After Hours
After Hours
Dec 12, 2018
The Student Debt Crisis, and the FIRE Movement
Play episode · 29 min

Youngme, Felix, and Mihir discuss staggering student debt levels, the FIRE (Financial Independence, Retire Early) Movement, and share their After Hours picks for the week.

For interested listeners:

Some recent picks:

  • Today, Explained Podcast, Nov. 30 Episode (Humans 2.0)
  • Babylon Berlin (Netflix)
  • The Prison Inside Me” (Reuters)
  • Robert Stavins (follow on Twitter)
  • FRED (Federal Reserve Economic Data)
  • RBG (Documentary on Amazon Video)
  • The Man in the High Castle (Amazon Video)
  • The Ringer website
  • Janesville (Amy Goldstein)
  • Airtable (software)
  • Small Fry (Lisa Brennan-Jobs)

You can email your comments and ideas for future episodes to: harvardafterhours@gmail.com. You can follow Youngme and Mihir on Twitter at: @YoungmeMoon and @DesaiMihirA.

The Modern Manager: Create and Lead Successful Teams
The Modern Manager: Create and Lead Successful Teams
Mamie Kanfer Stewart
125: Dealing with Conflict with CrisMarie Campbell and Susan Clarke
Inevitably you will experience moments of conflict among a team. Although most people are conflict avoidant, productive conflict enables a team to find new solutions and build stronger relationships. Learning to navigate conflict is a critical skill for every manager. In this episode, I speak with Susan Clarke, co-founder with her partner CrisMarie Campbell of thrive! Inc. and authors of The Beauty of Conflict: Harnessing Your Team’s Competitive Advantage and The Beauty of Conflict for Couples. Together they host The Beauty of Conflict podcast for dealing with conflict at work and at home. CrisMarie is an Olympic rower and Susan is a former marriage therapist and Equus coach. As partners in work and life for over two decades, they’ve adapted their proven step-by-step process honed working with Fortune 100 Companies such as Johnson & Johnson, Microsoft, AT&T and San Francisco Giants to help long-term couples use conflict as a catalyst to greater intimacy, passion, and fulfillment. Chrismarie wasn’t able to join us, so I talked with Susan about being conflict avoidant, the difference between conflict and a fight, the role of emotion and vulnerability when dealing with conflict, how to confront conflict in a productive way and more. Warning: there are a few spots where Susan uses a curse word, so if you’ve got sensitive ears around, you may want to wait to listen to this another time. Members of The Modern Manager community get Susan and CrisMarie’s How to Have Tough Conversations Workbook. To learn more about membership and to join, go to www.themodernmanager.com/join Subscribe to the Modern Manager newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: Embrace Constructive Conflict In The Workplace Key Takeaways: * A fight is different from a conflict. A fight is a one-sided attempt to win an argument. A conflict is a collaborative discussion that looks at all points of view in order to come up with a collective solution. * In order to engage in conflict, both parties need to let go of being right and open up to the possibility of new ways of seeing. * Conflicts force us to be in a place of ambiguity and uncertainty which often feels scary and stressful. * It’s normal to experience an “Oh, Sh*t!” moments when you’re not sure if the group is actually going to come to a resolution. * When you’re feeling emotionally charged, reground yourself by focusing on calm breathing and feeling your feet on the floor. * Recognize the cues when your body and mind are starting to go into stress-mode. * The faster you can recognize your signals, the quicker you can work to bring yourself down from a place of stress. * Managers can change the power dynamics in group discussions by admitting to mistakes, and opening up to new solutions. * Don’t dismiss conflict between colleagues as something they have to figure out on their own. Arrange for a group discussion (for the three of you or with the whole team) to allow for others to help facilitate and add additional perspectives. * Avoid meeting one-on-one to discuss employees’ grievances separately. One-on-one meetings are inefficient, burn managers out, and don’t give employees the opportunity to come together to resolve their issues. KEEP UP WITH SUSAN + CRISMARIE * Website: www.thriveinc.com * Instagram: * Twitter: * Instagram: @thriveinc * Facebook * LinkedIn (CrisMarie Campbell) * LinkedIn (Susan Clarke) * Amazon Link - The Beauty of Conflict for Couples * Amazon Link - The Beauty of Conflict * Apple Podcasts mamie@mamieks.com
35 min
The Flip
The Flip
Justin Norman
Smart People Should Build Things - On Recruiting and the Global Competition for Top Talent
The very nature of a high-growth startup means that the company is always growing and hiring at a rapid rate. And for African startups, in particular, the talent question is even more acute, given the general challenges of sourcing for select roles, as well as the difficulty in competing for talent with other startups, multinationals, and companies elsewhere in the world. In this episode, we unpack the talent and recruiting situation for venture-backed startups and growth-stage companies - how do we source for newer types of roles, like product and growth? Do we hire for aptitude and train up? Do we go to where there is more talent? How does remote work - particularly during COVID-19 - play a role here? 2:50 - We discuss the current recruiting landscape with Toun Tunde-Anjous, Founder of The People Practice. 4:38 - Charles Sekwalor, CEO of Movemeback, shares his views on the talent question, and the opportunities with startups and growth-stage companies on the continent. 8:17 - We explore startup recruitment strategy with Ijeoma Oyeyinka, Helium Health's Head of HR. 10:26 - Many startups, including Helium Health, use outside recruiters, as well. Toun's The People Practice is one such firm. 11:20 - We har from Ijeoma & Mansi Babyloni, Flutterwave's Global Head of People Strategy on the hiring competition, and the pitches they make to mission-driven talent. 15:12 - Mansi & Toun on compensation and their experiences with African startups offering equity packages. 17:59 - On remote working dynamics and the opportunity to tap into a wider talent pool, particularly due to COVID-19. 20:46 - A discussion on training & development of talent, and in particular less experienced talent, on the continent. 24:23 - We hear from Aaron Fu, on the Venture for Africa fellowship program, and their endeavor to de-risk an exploration into the African tech and startup ecosystem. 28:13 - As always, a reflective conversation between Justin Norman and Sayo Folawiyo on this episode's topic.
32 min
HR Leaders
HR Leaders
Chris Rainey
How HR supports M&A activity in a COVID era
In this episode of the HR Leaders Podcast we are joined by my guest Cara Bibbiani, Director, HR Mergers & Acquisitions at Hewlett Packard Enterprise. Special thanks to Benify for supporting the show! To find out exactly what today’s employees want from their employers, Benify surveyed 5,000 participants to see what benefits are most important, how benefits relate to engagement, and what effect HR tech has on the overall employee experience. To see the results, download The Benefits and Engagement Report from Benify.com/insights Benify. Because people matter. Episode Highlights [07:22] - What did you take away from dance that helped in your career? [08:40] - How has COVID affected your M&A activities? [10:02] - Have you missed business travel and other mobility aspects? [10:43] - How are you maintaining connectivity in virtual environments? [12:47] - How do you keep these conversations inclusive? [14:02] - The importance of keeping traditional one to one interactions [15:06] - What's the role of the business partner in HR acquisition? [16:46] - What are some of your best practices and things to avoid during M&A's? [20:45] - How M&A appears sexy but is in fact very tactical and ever-changing [22:05] - Is this process harder with startups? [23:40 - The new trends in the M&A field [25:41] - Why we mustn't lose sight of a companies secret sauce during an acquisition [30:46] - What's kept you engaged over the years at HPE? [31:47] - How do you manage culture effectively during M&A? [36:29] - HR Leaders Quick Fire Round If you enjoyed the podcast be sure to subscribe for more content like this. www.hrdleaders.com/podcast
37 min
CFO THOUGHT LEADER
CFO THOUGHT LEADER
Jack Sweeney Speaks to CFOs About Driving Change | Middle Market Media, LLC
645: The Investor Came Knocking | Glenn Schiffman, CFO, IAC/InterActive
There’s little question that 2020 will long be remembered as a year of crisis for the casino industry. Commercial gaming revenues in the U.S. were down 79 percent during the second quarter when compared to Q2 2019, a fact that made IAC/Interactive’s August announcement that it was purchasing 12 percent of hospitality and gambling giant MGM all the more headline-grabbing. “We think we found a once-in-a-decade opportunity to find a meaningful position in an iconic brand,” explains IAC/InterActive CFO Glenn Schiffman, who says IAC’s balance sheet remains flush with cash (more than $3 billion) after the recent spinoff of online dating site Match.com. “We believe that Las Vegas will come roaring back, and this comes back to how IAC likes to invest: We like massive addressable markets with tailwinds from offline to online, and that’s what we see with gaming,” says Schiffman, who is no stranger to industries in crisis. Back in September of 2008, Schiffman was head of investment banking for Lehman Brothers’ Asia-Pacific business when the firm filed for bankruptcy due to its part in the subprime mortgage crash. Schiffman, along with other top Lehman partners, helped to manage the sale of Lehman’s Asian business to Nomura Securities. “In times of crisis, you have to separate the urgent from the important because in a crisis everything appears urgent but not everything is important,” explains Schiffman, who says that he learned just how important being able to separate the two was when the clock was ticking in the wake of the Lehman bankruptcy and his team was seeking a resolution that would best serve Lehman’s Asia workforce. (Episode 440) “We saved every single job in Asia—and that was 3,000 jobs, including my own,” comments Schiffman, who adds that the Lehman bankruptcy, among other things, revealed how during a time of crisis an individual’s character becomes more evident. “Crisis doesn’t define character, crisis reveals character,” says Schiffman, who, after joining Nomura, went on to help establish and build the bank’s North American investment banking division. –Jack Sweeney
31 min
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