skills and other “soft skills”, like people skills and team collaboration, are more “make or break” than the analytical skills you learn at school.
2. The belief in objectivity
In academic courses, every attempt is made to set an objective grading rubric, to pre-define standards of what “right” is and what “good” looks like. While some companies try to come up with a trajectory map that emulates this specificity of standards, I have never seen one that wasn’t wide open to interpretation. Phrases like “produces consistent, high-quality work” on qualitative rating systems where the highest score is “exceeds expectations” are typical. These are vagaries layered on moving targets. Thus, it becomes your responsibility to manage not only your own performance and development, but also how you are perceived.
3. The idea — and relevance — of a “right answer”
When a teacher poses a question to a class, more often than not there is a right answer ready to hand. Not so in business. More likely than not, the question is being asked *because* there is no ready answer. In strategy consulting (which is essentially project-based problem-solving for companies), I’ve found there can be multiple, equally valid answers to a question. Which answer you should lead with is context-dependent. The expansive number of unknowns also means you can expect to be wrong more often in the working world. In finance, peers often told me “as long as I’m right more than I’m wrong, I’m in good shape” — and these were peers putting other people’s money and, thus, livelihoods on the line with their decisions. Still, they were confident enough to take action and take responsibility for the consequences.
4. How you engage with authorities
Without a right answer at the ready, and with a lot of subconscious expectations, many managers struggle to give explicit guidance. Instead, most managers provide general guidance and are prone to make corrections after the fact. It is up to you to figure out what you don’t know you don’t know, so you have a comprehensive understanding of your development areas and how to meet or exceed expectations. This requires you to build rapport with and learn from peers and authorities alike. You build rapport by taking an interest in how they operate and what you should emulate. Figure out how you can make your boss’ life easier and also how to gracefully communicate your and your project’s needs.
5. How you define success
In school, there is a fairly narrow path to “success,” defined by grades and how advanced or complex the subjects you study are. By contrast, career success is deeply individual. Choosing your major in college may seem overwhelming but is finite compared to the unlimited number of career choices you will have. These choices will be multifaceted. You will need to balance your goals, financial needs, passions, and strengths. Rather than be overwhelmed, you simply need to be informed about the implications of each choice for your future opportunities, and to accept that you may not have the exact perfect job all the time. Indeed, a perfect job may be mythical, as no one likes their job all of the time.
Seven mindset shifts to get “work-ready”
The above differences may sound straightforward on the surface, but they require a number of mental shifts to psychologically prepare for the working world. Below are seven “From / To goals” that will set you on a strong footing for your foray into the working world.
1. Thinking of work tasks as “assignments” → Big-picture thinking about team objectives
Rather than thinking of your tasks as things to tick off a list, you need to think carefully about how your work will be used. Questions you might ask yourself include: Who is using what I am making? What will they expect to see? Are there examples or precedents I need to model my work after? How much of this is custom content vs. standard content? How can I simplify things to make this immediately usable or actionable?
2. Perfectionism → Growth mindset
Rather than investing an infinite amount of energy into a project, you need to learn to invest the right amount of efforts to get the job done. There is no time to examine every alternative or to leave no stone unturned. This means you have to let go of any fear of being imperfect or wrong, as you calibrate with and for your team or client.
3. Expecting a roadmap → Learning to navigate
While there may be a few examples to learn from that help you make a preliminary plan or guide for your work and career, some aspect of your work will include uncharted territory. You will have to develop the skill of navigating as you go, in a way that progresses your objective as new information becomes available.
4. “Big reveals” → Bringing people with you as you produce work
Just working hard won’t necessarily win you appreciation or reward. Hoping people notice your work without sharing your progress or involving others also leaves you at risk of going in the wrong direction. Rather than revealing all your hard work when it’s done, validate your approach with your boss and pick up tips from your peers along the way. Involve your team in your journey.
5. Assuming people think like you → Listening to and managing people
Eliminate the word “should” from your vocabulary when thinking about others. Empathy is your most powerful tool for understanding coworkers and managing your boss, your teammates, and other co-workers.
6. Thinking a role is too good or not good enough → Focusing on learning and strong execution
Knowing how to execute simpler tasks inside and out means you will be competent enough to teach others and to find efficiencies. Taking on “stretch roles” that are beyond your current experience or knowledge is equally important. Don’t be afraid to take informed risks. Be confident in your capacity to learn, adapt, and step up.
7. Always sticking it out → Recognizing if an environment is unhealthy or just a bad fit
Only you know your tolerance-level for unhealthy work environments, which, unfortunately, there is no shortage of. If staying is important to your next professional or financial goal, you may stick out a job with a terrible boss or insane hours for several years. But notice how it’s impacting your sense of confidence and sense of self, and consider if there are alternatives that get you to the same place. And make sure you find a mentor or peer to talk it out with.
With that, class of 2020, I welcome you to the “real world.” I wish you a strong start, many adventures, and the confidence that comes with knowing that all of my friends from school have pretty much found their happy places.
We’ve now seen two waves of high face-mask fashion: the early-responders and the marketing-minded. Early-responders were fast acting in response to our crisis. Many early-mover brands that retooled for face mask-making, like La Ligne and Clare V., prioritized relief efforts by donating to coronavirus charities. Others simply channeled their creative energies, adapted their couture style to make face masks beautiful accessories.
The freshest wave of fashion-mask makers took a little more time to think, and have figured out different “masks as marketing” strategies. High-end designers have introduced matching outfits, with spring patterns and luxurious materials. “Free mask with purchase” has become a hook to drive sales. And branded masks, both for sale and as give-aways, are providing free advertising for masstige and boutique brands alike.
This industry pivot feels uniquely American. In countries like Korea, where mask wearing was more of a prior norm and more quickly adopted, fashionistas have focused more on eye-makeup than the actual mask aesthetic. America, it seems, is more masterful at driving spending. And looking at our annual ad spend, it’s no wonder: American companies spend 2.7x more on advertising compared to the next biggest spender, China. As they say, it takes money to make money.
American companies are also exceptionally creative at inventing new market niches. I would have expected Victoria’s Secrets to come up with the provocative mask that looks like lingerie. But Katie May beat them to it.
All in all, I tip my protective visor to the fashion industry for getting creative. One of the joys of living in New York is witnessing everyone’s self expression, and right now, the most universal way to do that is through face masks. I’ve collected a few now, with different fabrics, cuts, and patterns. It started out as a search for more comfort, and now, it’s become a statement.
In the new normal of remote work, we are still adapting to the intense amount of screen time that has replaced our in-person interactions. Perhaps you don’t feel like happy hours are as happy when you’re sitting an extra hour at your computer. Or you miss the simple phone calls that have suddenly turned video. For those who empathize, I offer the Zoom serenity prayer:
God grant me the serenity to accept the Zoom calls I cannot change; courage to cancel the video calls I do not need; and wisdom to know the difference.
Boundaries are harder than ever to set in these crazy times, but also more important than ever for our mental health and productivity. Take CGP Grey’s word for it.
Have your own remote work serenity prayer? Please share on Twitter @mbainthecity!
Each day as I step outside, keeping at a social distance, I am reminded of how not normal New York City life is right now. Empty sidewalks, save for the homeless and a few runners. Wary looks behind masked faces. Empty roads and fresh air. Supply shortages and long grocery store lines, for those who brave them. A sudden interest in the movie Contagion. This is the new normal. And when this passes, I wonder, what will the new new normal look like? I offer five predictions about how society, government, and individuals will change — or not change, as the case may be:
Niche media will become more mainstream than mass media
Everyone will emerge with a new survival skill
Asthma cases will drop, as the air quality improves with less pollution
Both parties will take the crisis as evidence that their principles are the right ones
Social activism will see a significant jump
I predict these changes, because they are already underway. Here’s what I’ve observed in the last few weeks of quarantine:
1. Niche media will become more mainstream than mass media
In the early days of corona virus news, national “reporting” was a loose term — you could read article upon article and learn almost nothing. As the severity of the situation became clear, hand-wavy vagaries just weren’t enough to keep us informed about how to stay safe. My peers and neighbors quickly started relying on a narrower set of localized and trusted sources for the intel we needed on the pandemic. The Dailyby the New York Times became the most pervasive, providing a combo of expert advice and front-line reporting. As New York became the epicenter of the U.S. outbreak, and no national support emerged, Gothamist emerged as one of the best sources of informative and actionable coverage. They gave locals a source of food security by reporting on Baldor, a restaurant supplier turned direct-to-consumer, with higher quality and better prices than anything on Instacart. The TLDR from national news outlets, by contrast, was just ‘food is getting harder to buy… countries should do something about that.‘
The same-y-ness, shallowness, and sensationalism of mainstream news has spurred other niche counter-movements in media. Some Good News with John Krasinski has brought the local global, featuring positive COVID-19 stories of hope, solidarity, and recovery from around the country and the world. He’s married curated, hand-made content contributions with global icon pop-ins, notably Steve Carell and Lin Manuel Miranda. At 16 million views for Episode 1, SGN’s popularity has blown every prime time show out of the water. In effect, channels like SGN are making YouTube more mainstream than ABC or CBS.
2. Everyone will emerge with a new survival skill
All the twenty-somethings of New York have discovered their kitchens, perhaps for the first time, as take-out has become more of a luxury than a norm. “I’m confident we can survive the apocalypse now,” my husband smiled, with a sigh of relief, when our 50-pound flour order arrived from a Queens wholesaler. He made his first-ever homemade bread. I have picked up running and stair climbing in lieu of a gym, and could easily make it to any bridge of the island if needed. All we need now is to take some streaming karate lessons, and we will be ready to kick some zombie butt if a worse kind of outbreak happens.
3. Asthma cases will drop, as the air quality improves with less pollution
Few cars on the road and planes in the air doesn’t just mean we can wander the streets and tarmacs unfettered. It means we can breath deep and feel refreshing, mountaintop-quality air, even in the middle of New York City. This can only be positive for children as they develop. As an urban-dweller who developed chronic rhinitis at a young age, I can’t remember what normal breathing feels like. While some argue impaired smelling is a benefit in New York City, I still hope young New Yorkers today continue to reap the benefits of our reprieve from pollution. In a dream world, we would mandate the sunset of combustion engine vehicles and allow only electric vehicles within city limits. I won’t hold my breath for New York to be the vanguard of new clean air policies, but maybe California can pave the way.
4. Both parties will take the crisis as evidence that their principles are the right ones
In response to the coronavirus crisis, Republicans and Democrats alike have taken refuge in their respective ideologies. Conservative groups have mobilized to demand that the U.S. re-open the economy, while liberals have reminded us that people *are* the economy. The GOP’s economy-before-people stance has led to a temporary demand for big government, but no significant shift in their social safety net policy stances. Democrats, by contrast, consider this crisis as evidence that our safety net policies are already far too weak. While the 2020 election campaigns are essentially on hold for now, I expect to see renewed campaign efforts in the fall that will amount to a battle of ideologies for what we want post-COVID-19 America to look like.
5. Social activism will see a significant jump
This crisis has led to a number of spotlights on companies and institutions reaping concentrated benefits while trying to pass on the pandemic’s costs to the larger populations they serve. WeWork is still charging tenants in cities with shelter-in-place orders. Amazon fired a protesting employee who called out unsafe working conditions following a streak of in-warehouse COVID-19 cases. When the stakes are life and dealth, right and wrong become fairly black-and-white. It also gives people more to fight for. We’re seeing more masses of people taking action. Millions have signed petitions through Change.org, and many more are organizing and making their voices heard. I expect this momentum to continue as the aftershocks of the crisis continue to reverberate.
For better or for worse, this crisis will have a long tail, not just through the presence of the virus, but also in how our society is changed by the crisis. The five trends above are already under way, and will build as we adapt and reshape our social systems in the wake of COVID-19.
In the era of COVID-19, emotional, physical, and financial stress have become inescapable for the foreseeable future. And with every time of hardship, we have a choice about how to respond to it. At least that is the premise of The Upside of Stress: Why Stress is Good for You and How to Get Good at It by Kelly McGonigal, PhD. Her research-based advice can be summed up in 3 simple points:
There are three types of stress responses:
Fight or flight response
Tend and befriend response
You can influence which stress response you experience
Choosing a more helpful response is beneficial in virtually all circumstances
Below is a brief dive into the findings and advice behind each point above.
1. There are three types of stress responses
Stress responses come in three flavors: fight or flight, challenge response, and tend and befriend.
By contrast, the challenge response is a physiological reaction to stress that increases self-confidence, motivates action, and helps you learn from your experience. A challenge response makes you feel focused, not fearful, and creates a sense of flow that allows you to rise to the occasion.
And finally, the tend and befriend response releases stress hormones that increase courage, motivate care-giving, and enhance empathy, leading to strengthened social relationships.
While fight or flight is a self-protective response, the challenge response and tend and befriend response produce more pro-social outcomes.
2. You can influence which stress response you experience
How you think about stress can directly determine how your body processes it. If you perceive stress as a threat, you are more likely to have a fight or flight response, which negatively impacts both your psyche and physiology. Alternatively, if you have an optimistic framing of stress, invoking the challenge response or tend and befriend response, your body will release the types of stress hormones that help you recover and learn.
You can choose to think or act in ways that are known to trigger positive stress responses. Learning a new point of view has been shown to transform the stress response. For example, journalling for five minutes about the hardest experience of your life and what you learned from it that later improved your life can lead to a lasting improvement to life satisfaction and resilience. Specific actions, like volunteering for a charity, can invoke a positive stress response by shifting from self-focus to larger-than-self-focus.
3. Choosing a more helpful response is beneficial in virtually all circumstances
If you harness your stress response to help you engage and grow, over time you can experience “stress inoculation”: your brain will become conditioned to seeing stress as an opportunity to learn. McGonigal has found measurable benefits across social circumstances and psychological states. Adversity creates resilience and correlates with higher satisfaction.
What you can do today
Consider what your narrative about stress is, your behaviors around stress, and how those make you feel. What beliefs can you trade up for ones that give you hope, bravery, resilience, or a sense of connection? Such small shifts in mindset can lead to a cascade of effects. So rather than changing a million things in your life, change your mindset, and the rest will flow.
Can AI help foster cohesive community in an organization? LiiRN thinks so.
Creating a healthy work environment that scales is something of a holy grail for all growing companies. As internal networks become more dispersed and organizational structures grow more complex, it becomes easier for communication disconnects to occur. How can companies continue to cultivate a shared vision and culture, and give employees a chance to define and improve both? LiiRN CEO George Swisher thinks the answer is AI-driven.
Swisher founded LiiRN, a people-centric, AI-powered transformation software, in 2018. The AI platform has a two-fold purpose: to help leaders make decisions based on employee feedback, and then allow employees to participate in enacting those decisions. The LiiRN platform collects customized survey data on leadership performance and company priorities. The AI synthesizes upward feedback, converts it into leadership performance ratings, and identifies quantitative and qualitative trends and findings to inform decision-making. The platform also invites self-nominated change-agents to shape and drive forward company-wide initiatives.
In an interview with Swisher, he shared how AI can drive rather than reduce personal connection, and help business leaders to listen to and lean on their people.
What problem are you solving with LiiRN?
LiiRN aims to help companies drive change through people versus processes. Many leaders working to design strategy end up working with small populations of people, doing surveys or doing stakeholder interviews. But trying to drive a huge change with the input of a small group of people is a disservice to both the firm and the company. People are fearful of change when they don’t understand it. So a few years ago I thought, what if I had the ability as an individual consultant to work with all hundred thousand employees in real time? The impact would be tremendous.
And so the idea was to launch a software that could do that, that could physically touch people as if it was someone you knew and who understood the big program that was going on out there and help the employee relate. When you drive change from the bottom up instead of from the top down, you avoid the education and awareness gaps that come with large scale change.
Companies can use our technology as kind of a middleware between the leadership and staff, to find the gaps between what leadership thinks and what the people on the ground are actually seeing and thinking. Our voting feature makes people feel like they’re part of the decision-making process. If you can do that for a company, say, that’s 100,000 employees, you’re able to help 100,000 employees feel like they’re contributing to a decision that the leadership is making. You get people who are more empowered, and I think that’s a big emotional feature of how you activate people. It automates some of the change management processes and helps leadership make decisions and investments that their company believes in. With ongoing feedback collection, you can create a dynamic feedback loop, to continually shape the change journey.
What are some of the most common pain points the leaders you work with encounter?
New leadership teams are sometimes nervous to listen to data and to draw conclusions if it can be interpreted in multiple different ways. It’s one of the reasons that we have moved to partnering with consulting firms with expertise in software-based data analysis. We use the data to quantify how many people activate and why. Typically, we see north of 30% of the total population raising their hand to be on a work stream in a specific change management area.
If you have lower adoption, we use the data we collect to understand why. We track when people opt out or say “I don’t understand what you’re asking and talking about.” This feedback surfaces whether the real issue is understanding and awareness, versus the willingness of people to participate. Alternatively, the data can also show if people think the initiative is misguided or has implementation risk. Leaders gain transparency through the software’s data analysis.
It sounds like you’ve found ways for AI to create more human interactions. What are the limitations to leaning on AI? In what ways can AI tools be anti-social, and how do you mitigate those risks?
If you’re going to trust the output of our system, you have to know it’s based on the right input. Potential biases to data come in so many different forms. Ideally, if we look at, for example, who is in the sample population that you’re getting information from, we’d account for any skewing as we analyze it. We have limited control, of which population, the stakeholder at the enterprises chooses to invite into our software. So if they choose to only involve the US population and use that information to influence the way they make decisions for their Asia-based population, for example, that clearly creates a lot of challenges, given the cultural differences. We work to screen out and limit bias with some of our onboarding screens and some of the setup and training that we do. We promote as much as we possibly can an approach of widening the sample size, to make sure that you’re involving as large a population as possible that is as diverse as possible. But there’s definitely limitations to it. It’s hard to solve it when you’re collecting what others choose to input.
Also, if there is a high concentration of a certain demographic in a company, we can’t control for who they’ve hired. So if they’re only getting information from a specific group of people that’s the majority of their population, it clearly sways the input that we’re getting and the resulting outcomes. So for us, I think we’re trying to maintain a middle ground where we highlight who companies are asking for input from and how it impacts the output.
We’re focused on making our data inputs more comprehensive by integrating with more internal systems in our upcoming work. HR systems can provide added layers of data, like performance management data and learning data; systems like NetSuite provide more business performance data. The more that we can integrate, the more our machines can learn, and the more we can build better cases for the viability of the decision we’re recommending.
Change management in the context of technology often raises the specter of worker displacement. How can technology-based change management tools like yours help us prepare for an unknown future of work?
What I learned personally moving from a tech-enabled service businesses working with big enterprises to being a full software company is that technology isn’t replacing us. There is a fear of tech advancing too fast. But I think the bigger question is how do we reskill and retrain ourselves? And how will we hold the enterprises of the world responsible for managing change? Even if there are people who will be losing jobs, which is never a good thing, we have the opportunity to say, “Well how do we rethink what workers are doing and what new skills they need to adapt? And how can we help them do that?” Yes, we’ve introduced self checkout into the grocery store. But if we’re going to replace those people, what are the skills they have that we can still benefit from? They may be really great at customer service and customer success — can you retrain them to help people shopping inside the store, to create a personalized experience? Flipping the way that you look at it can help people understand the opportunity. Then we all advance. But a lot of companies don’t think that way when they’re developing or implementing automation technology.
It’s a large number within consumer retail and manufacturing — upwards of 70% of some of the largest companies and employers in the world — whose jobs will be automated away in the next 10 years. The magnitude of that is scary. Unless you retrain people to think about it as an opportunity and change the way that they’re actively pursuing alternatives, we’re going to have problems. Being a coder isn’t the answer for everyone.