Many employers try to meet the demand for remote work by saying all the right things to prospective employees. However, they are not committed to or effective at building a healthy, high-performing remote or hybrid workplace. It can help to fully understand a company's remote work infrastructure during recruitment. The key is to look for attributes about the organisation's remote culture and ask the right questions about the principles and norms that dictate the overall company culture and remote work experience.

The ideal remote workplace

When considering if a company has an effective remote culture, ensure the company has strong core values and a healthy culture. One key truth is that the elements needed for an effective remote company culture are the same for a great company culture in any type of workplace. Research the company's values, then ask questions about those values in the interview.<ul><li>Ask the interviewer to share the company's values and see how they respond. Do they know the values?</li><li>Ask how core values factor into employee evaluations and advancement.</li><li>Research the company on Glassdoor or a comparable review site.</li></ul>

Company culture and values

Many companies are not fully committed to a strong remote work environment.Candidates need to know if the remote policy is a well-planned strategy with supporting systems and processes instead of a haphazard strategy. <ul><li>Ask how often remote employees are expected to be in the office. An employer should give clear guidelines.</li><li>Ask how prevalent remote work is at the organisation. It is unhelpful if you are the only remote employee on a team.</li><li>Ask how the company handles one-on-one, team, department, or company meetings.</li><li>Ask about the tech infrastructure and how their technology supports remote work.</li></ul>

Remote work strategy

The best remote organizations create opportunities for people to meet and bond in-person. Candidates should ask if the company hosts all-company events, co-working days, or other opportunities to connect in -person. Most remote employees don’t want to work from home to avoid seeing people — they want more flexibility or the chance to skip their painful commute.

In-person connnectivity

The job market is filled with partially or fully remote roles. However, some of these companies are offering opportunities that are less rewarding than they seem. Therefore, candidates should do their homework to ensure that the company has a good hybrid or remote environment before accepting the job.

Questions to ask before you take the job.

remotework

Remote Work

career

Career

corporateculture

Corporate Culture

business

Business

How to Vet a Remote Workplace

<ul><li>Scrum is the dominant Agile framework.</li><li> Kanban is a method for visualizing, managing, and continually improving a process' ability to deliver a service. </li><li>Metrics provide actionable feedback to guide Agile teams.</li><li>User stories shift the focus from writing requirements to addressing customer needs. </li><li>Product development must become customer-centric. </li><li>Test-first practices ensure that application developers build the right software the first time. </li><li>A key tenet of agility is that practitioners be open to learning new skills.</li></ul>

Core skills

<ul><li>In collaborative development, more than one team member works on a single feature or application at any given time. </li><li>Ownership and collaboration. Workstyle, attitude, and interactions with others impact success as much as any technical or professional skill. </li><li>Agile architecture. Traditional approaches to software architecture do not support an Agile development life cycle.</li></ul>

Value-added skills

<ul><li>Agile database management. Agile teams quickly find that database changes become a constraint that limits velocity. To increase the speed of delivery, cultivate database management skills to become more self-sufficient and reduce dependence on database administrators.</li><li>Scaling Agile. Expanding the validated success of Agile pilots to the broader enterprise is both challenging and rewarding for organizations. </li></ul>

Specialized/emerging skills

As agile adoption spreads, software and application developers need these skills to succeed.

education

Learning & Education

computerscience

Computer Science

leadershipandmanagement

Leadership & Management

softwareengineering

Software Engineering

12 Agile Skills for Software Developers

They are the relational connections between people in society. In some ways, they work like the synapses that connect neurons in the brain. As neurons fire in connection with one another, they develop and strengthen the neural pathways between them. Similarly, formal and organic touchpoints between colleagues can help create strong relationship networks in organizations, which naturally evolve and change as the business changes. These relationships support organizational structure; fuel innovation, culture, and the spread of information; enable strategy, and often help make change “work.”

Socio-emotional ties

Apprenticeship happens more easily, naturally, and organically in a fully “in-person” work environment; it can be harder, and require more intentionality and planning, in a virtual or hybrid world. Teams become more diverse and geographically distributed as remote work increases, and team members’ roles and needs quickly evolve.Leaders must focus on connecting the dots in the teams around them and identify informal leaders to do the same. Practicing intentional apprenticeship helps nurture and reinforce the relational ties that bind, thus creating a virtuous cycle.

Inject more apprenticeship

Unique approaches for specific groups will be key to rebuilding organic connections, as the pandemic has influenced us in different ways. Younger workers, new employees, and introverts have reported more difficulty in contributing to the team, and in feeling engaged, due to the loss of spontaneous connections and interactions.To increase the emphasis on human centricity, one technology corporation is leveraging real-time data to iterate approaches that work for specific groups around office re-entry, facilities management, workplace safety, and contact tracing and care management.

Develop “inclusive” tailored solutions

Do not forget how much has been achieved virtually. People have built the muscle to reconnect previously lapsed connections with long-distance family and friends online during the pandemic; virtual hangouts and other creative ways have emerged to meet social connection needs.While many employers may be ready to return to significant in-person presence, nearly three-quarters of employees would like to work from home two or more days per week. Organizations should expect and prepare for a mix of virtual and in-person teams.

Pursue both virtual and in-person solutions as a powerful complement

Discover the world of business and economics.

economics

Economics

humanresources

Human Resources

Socio-emotional ties: A secret ingredient to success

"A simple yet revolutionary concept...it’s impossible to fully separate life from work."

Engagement is a multifactorial dynamic that should be considered both in ourselves as well as within management. Very few people lose their jobs because of lack of skills or education, the cause is usually related to deficiencies in behaviors—the intangibles—that are not consistent with the company's culture.Understanding your personal intrinsic motivators acts as a personal compass to locate and maintain the ideal job that enhances and leverages your skills, interests, and talents. It is an important step in order to reach high levels of engagement as an employee.

Engagement At Work

"It seems obvious that an honest and searching awareness of who we are can serve as an indispensable inner compass."

The seven recognized intrinsic motivators are:<ul><li>Achievement: an inherent desire to succeed.</li><li>Authority: an inherent desire to lead and persuade.</li><li>Camaraderie: the desire to interact with others.</li><li>Independence: an inherent desire for freedom.</li><li>Esteem: an inherent desire for recognition and praise.</li><li>Safety: a desire for a steady income and benefits and a safe work environment.</li><li>Fairness: concerned with equity, compares themselves to others.</li></ul>

Intrinsic Motivators

<ul><li>Achievement: Challenge with work assignments.</li><li>Authority: Give work assignments that offer opportunities to lead or make decisions.</li><li>Camaraderie: Create interaction with teamwork projects, group meetings, etc.</li><li>Independence: Give tasks to allow their own decisions</li><li>Esteem: Give ample feedback</li><li>Safety: Predictable work with little risk or uncertainty.</li><li>Fairness: Maintain fairness as perceived inequities will discourage these individuals.</li></ul>The aim as an employee is to position yourself in a job where your some of these intrinsic motivators are satisfied.

How Management Can Work With Intrinsic Motivators

Engagement is not a static thing, it’s a revolving process and at least 50% of engagement lies within ourselves. <ul><li>The first pitfall is deciding that what you know now is enough. Given the state of technological changes, this belief is extremely self-limiting.</li><li>The second pitfall is becoming too reliant on your wage to survive. If you are disengaged, make sure you have the funds to survive being let go.</li><li>The third pitfall is being complacent, if you are disengaged don’t become the victim and blame the boss, the company, or the situation, you need to take action for your own engagement. </li></ul>

Pitfalls to Avoid

"If you don't have these strengths to differentiate yourself from the next ​job applicant, it's time to work on them. Some will come easily to you; some will require purposeful, intentional changes to your default way of reacting to circumstances."

Having a job is not simply turning up for work and doing your job well.Other qualities that are highly desirable to any manager will help differentiate you from others and allow you to grow up the corporate ladder.

Quality And Potential

Even if you are just starting in a low position, take a managerial role in your job and see that things are done as they are supposed to be done, hold people to account, even your superiors. <ul><li>Stick to timelines and follow up with agendas. </li><li>Treat people with respect, don’t “suck up” to your superiors and never condescend. </li><li>This includes managing yourself: know your roles and responsibilities, but also know how to step up and take on work outside of your immediate responsibilities.</li></ul>

The Potential To Be Managerial

Managing your boss well is a particular trait that will always work in your favor. Understand their communication preferences, anticipate their needs, prepare them for the unexpected, and don’t bother them with the small stuff.

Being Able to Manage up

Learn time management well and always work towards efficiency and high quality.Great employees manage their time well, have daily action plans, and don’t procrastinate especially on group projects.

Being Productive and Driven

Engaged employees go beyond the mediocre, they go beyond the expected and have a highly driven expectation of the company’s goals and how their own efforts fit into the bigger picture.

Being Goal Orientated

A great employee takes responsibility for problem-solving, they have a can-do attitude and only approach management with problems after they have spent time coming up with potential solutions. They don’t complain and remain accountable for their mistakes.

Having A Positive Attitude

Cultivating strong relationships across the company’s departments is one of the most important traits to develop. It does not mean introverts will not rate; this is more about understanding what your co-workers want and working in a collaborative and productive way to achieve that.

Being Social

Despite landmark investments in employee engagement over the past decade and significant economic recovery, even the "best places to work" don't have anything approaching 100% engagement. Why? Because engagement efforts to date have been focused on only half of the individual: who they are as employees. Engagement is dependent on a variety of factors that we can't leave behind when we leave home: our health and wellbeing and that of our children, partners, and elders; our personal values; our intrinsic motivators. These deeply personal factors, as well as fixed traits about us, affect engagement at least as much as work-only factors such as salary and benefits. In this timely and thought-provoking volume, author and engagement expert Bob Kelleher invites individuals and managers alike to expand the conversation about what it means to be truly engaged... as a whole person.

books

Books

Bob Kelleher

I-Engage

"It’s easy to get angry and label someone a jerk or a schmuck. It’s much harder to try to understand the underpinnings of why he or she approaches the situation that way."

<ul><li>The Narcissus – someone with an over-developed sense of entitlement, who is self-centered, condescending, and attention-seeking.</li><li>The Venus Flytrap – someone who is over-dramatic and inconsistent in reaction, and keeps everyone on edge.</li><li>The Swindler – someone who comes across as “slick” and manipulative.</li><li>The Bean Counter – someone who is so obsessed with order or perfection to such a degree that they cannot handle not being in total control.</li><li>The Distracted – someone who is constantly focused on everything else but their work, and who struggles with procrastination.</li></ul>

Types of Schmucks (1)

<ul><li>Hyde – someone who has a completely different personality and one that is the opposite of their usual behavior (similar to an addict in that respect).</li><li>The Lost – someone who exhibits memory loss, loss of language or even judgement skills.</li><li>The Robotic – someone who appears unemotional or hard to read and just can’t connect with others.</li><li>The Eccentric – someone who has difficulty relating to others because of their own view of the world, one which others may find odd.</li><li>The Suspicious – someone who is constantly feeling that there is a conspiracy against them and alienates others via paranoia.</li></ul>

Types of Schmucks (2)

"Avoiding a pattern of behavior will not cause it to magically disappear but will instead allow it to fester."

If the disruptive behavior is serious and dangerous, then immediate action is critical, whereas if the behavior is of a less-serious nature (even merely inconvenient or unpleasant) a more moderate action is appropriate. The key is confronting the offending behavior and working towards a solution. The behavior is what needs to change, and the focus needs to be on that instead of the individual.

Do Something

"Workplace relationships are just another type of relationship between people, and they need to be built on openness and communication. We need to be honest with ourselves and with each other."

Regardless of which type of disruptive behavior you are seeing, the critical element is clear and consistent communication. This may be done upfront with expectations laid out and standards of conduct that are clearly defined, in a way that no one can claim they were not aware, and as such can have no excuses. Other suggestions include direct conversations with a focus on the behavior and the resulting impact, not only on the business but on all parties.

Communication Is Key

Tactics include everything from simple conversations, casual coffee meetings, and discussions, to the more formalized documented meetings with managers and HR, to even medical/psychiatric interactions depending upon the magnitude of the workplace issue. For some, the direct approach is welcome, and for others it may only fan the flames and increase the tension. Regardless, effective communication, either in verbal or written form, solidifies the need to be clear for all parties to be successful.

Communication Tactics

"Everyone has a "schmuck" in their office--a difficult, disruptive person who upsets the workplace, confuses their co-workers and causes concern. No one is safe from a schmuck. They come in many sizes and shapes, such as: - Narcissus--the self-centered, condescending, attention-seeking peacock who tramples on others - The Flytrap--the bringer of chaos who can flip from angry to happy in an instant creating an office maelstrom - The Bean Counter--the orderly perfectionist who never gives up control even when it's full-steam-ahead to disaster - The Robot--the inflexible stone wall who is incapable of adapting, even in the face of much-needed change Sound like anyone you know? These are just a few of the more prominent schmucks. In her new book, Dr. Jody Foster explains the entire spectrum of schmucks, how they can decrease productivity, and generally make everyone else unhappy. After delineating the various types of schmucks, she looks at personality traits and explains how interactions among coworkers can become maladaptive leading to workplace disasters. She helps readers understand the schmuck as a person, figure out how to help him or her, and effect a positive solution. Dr. Foster also helps readers understand the most difficult thing of all: sometime you are the "schmuck." Let Dr. Jody Foster show you how to help the schmuck, know if you are the schmuck, and make your workplace a happy and productive one"--

communication

Communication

"This is a timely must-read for managers and anyone who has ever had to deal with a difficult coworker; it addresses a ubiquitous problem in a proactive, positive manner that should get the desired results." - Publishers Weekly Everyone has a “schmuck” in their office---a difficult, disruptive person who upsets the workplace, confuses coworkers, and causes concern. It’s hard to understand why schmucks act the way they do, but one thing is certain---they seem to come in all shapes and sizes. . . . - Narcissus---the condescending attention-seeker who carelessly steps on everyone’s toes - The Flytrap---the bringer of chaos whose emotional instability causes an office maelstrom - The Bean Counter---the orderly perfectionist who never gives up control, even when it’s full-steam-ahead to disaster - The Robot---the unreadable stone wall who just can’t connect Sound like anyone you know? These are just a few of the more prominent types of difficult people at work. In The Schmuck in My Office, Dr. Jody Foster explains the entire spectrum of people we may think of as schmucks, how they can decrease productivity, destroy teams, and generally make everyone else unhappy. Along with nailing down the various types, she looks at personality traits and explains how dysfunctional interactions among coworkers can lead to workplace fiascos. She helps readers understand schmucks as people, figure out how to work with them, and ultimately solve workplace problems. She also makes readers consider the most difficult thing of all: despite where your finger may be pointing, sometimes you are the “schmuck”! Let Dr. Foster teach you how to make your workplace a happier and more productive one.

Jody Foster

Michelle Joy

The Schmuck in My Office

Working hard all day doesn’t matter if it’s on the wrong tasks. The most critical factor in your productivity is what you decide to work on.The question of what to work on is under-discussed. There’s plenty of advice on getting work done: setting up good habits, creating productivity systems, project management, and planning. Yet, there’s relative silence for the crucial decision of which projects to pursue.

What to Work On

A fundamental distinction is between having too many ideas or too few.<ul><li>Having too many ideas creates the problem of prioritization. Evaluate your current activities and cull those that don’t make the cut.</li><li>Too few ideas can leave you feeling stuck. You want things to be better, but nothing pops out as worth pursuing. As a result, you put half-hearted efforts into tasks you’re not sure will work.</li></ul>The “right” quantity of ideas isn’t a given. Instead, it’s a mental threshold for what’s worth pursuing. Dialing it up forces you to focus, and dialing it down lets you explore more options.

Ruling Out, Ruling In

In practice, most ideas—even groundbreaking ones—tend to be derivative or incremental. Even ideas that look original usually start out as a permutation on something already extant. Given background and context, even the most radical suggestions look like incremental steps.This suggests that the best way to have better ideas is to expose yourself to more ideas. To the ones used by people who are accomplishing things in same the direction you’d like to go.

Coming Up With Ideas

<ul><li>A threshold for action is a crude way for filtering your projects. Advice to “do less” or “do more” misses the crux of the issue. Which efforts should you drop? Which ones should you undertake?</li><li>Having adjusted your threshold, and hopefully immersed yourself in a range of possible idea templates, now you need to cross over from a notion to a commitment.</li><li>A commitment can come from either direction. You can lower your threshold for action, generate a new idea and decide to pursue it. Or you can tighten your standards and commit to focusing on a pursuit you are already engaged in. </li></ul>

Making the Choice

Much of life boils down to figuring out a path for yourself and then getting yourself to actually walk it. We often fail to stick to our plans because we’re not confident in our chosen path. And we fail to find paths forward because we don’t try enough things to find our footing.Decision and action are always combined. The challenge is taking the next step.

Finding a Path and Walking It

Working hard doesn't matter if it's on the wrong things. Thoughts on making the hard decisions about what to focus on.

productivity

Productivity

problemsolving

Problem Solving

How to Decide What to Work On - Scott H Young

The traditional organization chart is as outdated as the dial-up modem. Or maybe a fax machine.  It's too rigid, reinforces hierarchy, and doesn't support the complexities of today's work environment. Sadly, 99.9% of companies still use it today. But here's some good news: they no longer need to.

The Traditional Organization Chart

The organization chart depicted above originates from IBM and was drawn up in 1917. That's exactly a century ago! While major things have changed in the world since then, this antiquated organization chart is identical to most of the organizations we work in today. It symbolizes the outdated command-and-control model that was designed more than a century ago. It was designed for a world that no longer exists; a stable, slow-moving, predictable world.﻿Companies that still use the traditional organization chart do so mostly because they believe there's no better alternative.

Living In The Past

Organizations these days—especially more progressive ones—are in dire need of a different solution. A solution that more accurately describes the vastly complex network of roles and responsibilities. A solution that allows one to visualize the dynamic, ever-changing nature of a group of people working together.

Reinventing the Org Chart

Holacracy is an agile framework to organize work. A way of working. And it is a complete system to organize work. The system contains all the rules and processes that ensure fair decision-making. In Holacracy the purpose - the goal of the organization - is the boss and not the CEO or a manager.

Holacracy 

As we take on more and more activities as a team, it's super helpful to create transparency around who's responsible for what, how everyone's progressing, and what we can improve. Plus, it allows everyone to easily pick up (and ditch) roles. This helps all of us to continuously explore which combination of roles best fits our talents and skills.

Supporting Self Management

Holacracy is a management practice that’s designed for how we work today. It transforms outdated command hierarchies into agile, self-organizing networks. Benefits of the new decentralized work system :<ul><li>Clarity of roles & responsibilities.</li><li>Tracking of strategic goals.</li><li>Giving and receiving feedback.</li></ul>

The Way Things Work In A Holacracy framework

Holacracy is designed for humans. Every industry today involves complex knowledge work. Even modern factory workers need to contribute in ways that prior generations couldn’t imagine. You’re not part of a machine. Your work challenges change frequently and require creative, uniquely human problem-solving. Holacracy is a management practice for the modern era. It embraces our individual humanity, autonomy, and creative problem-solving capacities.

A New Way To Manage

A new world order in the office ecosystem.

The traditional organization chart is as outdated as the dial-up modem. Or maybe a fax machine. You know it, I know it, everybody knows it. It's too rigid, reinforces hierarchy, and doesn't support the complexities of today's work environment. Sadly, 99.9% of companies still use it today. But here's

Blow Up The Traditional Organization Chart

<ul><li>Some scholars see mid-20th century Chinese typewriters as a basis for predictive text.</li><li>Today, predictive text lives in the liminal space between what you will type and what you mean to type.</li><li>It's a step beyond auto-correct.</li><li>Both are rooted in natural language processing (NLP), a field that combines linguistics and computer science.</li><li>In functionality, predictive text feels less like autocorrect and much more like the Google’s search engine’s autocomplete system, which guesses what you’re about to type into the search bar—based on what billions of other people are searching.</li></ul>

The origins of predictive text

<ul><li>Predictive text reinforces certain speech and serves as a reminder that no one is that original.</li><li>The future of typing may involve fewer misspellings and slightly less work.</li><li>In a few years, computers could play an even more active role in how we write. Eventually, we may not even need a keyboard to type, and could instead pantomime the movements.</li><li>Or maybe a neural implant like the one Elon Musk is pushing will usher in “think-to-type” technology. Depending on how such technologies are adapted, and by whom, typing itself may ultimately become obsolete.</li></ul>

The future of typing

Predictive text is in your email, your documents, and your social media—and it might be making you boring.

writing

Reading & Writing

technologyandthefuture

Technology & The Future

How predictive text took over the internet

<ul><li>Because a majority of NFTs are on the Ethereum blockchain, they’re subject to energy and cost structures used on Ethereum, like proof-of-work. This makes minting NFTs costly and energy-inefficient. </li><li>“Immutable software is not a reality…software is never truly finished. The future is still unwritten, but your history is immutable.” </li> </ul>

Want to gamble with your developer career? Pigeon-hole yourself into one ecosystem. You might pick a needle out of a haystack — but you might not. For a more pragmatic approach, consider a Web3 ecosystem. And since the blockchains that survive mass adoption will be interoperable, it only makes sense to join a Web3 ecosystem that can interface with other chains.

1. Get Educated by Professionals

With WebAssembly smart contracts running on the blockchain, learning the simple code format bridges your Web2 background to the Web3 standard, making developers not only attractive and employable, but powerful agents of change in an industry that depends on its ability to innovate. And with expertise in a new code standard that’s only been around for a few years, you can add a unique feather to your developer cap.

Parlikar added, “We see blockchain not as something to tear out and replace, but as a value-add for data in your enterprise that will benefit from the security protocols on blockchains. Businesses need guarantees that they’ll be able to pivot, because the future is unwritten.”

2. Implement Enterprise-Grade Web3 Development

For a more sustainable, longer-term approach, consider “green NFTs,” NFTs minted on less energy-intensive works with smaller economic footprints. Casper has already implemented a PoS system which is faster, cheaper, and more energy-efficient, and can meet all of your blockchain needs in a way that is consistent with a trend toward a net-zero green future.

3. Go Green

Casper Network shares necessary steps to future-proof your business or career in an expanding Web3 environment.

crypto

Cryptocurrency

Top Strategies to Future-proof Your Career and Business in 2022

“Good work isn’t created in a vacuum, and that creativity is always, in some sense, a collaboration, the result of a mind connected to other minds

“Amateurs are not afraid to make mistakes or look ridiculous in public. They’re in love, so they don’t hesitate to do work that others think of as silly or just plain stupid.” - Austin Kleon

Amateurs

“Forget about decades, forget about years, and forget about months. Focus on days.” - Austin Kleon

Baby Steps

“Share what you love, and the people who love the same things will find you.” - Austin Kleon

Creative Networking

“Instead of taking a break in between projects, waiting for feedback, and worrying about what’s next, use the end of one project to light up the next one.” - Austin Kleon

Projects

“You should be able to explain your work to a kindergartner, a senior citizen, and everybody in between.” - Austin Kleon

Show Your Work!

”the forward-thinking artists of today aren’t just looking for fans or passive consumers of their work, they’re looking for potential collaborators, or co-conspirators.” - Austin Kleon

Forward-thinking Artists

”Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything - all external expectations, all pride, all fear of embarrassment of failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked.”

“Whether you realize it or not, you’re already telling a story about your work.” - Austin Kleon

Ongoing Storytelling

“A successful or failed project is no guarantee of another success or failure. Whether you’ve just won big or lost big, you still have to face the question“What’s next?”” - Austin Kleon

What’s Next?

Notable quotes from “Show Your Work!” By Austin Kleon

In his New York Times bestseller Steal Like an Artist, Austin Kleon showed readers how to unlock their creativity by “stealing” from the community of other movers and shakers. Now, in an even more forward-thinking and necessary book, he shows how to take that critical next step on a creative journey—getting known. Show Your Work! is about why generosity trumps genius. It’s about getting findable, about using the network instead of wasting time “networking.” It’s not self-promotion, it’s self-discovery—let others into your process, then let them steal from you. Filled with illustrations, quotes, stories, and examples, Show Your Work! offers ten transformative rules for being open, generous, brave, productive. In chapters such as You Don’t Have to Be a Genius; Share Something Small Every Day; and Stick Around, Kleon creates a user’s manual for embracing the communal nature of creativity— what he calls the “ecology of talent.” From broader life lessons about work (you can’t find your voice if you don’t use it) to the etiquette of sharing—and the dangers of oversharing—to the practicalities of Internet life (build a good domain name; give credit when credit is due), it’s an inspiring manifesto for succeeding as any kind of artist or entrepreneur in the digital age.

teamwork

Teamwork

artsandculture

Society, Arts & Culture

In his New York Times bestseller Steal Like an Artist, Austin Kleon showed readers how to unlock their creativity by “stealing” from the community of other movers and shakers. Now, in an even more forward-thinking and necessary book, he shows how to take that critical next step on a creative journey—getting known. Show Your Work! is about why generosity trumps genius. It’s about getting findable, about using the network instead of wasting time “networking.” It’s not self-promotion, it’s self-discovery—let others into your process, then let them steal from you. Filled with illustrations, quotes, stories, and examples, Show Your Work! offers ten transformative rules for being open, generous, brave, productive. In chapters such as You Don’t Have to Be a Genius; Share Something Small Every Day; and Stick Around, Kleon creates a user’s manual for embracing the communal nature of creativity— what he calls the “ecology of talent.” From broader life lessons about work (you can’t find your voice if you don’t use it) to the etiquette of sharing—and the dangers of oversharing—to the practicalities of Internet life (build a good domain name; give credit when credit is due), it’s an inspiring manifesto for succeeding as any kind of artist or entrepreneur in the digital age.

I’m a writer who draws. I make art with words and books with pictures. Author of Steal Like An Artist and other bestsellers. Visit my website: http://austinkleon.com/

Austin Kleon

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