Tag Archives: talks

It’s a Marathon, not a Sprint…

What makes a career successful over the long term? How do you sustain (or even increase) your professional impact, while also deriving meaning and enjoyment from your life? This was the question I set about answering in my talk at StretchCon last week. To see my answers, you can watch the presentation. You can also view the prezi1966321_313990785474109_1977531760847682083_o

The Backstory

I asked eleven colleagues about their success. I chose colleagues who have made it to the C-suite (whether as a CEO, CTO, or another C-level designation) and that appeared to do it with balance between their professional and personal lives. Ten of the eleven responded, and nine of the ten shared thoughts before my deadline. I thank Chris Caren, Adrian Colyer, John Donahoe, Ken Moss, Satya Nadella, Mike Olson, Christopher Payne, Stephanie Tilenius, and Joe Tucci for their help.

I sent each of these colleagues an email that went something like this:

I am speaking about successful careers being about sustained contribution (and not a series of sprints, all-nighters, or unsustainable peaks). Would you be up for giving me a quote I could use and attribute to you? I admire your ability to work hard and smart, while obviously also having a life outside of work.

Their replies were varied, but as you’ll see in the video, there were themes that repeated in their answers. I shared edited quotes in the talk, and promised that I’d share their complete thoughts in my blog. The remainder of this blog is their complete words.

Chris Caren

Chris is the CEO and Chairman of Turnitin. We worked together at Microsoft, and Chris was (and sometimes still is!) my mentor. Here are his thoughts in response to my questions:

My philosophy:  I do my best work when my life is in balance — family, me, and work.  I need a routine of hard work, but no more than 9-10 hours a day, solid exercise daily, low stress (via self-control), 7-8 hours of sleep at a minimum each day, and the time I want with my family and for myself.  When I maintain this balance, I am maximally effective at work — both in terms of quality of thinking and decision making, and maximum output.  More hours worked actually pull down my impact as a CEO.

Adrian Colyer

Adrian was the CTO of SpringSource, the custodians of the Spring Java programming framework. We worked together at Pivotal, where he was the CTO of the Application Fabric team. Recently, Adrian joined Accel Partners as an Executive-in-Residence. Here are Adrian’s thoughts:

A great topic! Maybe the most counter-intuitive lesson I’ve learned over the years is that I can make a much more valuable contribution when I work* less. So work-life balance isn’t really a trade-off as most people normally present it (I have more ‘life’, but sacrifice ‘work’ to get it), it’s actually a way of being better at both life *and* work!

* ‘work’ in the sense that most people would intuitively think of it – frenetic activity.

When I’ve analysed this, I came to realise that when work crowds everything else out I often end up in a very reactive mode. But the biggest and most impactful things you can do – especially as a leader – don’t come about during that constant fire-fighting mode. The vast majority of my important insights and decisions – the things that made the biggest positive impact on the organisations I was working with at the time – have come in the space I’ve made around the busy-ness of the office to actually allow myself the luxury of thinking! Running, cycling, walking and so on have all been very effective for me over the years. But so is just taking some time out in the evening and not necessarily even consciously thinking about work, the brain seems to be very good at background processing! That time has also given space to allow my natural curiosity and love of learning to be indulged. In turn that creates a broader perspective, exposes you to new ideas, and allows you to make connections and insights that you otherwise might not of. All of this feeds back into the work-related decisions and issues you are wrestling with and helps you to make breakthroughs from time to time.

To the extent I’ve been successful over the years, I attribute much of that not to being smarter than the people around me, nor to working ‘harder’, but to creating the space to think.

John Donahoe

John is the CEO of eBay Inc. John was an enthusiastic sponsor of my work while I was there. When I asked John for his thoughts, he sent me a speech he’d recently given to the graduating class at the Stanford Business School. In it, you’ll find John’s thoughts of his professional and personal journey.

Ken Moss

Ken recently became the CTO of Electronic Arts. Prior to that, Ken and I worked together on, off, and on over a period of nine years. Ken was the GM of Microsoft’s MSN Search when I joined Microsoft, and left to found his own company. I managed to help persuade Ken to come to eBay for a few years. Here are Ken’s thoughts:

Always focus on exceeding expectations in the present, while keeping your tank 100% full of gas for the future. There is no quicker way to stall your career than by burning yourself out. I’ve seen many potentially brilliant careers cut short as someone pushed themselves too far past their limits and became bitter under-performers. It’s always in your control.

Satya Nadella

Satya became the CEO of Microsoft at the beginning of 2014. Satya was the VP of the Bing search team at Microsoft for around half the time I was there, and we have stayed in touch since. Here are Satya’s thoughts:

I would say the thing that I am most focused on is to harmonize my work and life vs trying to find the elusive “balance”. Being present in the lives of my family in the moments I am with them is more important than any quantitative view of balance.

Mike Olson

Mike is the Chairman, Chief Strategy Officer, and former CEO of Cloudera. We have interacted during my time at Pivotal, and also during my time at eBay. Mike was kind enough to invite me to give the keynote at Hadoop World in 2011. Here’s Mike’s thoughts:

I have always tried to optimize for interesting — working on problems that are important to me, with people who blow my hair back. The combination has kept me challenged and inspired, and has guaranteed real happiness in the job.

By corollary, you have to be willing to walk away from a good paycheck and fat equity if the work or the people are wrong. Money is cheaper than meaning. I’ve done that a few times. There’s some short-term angst, but it’s paid off in the long term.

Christopher Payne

Christopher is the SVP of the North America business at eBay. Christopher and I have worked on, off, and on for nine years. Christopher was the founding VP of the search team at Microsoft. He left to found his own company, his company was bought by eBay, he hired me to eBay to help run engineering, and he then moved over to run the US and Canadian business teams. Here are Christopher’s thoughts:

I believe strongly in the need to maintain my energy level in order to have the most impact in my career. To do this I find I have to make the time to recharge. For me this means taking walks during the work day, taking all of my vacation, and not being on email 24/7. With my energy level high I find I can be significantly more creative and productive over the long term.

Stephanie Tilenius

Stephanie recently founded her own company, Vida. While she’s spent parts of her career at Kleiner-Perkins, Google, and other places, we met at eBay where we spent around six months working together. Here are Stephanie’s thoughts:

… my point of view is that you have to do something you love, that will sustain you. You also have to know what drives you, what gets you out of bed, for me it is having an impact (for others it may be making money or playing a sport, etc.) You will always be willing to give it your all and you are more likely to innovate if you love what you are doing and constantly growing, challenging the status quo (stagnation is really out of the question, humans don’t thrive on it!). I am committed to my work and to constant innovation but also to having a family and I could not be great at either without the other. They are symbiotic in my mind, they both make me happy and a better person. I have learned it is about integration not necessarily perfect balance. If you integrate life and work, you are much more likely to be successful. The other day my son was out of school early and our nanny had an issue so I brought him to work and he did code academy and talked to some of our engineers. He enjoyed himself and was inspired.

Joe Tucci

Joe is the Chairman of EMC, VMware, and Pivotal, and the CEO of EMC. I met Joe in the interview process at Pivotal, and have worked with him through board and other meetings over the past year. Here’s Joe’s thoughts:

Being a successful CEO is relatively straight forward… 1st – retain, hire, and develop the best talent, 2nd – get these talented individuals to work together as a team (do not tolerate selfishness), 3rd – get this leadership team to embrace a stretch goal that is bigger then any of them imagine they can attain, and 4th – maniacally focus the leadership team on our customers (always striving to exceed their expectations)

I enjoyed giving the talk at Stretch, and interacting with these colleagues in putting it together. I hope you enjoyed it too. See you next time.

A Whirlwind Tour of a Search Engine

Thanks to Krishna Gade and Michael Lopp,  I had an opportunity to speak at Pinterest’s new DiscoverPinterest tech talk series.

I spoke for around 45 minutes, taking the audience on a tour of the world of (mostly) web search — skating across the top of everything from ranking, to infrastructure, to inverted indexing, to query alterations, and more. I had a lot of fun.

Here’s the video:

I also had the chance to listen to four of Pinterest’s engineering leaders discuss their work in browsing, content-based image retrieval, infrastructure, and graph processing and relevance. They’re up to some interesting work — particularly if you’re interested in the intersection of using images, human-curated data, and browsing.

On a social note, it was great to see several of the folks I worked with at Bing. Krishna took a selfie with Yatharth Saraf and I. Those were truly the days — we were in many ways ahead of our time.

Shameless advertisement: if you’d like me to present on search (or anything else) at your organization, please feel free to ask. I have a 30 minute, 1 hour, and whole day tutorial on search engines. I’m also available for consulting and advising!

See you next time.

Fireside chat at the DataEdge Conference

The video of my recent conversation with Michael Chui from McKinsey as part of the UC Berkeley DataEdge conference is now online. Here it is:

The discussion is around 30 minutes. I tell a few stories, and most of them are mostly true. We talk about my career in data, search, changing jobs, inventing infinite scroll, eBay, Microsoft, Pivotal, and more.  Enjoy!

Five tips for Delivering a Presentation

I wrote a few weeks ago on writing a presentation. This week, I offer a few thoughts on delivering one – in no particular order. I’m working on my sequel to my post on performance reviews — expect it next week!

Eye Contact

You want to portray confidence. You don’t want to mumble. You want to engage your audience. Here’s my simplest tip to achieve all three: make eye contact with the audience. Pick out a few friendly faces – people you know who want you to succeed or just people who look friendly – and look them in the eye. Move between those folks as you deliver your presentation.

The side effects are you won’t look down and mumble. You will face the audience and not the slides (the slides aren’t that interested in your talk). You won’t look like you’re only trying to impress your boss (it sure freaks me out when someone spends the whole presentation looking at me). You’ll look like you’re in command as you survey the crowd.

Body Language

Stand up, go to the front, take charge of the room. But don’t plant yourself in one spot – plan to move every few minutes; for example, stroll from one side of the projector screen to the other, or move from the lectern to center stage.

Don’t rock. Plant your feet. Don’t freeze your arms. Make a few gestures – you can even plan to do these every minute or two.

Change your facial expressions every now and then. But not as much as a news anchor – don’t raise your eyebrows every second sentence like they do.

Don’t Read Notes (or Memorize)

Don’t write out your speech. You’ll kill the presentation. Please. For the sake of everyone who is listening. If you must, write a phrase per slide on some palm cards.

Memorizing is the same as writing it down. You will kill the audience.

Only newsreaders can do this, and you are not a newsreader.

Don’t Read Slides

Don’t read the slides to the audience. They can read, and that’s why you’ve put the text on the slides. Again, you’ll kill the talk.

Here’s how I see the role of slides: they’re the key material, and your job verbally is to add flavor to what they’re saying. Relate a story, add an extra point that wouldn’t fit on the slide, point out a key fact, or summarize the key message that the slide is conveying.

The worst thing you can do is to read the slides and track the text with a laser pointer. I hate laser pointers.

 It’s (almost) Impossible to Speak Too Slowly

Earlier this week, I was watching the first election debate in Australia, between the Prime Minister and the Leader of the Opposition. It wasn’t a debate per se, more of a press conference. And as I was thinking about writing this blog post, I was watching and listening for their presentation styles. I noticed careful use of body language, eye contact, and saw the Prime Minister use notes in the form of phrases. Whether either is charismatic is in question, but they are certainly practiced speakers.

What I noticed most was how slowly they spoke. Try an experiment: watch this video (or any video of a leader), and count the number of words they speak in a minute. Now, at work or school, count the number of words a presenter speaks in a minute. Compare and contrast people you think are great, and those that aren’t – you’ll quickly see that the ones you like generally speak slowly.

About 150 words per minute is about right. That’s hard to execute when you’re up on stage – so my practical advice is just to slow down. Speak as slowly as you can – nervousness will make sure it actually isn’t too slow, you’ll go a little faster than you intend anyway.

A Word on My Personal Style

I always walk off stage thinking that I made a mistake in one way or another. That causes me to reflect on what didn’t go well – and to try and capture it, and avoid the same mistakes twice. Here are a few things that I’ve learnt along the way:

  • If I work in humor early, the body language of the audience becomes more positive, and I relax (and become confident, and present more effectively). I try to lighten the mood early – but only when it’s appropriate!
  • I always write my own slides. I can’t present other people’s slides with confidence
  • When I’m repeating a talk, the third time is always the best. Before that I am rehearsing, and after that I am going through the motions
  • When I’m nervous, I gesture too much and I touch my face. I think about putting my hands in a position (such as one hand in a pocket) and keeping them there, and allow them to move only occasionally
  • I practice the endings of my talks. Starts and middles I can do, ends tend to drift. One trick I use is to learn who or what is coming next, and to introduce it in some form. For example, I might say “I would love to spend more time with you today, but I know you are all looking forward to Jenny speaking to you about Hadoop internals. I hope you’ve enjoyed the presentation, and I look forward to seeing you all again soon”. Or something like that. I also clearly signal the end of the presentation verbally

I love to run surveys about large meetings that I run to see what I can learn. I also always ask people in person what they thought of my presentations. If there’s a video, I’ll skim that too (which is always painful – I don’t know anyone who likes watching or listening to themselves). I think I am pretty good at spotting my own flaws – most people are their own best critics.

See you next week.

Five tips for Writing a Presentation

I’ve had hundreds of chances to experiment with presentations, through teaching, invited talks, and day-to-day presentations at work. If there’s a mistake you can make in delivering a presentation, I’ve made it. Today, I’ll share with you the top five things I’ve learnt along the way — hopefully, they’ll help you write a great talk!

One major point

You’ve been asked to give a presentation that’s less than an hour in length. My advice: deliver one major theme or point to the audience – you want them to leave unambiguously ready to understand, believe, act, or follow the point you’ve made.

Don’t share two or more major points. The audience will leave with different key takeaways. Or, worse still, you’ll confuse the audience or seem rushed in your delivery. And you usually won’t land that key message that you want the audience to act on or evangelize for you.

What is a major point or theme? It depends on the length of the talk. If I was speaking for an hour, I’d design a talk that lands a broader theme than if I was speaking for fifteen minutes. For example, in an hour I might land “how to deliver a great presentation”. If I was speaking for fifteen minutes, I might land “tips for verbal presentations”.

What if you have to speak on two topics in one session? For example, your boss wants you to present to her boss on two topics next week. Write two talks: start and finish the first, change decks, and start and finish the second. Consider having question time between the two. Pretend you’re two different speakers coming up to the podium.

One slide every two minutes

Rule of thumb: one slide for every two minutes of presentation. A one hour talk, thirty slides maximum. A fifteen minute presentation, seven slides. Really.

If you fly through slides, you’ll seem rushed. If you stay on one slide, you’ll kill the audience with boredom.

If I’m speaking for an hour, I restrict myself to thirty slides maximum — I’m always tempted to have more, and every time I do I regret it. If anything, err on the side of caution: I’ve given a few one hour talks with twenty or fewer slides, and it’s worked out fine.

Keep the slides simple

A slide with the right amount of content

A slide with close to the maximum amount of content. I’ve delivered this one a few times, and it’s hard to get through it in two minutes.

I like to have four to six lines of text on a PowerPoint slide. I try to avoid sub-bullets. I definitely wouldn’t have more than eight lines of text; I know when I reach eight that I’ve got two slides of content.

I dislike quadrant slides, they’re too complex for a presentation. I dislike two-content slides too — the ones that have text on the left and an image on the right (or vice-versa). If I want to include an image, I typically make it the feature of the slide and accompany it with at most two lines of text above or below the image.

Signpost the structure

I include the following signposts in most talks I deliver:

  • A title slide, with talk title, my name, company, and contact information

    An example title slide with talk title, my name, company  and contact information

    An example title slide with talk title, my name, company and contact information

  • An overview slide that explains the structure of the talk to the audience; that way, they know what to expect, it helps them to know when to ask questions and what’s going to be explained

    An overview slide. Usually the second slide in my presentations, and there to outline the structure of the talk

    An overview slide. Usually the second slide in my presentations, and there to outline the structure of the talk

  • An occasional subsection slide that shows we’ve arrived at a major section in the talk

    A subsection slide that explains where we are in the talk structure. I'll typically include two or three of these in a longer talk, and they'll reference back to the overview slide

    A subsection slide that explains where we are in the talk structure. I’ll typically include two or three of these in a longer talk, and they’ll reference back to the overview slide

  • (Sometimes) A concluding slide that contains the key points from the presentation
  • A subsection slide that includes the phrase “Questions?” or “Q&A?”

    A final slide asking for questions (and doing a little advertising)

    A final slide asking for questions (and doing a little advertising)

I count these slides in my “two minutes per slide” rule; these don’t come as free extras.

Be careful with the colors, design, transitions, and builds

When you’ve got Microsoft’s Powerpoint as your tool (or something fancy such as prezi), it’s tempting to include lots of slide builds, transitions, zooming, and animation. Resist. These are very often a distraction — and can lead to your audience thinking you’re more about style than substance.

I particularly dislike builds. Why? Because it looks like you’re hiding something, and it doesn’t give the audience the chance to read, understand, and put what you’re saying in context.

Afterword

I was fortunate to work with Justin Zobel for many years, and developed my early presentation style with his coaching. His book is worth the money — highly recommended for anyone who needs to write and present in the field of IT or computer science.

See you next week.