I’m a freelancer and mother who banished burnout by scheduling my own summer Fridays just for me – here’s how I make the time

Alice Dubin
Alesandra Dubin.

  • Alesandra Dubin is a freelancer who ends work at noon every Friday from Memorial Day to Labor Day.
  • She frees the afternoons by setting earlier deadlines for herself and putting the effort in upfront.
  • This time to herself makes her a better professional and mother during the rest of the year.
  • See more stories on Insider’s business page.

I’m a proud mom to six-year-old twins and also a proud professional with a demanding, deadline-driven solo practice.

Most days – even when I’m not emerging tentatively from a pandemic like a thawing caveperson – it all just feels like a lot.

Indeed, like most working moms, I characterize myself as generally overcommitted and exhausted. But I have a strategy aimed at banishing burnout: I make my own summer Fridays.

For most of my career, I’ve wrapped up work around noon every Friday between Memorial Day and Labor Day. Up until a couple of years ago, this practice was conveniently built into my work life as an employee of various New York City-based media organizations, among which this type of structure is a common employer-sanctioned practice and a well-loved tradition among staff.

When I shifted to the full-time freelance lifestyle in 2019, it was entirely up to me to defend this sacred time from work and errand creep. But by now I’ve learned that doing so is a game-changer for my lifestyle and sense of self, so I create my boundaries.

In order to make it happen, I think of the summer as a whole, rather than looking at each week or day individually.

I get analytical about how much work and what type of work I want to take on in order to keep my summer Friday afternoons free.

Sure, work has a way of bottlenecking sometimes, and some deadlines don’t go as planned. But putting in the effort upfront – setting the intention, as I do – helps lay the groundwork that supports the structure I want.

I’m also an obsessive time manager, so I give myself – and stick to – artificial deadlines early enough that I avoid the potential for a Friday bottleneck.

In most cases, I assign myself deadlines only Monday through Thursday for the work requiring the most brainpower and time commitment – even if that means I’m delivering well ahead of a client’s drop-dead needs.

This, of course, is a good thing: It doesn’t just reduce my own stress on Fridays, but it also has the benefit of making me a favorite freelancer among my clients, and that general approach yields me more income over the course of the whole year (even if it occasionally might mean a bit less during a given week here or there in the summer).

If I’m in town, here’s what I might do on a summer Friday: Take myself to a solo matinee, get a massage, or go for a hike alone with my podcasts.

A post shared by Alesandra (Alice) Dubin (@alicedubin)

Here’s what I don’t do: Return stuff to Target, get a dental cleaning, or accidentally schedule a work meeting.

These few hours when my kids are in school and my husband is at work are reserved for joyful, indulgent, or contemplative activities – not to check stuff off a list. These 12 Friday afternoons provide my only time dedicated for this purpose in a typical year, and I believe they comprise a key pillar of my mental-health strategy.

Summer Fridays take the edge off the rest of the week. And they mean my kids get the best of me – not the smoke-breathing version of me who might be limping out of a week of meetings without having yet had a chance to regroup.

And summer Fridays are a mental-health boon throughout not just these weeks, but the whole year, too: It’s a cherished rhythm I look forward to and that makes me more productive, like a vacation already booked.

“By taking time exclusively for yourself and exclusively for the purpose of bringing pleasure, joy, and comfort into your life, [that’s] actually an act of radical self-compassion,” Leah Rockwell, a licensed professional counselor and founder of Rockwell Wellness, which specializes in therapy for burnout, told Insider.

The notion of radical self-compassion comes from a concept founded by Kristin Neff nearly 20 years ago.

“Yet for many overworked, overachieving women, it is an amazingly difficult concept to actually integrate into our daily lives,” Rockwell said. “While we might be the first person to rabidly advocate that a girlfriend should do whatever it takes to care for or prioritize herself, many of us cannot extend that same permission to ourselves.”

Rockwell said that by building that permission into my actual schedule, I’m showing myself (and others around me, too) that my emotional wellness is a priority for me. “Why not capitalize on how summer can fortify us?” she added.

Engaging in a relationship with what brings us joy is something that we witness our children do all day long, but we often deny it of ourselves as adults. “By structuring your summer weeks as you are, you’ve invited back into your life the bliss of summer that we often assume that adults just don’t have a right to, yet we inherently long for,” Rockwell said.

Podcast host and bestselling author Gretchen Rubin calls it “designing your summer.”

“You want there to be something special about summer,” she said. “If you don’t actually plan that out or at least be very intentional about it, it’s very easy for days to just slip by.”

Anyone can design their summer – not just people who make their own work hours or have lots of disposable income.

“It’s not about taking massive amounts of time off work,” Rubin said. Rather, it’s an attitude.

Habits and routines have the effect of speeding up time, whereas “time feels rich and slow when things are different,” Rubin said. (That’s why a three-day vacation can feel like a full chapter in our lives.) So to make our lives feel richer and more textured, we must make an effort to do something apart from our seasonally nonspecific routines.

And I need that distinction perhaps now more than ever given how the pandemic presented a seemingly endless stretch of days marked by the unrelenting sameness of staying at home.

As the world opens up again, I’m setting aside both time and headspace for novelty, for variety, for pleasurable personal challenges that stand to make time feel ever so slightly less ephemeral and much more vivid (all while actually fortifying my earning potential all year long).

Join me?

Read the original article on Business Insider

33 high-paying jobs for people who don’t like stress

biomedical engineer
Biomedical engineers are well-compensated while tending to work in low-stress environments.

  • There are many jobs that are both well-paid and offer a relaxing work environment.
  • We looked at jobs that pay at least $75,000 annually and that have a relatively low-stress work situation.
  • Here are those jobs ranked from most to least stressful, and by average annual wages in the case of a tie.
  • Visit Business Insider’s homepage for more stories.
33. Technical writers

mechanics reading manual

Importance of stress tolerance: 69

Average annual salary: $78,590

What they do, according to O*NET: Write technical materials, such as equipment manuals, appendices, or operating and maintenance instructions. May assist in layout work.

32. Environmental scientists and specialists

enviromental scientist

Importance of stress tolerance: 69

Average annual salary: $80,090

What they do, according to O*NET: Conduct research or perform investigations for the purpose of identifying, abating, or eliminating sources of pollutants or hazards that affect either the environment or the health of the population.

31. Financial examiners

financial planner

Importance of stress tolerance: 69

Average annual salary: $92,730

What they do, according to O*NET: Enforce or ensure compliance with laws and regulations governing financial and securities institutions and financial and real estate transactions.

30. Database architects

computer servers

Importance of stress tolerance: 69

Average annual salary: $101,090

What they do, according to O*NET: Design strategies for enterprise databases, data warehouse systems, and multidimensional networks.

29. Art directors

art director

Importance of stress tolerance: 69

Average annual salary: $114,490

What they do, according to O*NET: Formulate design concepts and presentation approaches for visual communications media, such as print, broadcasting, and advertising.

28. Ship engineers

marine engineer

Importance of stress tolerance: 68

Average annual salary: $81,110

What they do, according to O*NET: Supervise and coordinate activities of crew engaged in operating and maintaining engines, boilers, deck machinery, and electrical, sanitary, and refrigeration equipment aboard ships.

27. Postsecondary mathematical science teachers

professor

Importance of stress tolerance: 68

Average annual salary: $86,760

What they do, according to O*NET: Teach courses in math, statistics, and actuarial science.

26. Postsecondary philosophy and religion teachers

professor teaching

Importance of stress tolerance: 68

Average annual salary: $90,160

What they do, according to O*NET: Teach courses in philosophy, religion, and theology. 

25. Geoscientists

geologist

Importance of stress tolerance: 68

Average annual salary: $112,110

What they do, according to O*NET: Study the composition, structure, and other physical aspects of the Earth.

24. Petroleum engineers

petrolum engineer

Importance of stress tolerance: 68

Average annual salary: $154,330

What they do, according to O*NET: Devise methods to improve oil and gas extraction and production and determine the need for new or modified tool designs.

23. Agents and business managers of artists, performers, and athletes

sports agent

Importance of stress tolerance: 67

Average annual salary: $98,070

What they do, according to O*NET: Represent and promote artists, performers, and athletes in dealings with current or prospective employers.

22. Agricultural engineers

Agricultural engineer working in a greenhouse.

Importance of stress tolerance: 67

Average annual salary: $101,620

What they do, according to O*NET: Apply knowledge of engineering technology and biological science to agricultural problems.

21. Computer hardware engineers

Supercomputer Qualified IT specialist Danny Rotscher checks the operating system of the High Performance Computing and Storage Complex II (HRSK-II) during the official opening of the new data center of the Lehmann Center (LZR) of the Dresden University of Technology in Dresden, Germany, May 13, 2015.

Importance of stress tolerance: 67

Average annual salary: $126,140

What they do, according to O*NET: Research, design, develop, or test computer or computer-related equipment.

20. Orthodontists

dentist dental

Importance of stress tolerance: 67

Average annual salary: $237,990

What they do, according to O*NET: Examine, diagnose, and treat dental malocclusions and oral cavity anomalies.

19. Postsecondary education teachers

A professor teaching a class of students.

Importance of stress tolerance: 66

Average annual salary: $75,010

What they do, according to O*NET: Teach education courses.

18. Computer and information research scientists

computer programmer

Importance of stress tolerance: 66

Average annual salary: $130,890

What they do, according to O*NET: Conduct research into fundamental computer and information science as theorists, designers, or inventors. Develop solutions to problems in the field of computer hardware and software.

17. Postsecondary geography teachers

geography map

Importance of stress tolerance: 65

Average annual salary: $87,160

What they do, according to O*NET: Teach courses in geography.

16. Environmental engineers

environmental engineers

Importance of stress tolerance: 65

Average annual salary: $96,890

What they do, according to O*NET: Research, design, plan, or perform engineering duties in the prevention, control, and remediation of environmental hazards using various engineering disciplines.

15. Epidemiologists

epidemiologist

Importance of stress tolerance: 64

Average annual salary: $83,620

What they do, according to O*NET: Investigate and describe the determinants and distribution of disease, disability, or health outcomes.

14. Statisticians

data chart on tablet

Importance of stress tolerance: 64

Average annual salary: $97,170

What they do, according to O*NET: Develop or apply mathematical or statistical theory and methods to collect, organize, interpret, and summarize numerical data to provide usable information.

13. Economists

economist

Importance of stress tolerance: 64

Average annual salary: $120,880

What they do, according to O*NET: Conduct research, prepare reports, or formulate plans to address economic problems related to the production and distribution of goods and services or monetary and fiscal policy.

12. Bioengineers and biomedical engineers

biomedical engineer
Biomedical engineers are well-compensated while tending to work in low-stress environments.

Importance of stress tolerance: 63

Average annual salary: $98,340

What they do, according to O*NET: Apply knowledge of engineering, biology, and biomechanical principles to the design, development, and evaluation of biological and health systems and products.

11. Postsecondary economics teachers

Paul Krugman Business Insider

Importance of stress tolerance: 63

Average annual salary: $123,720

What they do, according to O*NET: Teach courses in economics.

10. Food scientists and technologists

food scientist studying basil

Importance of stress tolerance: 62

Average annual salary: $80,190

What they do, according to O*NET: Use chemistry, microbiology, engineering, and other sciences to study the principles underlying the processing and deterioration of foods; analyze food content to determine levels of vitamins, fat, sugar, and protein, among other research.

9. Hydrologists

hydrologist

Importance of stress tolerance: 62

Average annual salary: $90,150

What they do, according to O*NET: Research the distribution, circulation, and physical properties of underground and surface waters.

8. Materials scientists

materials scientists

Importance of stress tolerance: 62

Average annual salary: $104,450

What they do, according to O*NET: Research and study the structures and chemical properties of various natural and synthetic or composite materials.

7. Physicists

Physicists

Importance of stress tolerance: 62

Average annual salary: $137,700

What they do, according to O*NET: Conduct research into physical phenomena, develop theories on the basis of observation and experiments, and devise methods to apply physical laws and theories.

6. Commercial and industrial designers

A car designer working on a car design.

Importance of stress tolerance: 61

Average annual salary: $76,290

What they do, according to O*NET: Design and develop manufactured products, such as cars.

5. Operations research analysts

analyzing data

Importance of stress tolerance: 61

Average annual salary: $92,280

What they do, according to O*NET: Formulate and apply mathematical modeling and other optimizing methods to develop and interpret information that assists management with decision making, policy formulation, or other managerial functions.

4. Chemical engineers

Chemical engineer

Importance of stress tolerance: 61

Average annual salary: $114,820

What they do, according to O*NET: Design chemical plant equipment and devise processes for manufacturing chemicals and products.

3. Political scientists

House Speaker Nancy Pelosi (D-CA) administers the oath of office to House members and delegates of the U.S. House of Representatives at the start of the 116th Congress inside the House Chamber on Capitol Hill in Washington, U.S., January 3, 2019.

Importance of stress tolerance: 61

Average annual salary: $124,100

What they do, according to O*NET: Study the origin, development, and operation of political systems.

2. Geographers

A geographer at work.

Importance of stress tolerance: 59

Average annual salary: $85,620

What they do, according to O*NET: Study the nature and use of areas of the Earth’s surface, relating and interpreting interactions of physical and cultural phenomena.

1. Mathematicians

mathmetician

Importance of stress tolerance: 57

Average annual salary: $112,530

What they do, according to O*NET: Conduct research in fundamental mathematics or in application of mathematical techniques to science, management, and other fields.

Method and data source

The Department of Labor’s O*NET Online occupational database includes survey-based measurements of how important various skills, activities, and personal traits are for a particular job.

One of the characteristics measured is stress tolerance, which O*NET describes as jobs requiring “accepting criticism and dealing calmly and effectively with high-stress situations.”

O*NET scores job characteristics like stress tolerance on a scale from 0 to 100, where a 0 means stress tolerance is not at all necessary for an occupation, and 100 suggests a job with a very high-stress environment.

We ranked occupational groups from most to least stressful using O*NET’s stress tolerance score, with lower scores indicating less stressful jobs. Since we are interested in high-paying jobs, we looked at occupations with average annual salaries of at least $75,000, according to the Bureau of Labor Statistics’ Occupational Employment and Wage Statistics data for May 2020, the most recently available release.

The above jobs were ranked from most to least stressful. In the case of a tied stress tolerance score, we ranked by average annual wages.

Several of the jobs fell in academia, with postsecondary teachers in various fields and researchers in economics, statistics, mathematics, and materials science dominating the top of the list.

Read the original article on Business Insider

We’re scientists who don’t want to see business travel to return to normal after the pandemic. Here’s why.

roblox developer conference
Attendees at the Roblox Developer Conference on in Burlingame, California.

  • Katherine H. Freeman is a geochemist at Penn State, and Raymond Jeanloz is a geophysicist at the UC Berkeley.
  • They say virtual conferences should continue post-pandemic to improve access and be more eco-conscious.
  • This article was produced in collaboration with Knowable Magazine, a digital publication covering science.
  • See more stories on Insider’s business page.

In 2020, the annual committee meeting of the journal we edit was a bit of a mess. It took place in March, just days before the World Health Organization declared COVID-19 a pandemic, so some attendees canceled their travel even as others were arriving at the meeting site. At the last minute, we pivoted to a hybrid meeting, with half the attendees in-person and the other half virtual. While the meeting was successful in terms of editorial decisions, the mixed format hampered our normally free-flowing discussions.

Katherine H. Freeman
Katherine Freeman.

The 2021 meeting of the journal, the Annual Review of Earth and Planetary Sciences, was entirely virtual. And it went much more smoothly.

Raymond Jeanloz
Raymond Jeanloz.

By then, we all had a year’s experience working in an online environment. Everyone was remote, which made the means of communication equitable, and we made sure each member had a chance to participate. We included breaks to reduce video fatigue, and breakout rooms for parallel small-group discussions that helped increase efficiency. We developed a more scripted schedule that we followed closely to ensure that everyone knew what to expect.

In many professions, business travel is part of the job

This is particularly true in science, where international collaborations are the norm. But as we look ahead to a post-COVID world, we’re not sure that we want to go back to spending so much of our professional lives in planes, hotels, restaurants and rental cars. There are obvious benefits to in-person meet-ups, but they don’t always outweigh the costs: time, money and the effects of travel on the climate. More industries should explicitly consider those costs, and the benefits of virtual meetings.

We’re not the only ones who don’t want a return to “normal”: More than 400 scientists have signed a letter urging US scientific organizations to explore more remote meetings in the future. A recent poll of more than 900 readers of the journal Nature found that nearly three-quarters want scientific meetings to be all virtual, or at least to have a remote option, even after COVID is over.

The benefits are obvious. A 2019 analysis from Runzheimer found that every business trip costs $1,300 per traveler. To US companies, that translated to roughly $112 billion in expenses in 2019 alone. Those costs render in-person meetings off-limits to many companies and individuals, effectively widening existing gaps.

Even if people can afford to buy a plane ticket, they may have other limitations that make the trip impossible, such as illness or challenges with securing childcare

Some online accessibility features, such as real-time captioning, are not always available at in-person meetings. Virtual meetings can eliminate some of those barriers, and they may be more accessible: When the European Geosciences Union made its 2020 meeting virtual, attendance rose from a typical 16,000 to 26,000.

Travel also has an enormous impact on climate. In one estimate published in Nature, air travel to a single scientific meeting – the fall meeting of the American Geophysical Union, attended by 28,000 people from around the world – generated the equivalent of 80,000 tons of carbon dioxide, the average amount emitted by the entire city of Edinburgh over the course of a week.

We can’t just flip a switch to virtual meetings without working out some kinks. Our 2021 virtual editorial committee meeting started at 8 a.m. California time, which was midnight for a colleague in Japan – who then had to stay awake for a further eight hours. It will be near impossible to pick a time that is convenient for everyone around the world, but we need to make sure that benefits outweigh inconveniences for each participant.

Virtual meetings also must provide ways for people to interact socially, particularly newcomers

Dinners and receptions at in-person events can help attendees new to the scene get to know other board members and make invaluable work connections, but these are difficult to replicate over a screen. Work discussions (let alone socializing) can be particularly tricky during hybrid meetings, so ways must be found to ensure that remote participants – including those from underrepresented communities – can network as fully and freely as people who are able to attend in person. Small group meetings ahead of time can ensure that each individual’s insights are clearly heard, and breakout rooms designated for specific topics help constructively focus discussions.

Of course, virtual or hybrid meetings can’t replicate everything about the in-person experience. Attendees may lose the opportunities for exquisite restaurant meals with colleagues, or the excuse for a family trip. And there are intangible benefits to gathering experts in a room to mutually educate each other, where you can easily interject or pull someone aside. But given the potential benefits of virtual meetings to improve access, cut expenses, and help the planet, we want to see more of them in the future. Let’s not go back to the way things were before.

Katherine H. Freeman is a geochemist at Penn State. Raymond Jeanloz is a geophysicist at the University of California, Berkeley. This article was produced in collaboration with Knowable Magazine, a digital publication covering science and its emerging frontiers.

Read the original article on Business Insider

This map shows how many same-sex couple families live in each state

same-sex family
  • June is Pride Month, and more and more US adults self-identify as LGBT, according to Gallup.
  • The Census Bureau’s American Community Survey includes data on how many households in a state are same-sex couples.
  • Delaware had the highest share, excluding DC, of same-sex couple households in a state at 1.3%.
  • See more stories on Insider’s business page.

June is Pride Month, and an increasing share of US adults identify as LGBT.

According to Gallup, 5.6% of Americans 18 and over identified as LGBT in 2020, up from 3.5% in 2012. Additionally, 54.6% of LGBT adults self-identified as bisexual in 2020. At the generation level, 15.9% of Gen Z identified as LGBT compared to 9.1% of millennials and 3.8% of Gen X.

“One of the main reasons LGBT identification has been increasing over time is that younger generations are far more likely to consider themselves to be something other than heterosexual,” Gallup wrote.

Data from the Census Bureau also provides some information about LGBTQ+ adults. The Census’ American Community Survey has data about who makes up households, including same-sex married and unmarried couples.

Based on the 2019 American Community Survey, the most recent year with data available, there were 980,276 same-sex couple households in the US. Among same-sex couple households, 568,110 or 58% were same-sex married couple households. Less than 1% of the 122,802,852 total US households, 0.8%, were same-sex couple households in 2019.

We can further see the breakdown at the state level. The following map shows the share of same-sex couple households in a state in 2019:

Delaware had the highest share of households in the state that are same-sex couples. In Delaware, 4,793 of the 376,239 households, or 1.3%, were same-sex couple households in 2019. DC had an even higher share at 2.4%, where 7,003 of the 291,570 households were same-sex households in 2019. On the other hand, North Dakota had the smallest share among households in the state at 0.2% or 785 households.

Although Delaware had the highest share among households in the state, California had the largest number. There were 85,104 same-sex married couple households and 50,752 same-sex unmarried couple households for a total of 135,856. That means 1.0% of households in California are same-sex couples.

Overall, the Census Bureau wrote 65.1% of same-sex couples in 2019 had both partners working, higher than the 51.1% among opposite-sex couples. Male same-sex couples had a slightly larger percentage of both partners working compared to female same-sex couples at 75.8% and 72.6% respectively.

Additionally, the Census Bureau found based on the Current Population Survey that 14.7% of same-sex couples in the US in 2019 had at least one child under 18 at home. That is lower than the 37.8% for opposite-sex couples. This may in part explain why same-sex couples are more likely to have both partners working than opposite-sex couples.

“The presence of young children may influence a couple’s decision to have one parent stay home to care for the children,” the Census Bureau wrote.

The percent share of same-sex couples with children where both parents were employed was higher than the share for opposite-sex couples, at 72.4% and 65.6% respectively, based on 2019 data from the American Community Survey. The shares were still higher for same-sex couples than opposite-sex couples when looking at working partners with children under 6 and between 6 to 17.

The Census Bureau notes things like age and marital status may also play some role in the differences in percentages between both partners working for same-sex and opposite-sex couples.

Read the original article on Business Insider

How the HR chief at Restaurant Brands International holds all of its executives accountable for diversity and inclusion

Jeff Housman
Jeff Housman is chief people and services officer at Restaurant Brands International.

  • Jeffrey Housman is chief people and services officer at Restaurant Brands International.
  • Housman has made DEI a priority. All senior executives are now held accountable for DEI goals.
  • Food service overall has a diversity problem. People of color are often concentrated in lower ranks.
  • This article is part of our “HR Insider” series about HR leaders and their noteworthy strategies.

The value of human resources at Restaurant Brands International has always been “pretty clear” to Jeffrey Housman.

But the pandemic made Housman appreciate even more the “role HR can play in supporting people,” he said.

RBI is a 6,300-person company whose brands include Burger King, Tim Hortons, and Popeyes. About 100 restaurants belong to RBI (most restaurants within RBI brands are owned by franchisees). Housman, RBI’s chief people and services officer, joined RBI from Burger King Corporation in 2016 and has climbed the ranks since. Housman was named one of Insider’s 2021 HR Innovators.

When he took on his current role, in 2019, Housman led RBI in doubling down on its commitment to diversity, equity, and inclusion. Now every senior executive is responsible for cultivating DEI and for making RBI a place where all employees can do their best work.

The foodservice industry overall has been criticized for its lack of diverse representation at the top. According to a 2014 report from the Multicultural Foodservice & Hospitality Alliance, ethnic and racial minorities represent 50% of all hourly employees, compared to 31% of general managers. The report looked at 60 brands, including Popeyes Louisiana Kitchen, but didn’t include Restaurant Brands International.

RBI has publicly recognized the challenges. A statement published on RBI’s website in July 2020 read, “We acknowledge that we do not have enough diverse employees in our company and in leadership positions,” adding that, “By openly acknowledging our shortcomings, we are creating urgency for action.”

RBI makes DEI every executive’s responsibility

One of the first DEI initiatives Housman’s team spearheaded was a change to the interview process. RBI hiring managers now ask job candidates in their first interview what diversity means to them, and how they’d champion diversity if they joined the team.

And at least 50% of all candidates in the final interview round must be “from groups that are demonstrably diverse, including race.” This goal is tied to bonuses for the entire leadership and executive team at RBI. Chipotle, McDonald’s, and Starbucks have also said they’re linking diversity targets to executive compensation.

Housman’s team accelerated their efforts to build a diverse, equitable, and inclusive workplace in 2020, a year in which many business leaders vowed to address systemic discrimination in their workplaces.

RBI released a diversity report that highlighted where the organization was falling short. Leadership, for example, was mostly white and male. Thirty percent of senior leaders were women – an improvement from the year prior – and about 43% of senior leaders were non-white. RBI’s total workforce included 40% women and 47% non-white employees.

Housman’s team led other efforts around inclusion in 2020. Leadership talked about subconscious bias in staff-wide meetings and ramped up training around implicit bias.

Housman is cautiously optimistic that RBI will be able to achieve its DEI goals. “We still have a lot of work to do to get to where we want to be,” he said. “But in 2020 we acted on our D&I strategy and made really good progress.”

Read the original article on Business Insider

Fauci sometimes gets 2,000 emails a day – but never deletes them and feels he has a ‘responsibility’ to reply to them all

Anthony Fauci
Dr. Anthony Fauci, the US’s top infectious-disease expert, feels compelled to reply to the thousands of emails that ping through a day.

  • Dr. Fauci said in a WSJ event that he feels compelled to read and reply to his thousands of daily emails.
  • “I get asked a lot of questions that are medical questions [from] people who need help,” Fauci said.
  • “People tell me that, ‘why don’t you just wipe the screen clean?'” he said. “You can’t do that. You just can’t.”
  • See more stories on Insider’s business page.

Dr. Anthony Fauci said on Wednesday that he feels an urge to reply to each of the thousands of emails that fall into his inbox every day.

The director of the National Institute of Allergy and Infectious Disease said in the Wall Street Journal’s online Tech Health event that he feels a “responsibility” to respond to the mountain of emails, per CNBC. He sometimes stays up “late into the night” responding, he said.

“I am the type of person, I get asked a lot of questions that are medical questions [from] people who need help,” Fauci said. “I’ve never been able to lose that feeling of responsibility of when people reach out to you and ask for help that you respond to them. So, I do that, [and] that takes a lot of time.”

Fauci, the US’s top infectious-disease expert, wrote in an email to a friend in March 2020 that he was receiving more than 2,000 emails a day, according to emails obtained by Buzzfeed and The Washington Post.

The emails showed requests for advice, interviews, and keynote speeches.

“I spend a lot of time doing emails and sometimes late into the night,” Fauci said at Journal’s Tech Health event.

“A lot of the emails are people that really do need to get some feedback from you,” Fauci said. He sends most of his emails from his desktop computer, or “my iPhone when I’m moving around,” he said.

The 80-year-old said he feels like he can’t delete his emails because of his role as a medical expert during a global pandemic.

“People tell me that, ‘why don’t you just wipe the screen clean?'” he said. “You can’t do that. You just can’t.”

In one of the emails that Fauci received, a US health official told him that “doggie cones” could be used as personal protective equipment (PPE), per The Post. Fauci replied with a polite thank you.

Read the original article on Business Insider

How Raleigh-based nonprofit RIoT is boosting entrepreneurship and job growth in the city

Rachael Newberry, RIoT's program director, connecting virtually to a cohort of startups during pandemic gathering restrictions.
Rachael Newberry, RIoT’s program director, connecting virtually with a cohort of startups during the pandemic.

  • RIoT is a nonprofit organization driving innovation and entrepreneurship in the Raleigh area.
  • One program, RIoT Your Reality, is a competition where teams pitch AR ideas to improve the city.
  • Other initiatives include an accelerator program and a data-centric stormwater management project.
  • This article is part of a series focused on American cities building a better tomorrow called “Advancing Cities.”

In July, six teams will demonstrate their ideas for how augmented reality can help solve some of the challenges facing Raleigh, North Carolina, and the surrounding areas.

Through the program RIoT Your Reality, the teams are examining ways to improve diversity, inclusion, and accessibility in city programs, promote workforce development, and reinvent the Raleigh Convention Center to drive economic development.

Tom headshot
Tom Snyder.

“It’s the intersection with government,” Tom Snyder, executive director at RIoT, a local nonprofit working to advance innovation, told Insider. “The city of Raleigh and town of Cary together posed a few problem statements that they’re looking for help on. And we’re running a challenge where people are developing new prototypes of augmented-reality applications to serve those challenges.”

RIoT Your Reality is a partnership with RIoT, the city of Raleigh, the town of Cary, Google Fiber, US Ignite, and Facebook Reality Labs. It kicked off in April with several teams pitching their AR ideas. Six were selected to receive $1,000 to build a prototype, which they’ll demo during an event on July 27. A final winner receives $40,000 and a spot in the RIoT Accelerator Program to launch a new startup.

Snyder said the goal is to create a municipal pilot project and learn how to scale a startup to assist cities beyond North Carolina.

The AR competition is just one of the ways that RIoT works to drive innovation and entrepreneurship in the Raleigh area. Here’s a look at some of the organization’s other major programs.

Helping businesses create new tech jobs

RIoT was founded in 2014 as part of the larger nonprofit Wireless Research Center, located in Wake Forest, North Carolina, which works to advance wireless technology innovation.

Originally, the name was an acronym for Raleigh Internet of Things, then Regional Internet of Things. Now it just goes by RIoT.

“Our grounding thesis is that the best new jobs are created at the forefront of emerging technology,” Snyder, who helped found the organization, said. RIoT’s programs help entrepreneurs start companies and established businesses grow through new technology adoption, all of which creates new jobs.

Being headquartered in Raleigh offers advantages, Snyder said. The area is home to several top universities, including Duke University, the University of North Carolina at Chapel Hill, and North Carolina State University, which fosters a talent pipeline. Several major tech and data companies, including IBM and SAS, have a presence in the region, creating a “great diversity of industry” within the tech sector, he said.

“There are just massive industries and a really nice balance here that makes it a more attractive place for people to be,” Snyder said. “You can’t just job hop during your career, but you can industry hop successfully. And that brings fresh ideas and really makes us a strong place to live.”

RIoT has another location in Wilson, North Carolina, though its presence extends beyond the state. The organization hosts events around the country and is planning to establish new offices in Colorado and Virginia.

Enabling startups to get off the ground

One of RIoT’s programs to boost economic development, the RIoT Accelerator Program, connects entrepreneurs with partners in their industries and gives them access to prototyping tools and other resources.

RIoT
RIoT Accelerator winner Michael Bender, founder and CEO of Intake, a healthcare analytics company, holding the RIoT championship belt.

The accelerator is currently on its eighth cohort. Snyder said RIoT is purposeful in supporting underrepresented groups when selecting startups to participate, and about 60% of the companies involved have been run by women, minorities, and veterans.

Since 2014, the companies participating in the accelerator have created more than 200 jobs, generated more than $100 million in revenue, and earned millions in grant and venture funding, he said.

Growing the accelerator to help more startups is one of its goals. By the end of 2021, Snyder said the accelerator will be offered in multiple cities.

To help startups prototype and experiment with ideas without having to spend money on equipment, RIoT Labs offers hardware, wireless, and software prototyping tools, including a 3D printer, electronic equipment, soldering irons, and more.

“We can provide that equipment for you to go create your new connected device, do the performance testing on the front end, do the regulatory certification testing on the back end, and get it to market,” he said.

RIoT works with government and corporate partners, including Cisco and SAS. Snyder said the organization is always on the lookout for new ones willing to support the entrepreneurial community.

“We want Raleigh to be the place that anyone in the world who wants to participate knows if I come here, I can find the partners that I need to be successful,” he said.

Making Raleigh the center of the ‘data economy’

RIoT worked with Raleigh and the surrounding communities on a data-centric stormwater management project.

Partnering with local startup GreenStream Technologies, they used water-level monitoring sensors to better understand water movement and predict when to shut down a street before it floods or dispatch emergency responders before flooding reaches emergency levels.

Snyder said Raleigh has done a good job of thinking about how to make data collected at the city level accessible – and has the potential to be the “center of excellence of the data economy.” Processing and measuring data depends on the advancement of artificial intelligence, augmented reality, and automation technologies.

“We’re moving from a world where the economy was driven by the internet to now one where it’s being driven by real-time data,” he said.

Through programs like RIoT Your Reality and the water management project, Raleigh serves as a testbed to experiment with new ideas and technologies.

“When we can do that successfully, not only are we solving the city’s needs in a way that they can remain focused on their day-to-day operations, but if it’s a local company that provides for those needs, we’re creating jobs here in the community,” Snyder said.

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LinkedIn CEO to new grads: ‘It’s not mandatory to know what you want right after graduation’

Ryan Roslansky
Ryan Roslansky.

  • Ryan Roslansky is the CEO of LinkedIn.
  • He says the pandemic has accelerated rapid changes in the workplace, and people will need to keep learning to keep up.
  • Roslansky says graduates might be in a place to help others with their careers in the future and to keep building strong, diverse networks.
  • See more stories on Insider’s business page.

Congratulations to the Class of 2021! This is a big accomplishment and a testament to your hard work and the support of those who stood behind you every step of the way.

In your next chapter as a rising professional, you get to discover what you love to do and get better at that step-by-step.

What lies ahead can be life-changing. Some of you will launch new industries, earn Nobel Prizes, start impactful nonprofits, and better your communities. Maybe one of those people is you.

How do you get from here to there?

The first step is realizing that this one-time period of study you just completed is not the end.

In many ways, it’s just the beginning.

You’re navigating your career at a time that’s being shaped by forces unlike anything we’ve seen before – the sudden shift to online education, the push for diversity and equity, the gig economy and new possibilities for working remotely, and so much more.

The good news for all of you starting your job search is that we’re on the road to economic recovery from COVID-19.

Data from our 2021 Grads Guide to Getting Hired shows the hiring rate for fresh college grads returned to pre-COVID levels in October 2020, which suggests that all of you 2021 grads are heading into a healthier job market.

But this is just one moment. The rapid change underway in the workforce is going to be constant. That means you will need to keep learning to keep pace.

Trust me, it’s not the textbook learning you’ve been doing. This is the fun stuff.

Something I wish I knew earlier in my career: you don’t need to have it all figured out at once.

Your job and what you want to do may change – in five years, three years, or next year. You may have a career pivot (or a few), take time off, have setbacks, grow your skills and learn new ones.

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At the end of the day, what employers really want to know is whether you can do the job.

So focus less on what job you want in ten years, and more on how you’re going to keep learning over the next ten years.

It can be as simple as taking time to learn something new every day. Listen to a podcast, read articles and books, keep up with trends and thought leaders, or take online courses. Most importantly, build a network of diverse people so you can learn and grow together.

Start with the network you already have of peers, teachers, and mentors, reach out to alumni, or join interest-based groups. These small steps will broaden your network exponentially.

And it works: Members are 4X more likely to get hired when they leverage their networks on LinkedIn while job seeking.

And though you may not believe it now, you’ll soon be in a place to help others with their careers. By building a strong, diverse network you can help others who face significant barriers to opportunity because of their backgrounds, such as where they grew up and who they know.

It’s on all of us to help create a future where two people with equal talent have equal access to opportunity. By giving a chance to one person, we have the potential to help thousands of people.

I’ll leave you with a story that’s been impactful in my own career.

When I was 10, I asked my dad about a Shakespeare quote that had been taped up next to his work phone for years: “When the sea was calm, all ships alike showed mastership in floating.”

He told me that true character and success is defined not by how you act when everything is going your way, rather it’s how you respond when everything isn’t.

I’ve returned to this conversation often because the seas aren’t always calm, something we’ve all learned over the past year.

Congratulations again on this important milestone. Find what you love to do, and get better at it as you go along.

And remember to keep your head up when the seas aren’t calm. Your professional life will be invigorating, exciting, and sometimes challenging – but it will also be life-changing, and maybe even world-changing.

Ryan Roslansky is the CEO of LinkedIn.

Read the original article on Business Insider

Laws requiring board diversity are becoming more common – here’s what business leaders need to know

meeting
Retaining diverse board members should be viewed not as a risk mitigation strategy but as an opportunity for growth.

  • Some states have started mandating gender, ethnic, and social diversity across company boards.
  • While certain regulations could include fines for companies that fail to comply, others are advisory.
  • For now, experts say the real pressure to increase board diversity is coming from company investors.
  • See more stories on Insider’s business page.

Companies have long been talking about how their boards need to be more diverse. But now the legal landscape is changing, with some states mandating that companies do more than talk.

In Illinois, for instance, boards of publicly owned companies are required to disclose female and minority board membership, as well as how they identify and appoint those members. California has gone even further, mandating that boards have at least one woman, as well as a certain number of directors from underrepresented racial, ethnic, or LGBTQ communities. Other states, including Washington, Colorado, and Pennsylvania, have also passed legislation to encourage diverse boards, and more are considering this step.

All of this means that, in addition to being an ethical and reputational imperative, boosting board diversity is quickly becoming a legal one as well. So what should companies keep in mind?

“Because there’s such a patchwork of inconsistent state statutes – and because many of these statutes are looking at different kinds of diversity – it’s very hard, from a compliance standpoint, to figure out a one-size-fits-all answer,” said Mark McCareins, codirector of Kellogg’s JDMBA program and a clinical professor of business law.

That said, there are certain things that companies should understand about this quickly evolving legal landscape.

Read more: We identified 10 corporate board candidates with deep experience in M&A, tech, marketing, and social impact to keep an eye on

At least for now, the real pressure is coming from investors

Not all of these new legal requirements come with teeth. While some of the new state regulations include fines for companies that fail to comply, others are merely advisory.

“Some of the new statutes say, ‘we want to know what you’re doing in this area, but we haven’t decided yet what we’re going to do if you don’t report or you report and the numbers aren’t to our liking,'” McCareins said.

There are also some inherent limits to just how strong their enforcement can be. For example, a company in one state can reincorporate in another if it feels overly burdened by the board regulations.

That’s why, at least for now, the larger incentive is reputational.

“The biggest hammer in all this is probably from a perception in the equity markets that you are not a company that plays by the rules,” McCareins said.

Investors are making their will known in other ways, too. Last year, the NASDAQ submitted a proposal to the SEC that called for instituting diversity requirements. And institutional investors such as BlackRock, Vanguard, and StateStreet have begun bringing shareholder lawsuits against firms over board composition.

“If I’m a public corporation, whether or not I’m currently under state or federal regulation, I’m probably going to be as concerned about what my investor base – and specifically my institutional investors – are thinking about this issue,” McCareins said.

As with other ESG issues such as climate change, McCareins predicts that scrutiny over board diversity from a range of stakeholders will only increase over time.

“Companies want to be ahead of the curve on this and other issues,” he said. “These statutes have brought it into the corporate mindset that there really hasn’t been sufficient progress to diversify corporate governance. So regulators and investors are going to start taking baby steps in the hopes of getting companies’ attention – and in the hopes that they end up doing the right thing.”

Consider your bylaws

All of this means that as companies anticipate new mandates, they must also consider whether their own bylaws could stand in their way.

“Let’s say our company has bylaws where a five-member board all have eight-year terms,” McCareins said. “They have just been appointed in the last year. The company would love to be more diverse, but now we’re stuck with this board for the next seven under our bylaws.”

This can put companies in a legal bind. A company that slow-rolls its compliance efforts may face legal action from shareholders. But if the company takes actions to comply with new state laws and runs afoul its own bylaws in the process, that may create other legal problems.

“You could see shareholder derivative suits against boards for not fulfilling their fiduciary duties,” McCareins said.

Ultimately the power to change the board’s bylaws resides in the hands of shareholders. After all, while boards typically make recommendations to reconfigure their own makeup, they cannot do so unilaterally.

“Let’s say shareholders vote and say, ‘no, we don’t want to change the bylaws,'” McCareins said. “That’s where the rubber hits the road and state regulatory policy runs head-on into the shareholders who own the company.”

McCareins recommends that the board’s governance committee start by gaining a comprehensive understanding of the applicable state DEI statutes.

“Where a change is – or will be – mandated, the governance committee then needs to formulate proposals to reflect these changes in board composition,” he said. “If the governance committee feels ill-equipped to evaluate DEI principles, an outside consultant in such matters can be brought in to assist.”

Embrace the opportunity

There is plenty of good advice out there on how to find and retain diverse board members – and set them up for success. (For instance, see here and here.)

McCareins advises companies to embrace the process – not just as a risk mitigation strategy, but as an opportunity for continued growth.

He recommends codifying the nomination criteria and diversity metrics that would comply with necessary requirements and would fit the company’s goals. In addition to boosting gender or racial diversity, this may also be an opportunity to diversify in terms of professional backgrounds or skills. Or perhaps it is an opportunity to recruit directors who can better represent the voices and experiences of diverse clients, customers, and other stakeholders.

“Every company is different and every company culture is different,” McCareins says. “It is up to the nominating committee to spend time early in the process to identify the metrics which make sense and are attainable for their business.”

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4 pre-pandemic habits to leave behind when going back to the office

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Leaders should consider leaving behind office “norms” that no longer fit into the post-pandemic structure.

  • Work and the workplace office structure has evolved as a result of the pandemic.
  • Leaders should consider making changes post-pandemic to be more supportive of employees.
  • Long meetings, long commutes, and pressure to work when sick should be left behind.
  • See more stories on Insider’s business page.

As the pace of vaccinations accelerates and states loosen mask-wearing and social-distancing restrictions, employers are spending a lot of time determining how to safely bring people back into the office. But health and safety measures aren’t the only aspects of workplaces that need to evolve. Leaders should use this opportunity to part ways with office norms that no longer serve their employees – and maybe never did.

While it’s natural to want to return to “the way things were,” instead of harping on nostalgia and what will be missed, you need to think about the long-term changes you can make in how your office works rather than temporary changes driven by the pandemic.

Here are four things I believe will make the office better if we leave them in the pre-pandemic era:

1. Hosting long and laborious meetings

According to the National Bureau of Economic Research, the number of meetings per person has risen by 12% since the pandemic, yet the average length of a meeting has declined by 20%. That means that despite people’s calendars getting booked more often, there’s a bigger appetite for bite-size meetings over the longer 60- or 90-minute sessions.

While COVID restrictions may force us to rethink meeting rooms, I’d challenge us to rethink the meeting itself. Let’s make better use of our time and energy by sending a pre-meeting memo and using our time together to align on actions and decisions. Or, rather than spending 30 minutes walking through updates, consider a Loom video and allow folks to react and respond asynchronously.

2. Scheduling after-work events

Before the pandemic, there was the notion that bonding and networking only happen in person. And those opportunities often happened after 5 p.m. Whether you’re a caregiver, have hobbies outside of work, are an introvert, or just want brighter lines between work and fun, we need to be more intentional about creating meaningful connections with our colleagues while still allowing folks to keep their work-life balance.

Instead of defaulting back to in-person, after-work events, I’ll be looking to add breaks within the workday where teams can connect and socialize that don’t start super early or end late so that everyone can attend whether they are in the office or working remotely.

3. Coming into the office when you’re sick

We’ve all felt the existential dread of walking into a conference room with someone who is coughing and sneezing. The only way we can return to working from an office is to learn from the past year and err on the side of caution when it comes to health.

My hope is that after a year of normalizing the concept that work isn’t just a place, employees will be more comfortable with staying home when feeling under the weather. It simply isn’t worth putting other employees and teammates at risk. For managers and leaders, the end of the pandemic shouldn’t mean the end of encouraging people to avoid the office if they aren’t feeling well.

No one should be expected to show up and tough it out, and no one should be rewarded for doing so.

4. Sitting through painful commute times

The average American worker spent 225 hours, or well over nine full calendar days, commuting before the pandemic. Seventy-five percent of Americans typically travel by car to get to work, which also has a negative impact on carbon emissions. There are definitely advantages to a commute, including separation between work and home and time to think or read, but for many people, commuting for hours at a time is something they would like to avoid doing every single day.

Providing options for employees to work when and where they work best will continue to be the best strategy for hiring and retaining top talent, and create less congestion on the road in the process.

While some have been counting down the days until they return to the office, there are a lot of people who are nervous about what that will look like and what’s expected of them. As business leaders, the return to the office is an opportunity to rebuild what worked and rethink what didn’t. Regardless of what you choose to keep or leave behind, your strategy should be rooted in empathy, clear communication, and a mission to create a better workplace than the one we left.

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