VS MR CR P1 Flashcards
Why MR?
The value of working in MR:
being able to take data/numbers, find patterns/insights, tell stories, and advise businesses.
It’s pretty cool, right?
It’s a pretty satisfying area to be in. You get to leverage both the right and the left side of your brain. There’s a creative component as well as a computational component. And the skills don’t cease, and this is what I think is fascinating.
I’m learning these software programs or getting these certificates. But how valuable will these be?
I had to say they probably won’t be valuable.
Not that they’re not good things to learn. But there are so many new tools that are coming.
What you need is the curiosity and the interest to want to continue to learn, not just be vetted that you took a certificate back in 2020. And that’s going to propel the rest of your career. This is what’s dynamic about the industry that we’re in.
[Vetted: critically reviewed and evaluated for official approval or acceptance]
Ways to express agreement
Agreed on so many levels
How to go about encouraging, empowering, and really just helping young women, in particular, take more prominent positions?
A lot of organizations talk a really good game in this area. But how can they support it in practical terms?
Short answer: Understand where you are, and then try to implement practical change, having understood where you are.
Long answer:
This can’t be tokenism. It has to be a real agenda for change, which means that there has to be accountability for it.
And it means that there have to be metrics and governance around what it means.
And that means not starting from a place of critique.
You take an honest assessment of where our company is at, and then what the goals are.
And then you measure the process and the progress between those two points.
It is not an assumption that everyone is starting from the same place because they’re not.
It wasn’t a judgment. It’s not a critique on which companies doing better at it.
It’s just where are you at at that point in time, and do you have the genuine desire to do better than that?
If you have the genuine desire, then help declare what that next milestone is going to look like that’s achievable.
When you have diversity in your workplace, you drive better outcomes, you get more stimulating thoughts, and differing opinions that impact our business, that impact our partnerships, that impact the quality of thought we bring forward.
And so whether we’re in the community, whether it’s social, whether it’s governance overall, like we work with metrics, it’s part of the evaluation of our entire senior leadership.
(I’ve taken up so much of your time, you’ve been so kind. If it’s ok, I’ll just do a quick fire round. I’ve just some quick questions. I hope they’re not too cheeky.
If they are, feel free to ignore me.)
What are your best and worst characteristics?
I would put sense of humor and discipline on the strengths column.
In all honesty, I have a ridiculous discipline. I grew up as a competitive figure skater and so it’s just zoned in my brain on how I operate.
So execution and being a strong operator for sure, which then means that, in the room to improve or opportunity, I can be impatient because I like to get things done. And so when things don’t move at the pace that I think that we could move, that would be a piece that I would raise.
What makes a good client?
I think a good client is one who’s open, who is willing to partner and share not just their objectives, but what their trouble spots are, or things they’re concerned about.
The more you know the motivations of the person or the company that you’re partnering with, the more effective you can be.
I love to be challenged by a client, constructively challenged for better and advancing in innovation. To me, that’s the most stimulating client engagement when you’re looking to advance the same issues forward on behalf of an organization or an industry that I find very satisfying.
But I’d start with the basics of somebody who is open and willing to really share what they’re looking to do so that you can offer the best towards the goals and help them satisfy the objectives that they have.
What makes a bad client?
I’ll tell you what I think is a client that I would not retain.
Let me say it this way, I have zero tolerance for a client who treats my team poorly. That is my standard. There is no acceptance, no tolerance for poor treatment of people.
What do you know now that you wish you’d known, say 20 years ago?
I know now that I can’t trust myself to solve too much of anything by myself. That means working with others to be able to solve.
I’d say that I don’t know that I would have anticipated that I would be as effective as working through and with others as I am.
I don’t think I would have foreseen that 20 years ago.
There’s a confidence of… they say that the hardest problems are the ones that give you the biggest benefit later on because they really stretch your brain as a muscle.
I certainly seem to attract really tough problems. And I have been very fortunate to be able to be successful at solving those by surrounding myself with people who aren’t just like me.
I think the key to it is that working with and through others who are exactly not me is more beneficial than trying to find another me in the crowd.
Maybe the best piece of advice I had when I first started was my hiring manager said they would be proud if one day they reported to me.
And I think just that the notion of, it’s not about the position you have today. It’s doing the best in the position that you have, and working as effectively as you can with others.
What’s your favorite or most impactful kind of book or recent book?
It doesn’t have to be a book, by the way. It could be a piece of media.
Managing your energy versus managing your time.
Do you know yourself well enough to know what gives you energy versus what takes it away? And everybody’s different.
There are books. There are podcasts.
There are just other constructs about it.
I consider it more a body of work as opposed to a single source that outlines how to think about that.
Ways to close a podcast conversation
H: Thank you so much. This has been really great and an absolute pleasure having you on.
G: Well, thank you for allowing me to share some thoughts here. I hope that there’s been good value for you, and for your listeners.
I very much appreciate the opportunity.
H: Well, to use Tina’s closing phrase, I certainly took a huge amount of value out of that conversation, both personally, not least the idea of thinking about how to manage energy rather than time, as well as more industry-specific issues around how to analyze and present data.
I suspect the points around the challenges of verification around synthetic, artificially-produced data as opposed to genuine human reaction is going to be a very hot topic, both in the short term and in years to come.
So thanks again to Tina for participating, to you for listening, and to Insight Platforms for their continued support.
See you next time.
The ideal candidate will be intellectually ____ and ____ with a genuine passion for ____.
The ideal candidate will be intellectually curious and inquisitive with a genuine passion for problem solving.
A strong service orientation, demonstrated quantitative and analytical abilities, excellent interpersonal skills, leadership experience, and the ability to think quickly on one’s feet are also critical for success.
(inquisitive suggests impertinent and habitual curiosity and persistent quizzing. … prying implies busy meddling and officiousness)
