Comcast Director Engineering - RDK/X1
Oklahoma State University MS, Telecommunications Managment
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Tue Sep 15 2020
um, So I started as a software engineer, so my background is in, uh, electron ICS communication, injuring, uh, I did a master's in telecom management, which was like a mix of two things good and bad, right? So electrical engineering and management from Oklahoma State, I came thio states to do masters. I decided to stay over, like, a lot of a lot of fun do. And, uh, so my initial start was as as a software engineer. So I started in a telecom company and a software deaths engineer working on protocols and, you know, more level software. And, uh so I think I had an inclination for management and mawr for interaction with people. I really enjoy interaction with people I enjoy. I regret technology as well. So that's why I wanted to melt, uh, the management aspect of the technology aspect of it. 2003 is when I graduated and the market was not doing too well, especially that come market was pretty bad. But what I did was, you know, a struggle like a lot of us for a part of it on. And then, you know, I found some job, really found a good, reasonably good job in technology, but was core technology job, I think the stepping stone of where I wanted to get to and what helped me and what might Azaz, Uh, future employees, even entrepreneur, uh, from the class coming out. What might help the students is, um I was not shy about asking for opportunities, so I think my first break I had was I was in the job rule for, like, six months or maybe eight months. And I went to my director, and I told her I'm bored. I mean, allow my job and all but give you more responsibility and should take me into the sheriff when when an opportunity comes out of consider you. And then I heard a challenging role of the lead came in and I went back and said, Look, hey, what about me? What? You need the opportunity. And, you know, I took the rip and that helped, right? I mean, she said, Okay, I'll give you a chance. Give it a shot. If you do well, I'll keep you on that role. So luckily I did Well, I did have fun during that time and, you know, continue in the role. And then as the next opportunity came in, sometimes opportunity called, you know, kind of door automatically open because people saw the good work and they just took you and, you know, pulling for the next role. Or sometimes you see a next role and you go for it and say, Hey, look, I want to do this. I think I'm capable of doing this. I have the drive and I'll do a good job S So I think that was my career story. So I wanted to do technology, and I wanted Thio. Do interaction with people not necessarily just managed, but but have a have an attraction. There are not always sitting on one desk, so even though I do like to do that, but so that kind of melted well. But I started working with clients and customers and people on, but also technology. I don't know if it's too beautiful. Long answer

What responsibilities and decisions does one handle in a job like yours? Tell us about weekly work hours, including the time spent on work travel and working from home.

Summarized By: Jeff Musk on Tue Sep 15 2020
so Yeah, the current role, eh? So what we do is I work for Comcast right now. So what we do? I don't know if I'm supposed to tell that here or not, but essentially So what we do in our department were responsible for, um all the broadband devices on the video devices and the camera. So the firmware on those goes through miking certification process eso the responsibilities that ensuring that the firmware that is going on all of these devices with a large footprint across us is a high quality and because Comcast has their wounds offer on their devices. And the focus is that my end goal is to make sure the customer is happy and the customers are able thio get quality suffer, right. So they don't see any problems in the movement experience or in the surfing experience. The second objective, which is also as as important, is ensuring that we are agile in the market. We are fast enough to deliver software in the market. So in that aspect, sometimes they're both challenging and conflicting things. But you gotta manage them. So essentially, what we want to do is we want to be ahead of the game. But while being ahead of the game, having the latest and the greatest features and APS and you know other capabilities on our devices, we also want to make sure that the whatever we're delivering are off high quality. So that's kind of my role right now from our perspective. Is it? Is it Well, you know, we job technically, 9 to 5 or usually, like a lot of software jobs, jobs don't end up 9 to 5 its's. It's a give and take. Flexibility comes on both sides. The company is flexible with my time, and I'm flexible with company time. So it's not to say that I start at nine and finish attend. That does not happen, Uh, reasonably good work, balance. We don't work like balance. And, uh, you know, sometimes it might be 10 to 6. Sometimes it might be like 8 to 5 on. Sometimes I might come on in on the weekend as need business, but most of the time the time is managed well, and it's like a 95 96 depending on you know, the workload kind of job areI kind of talked about the responsibility is a little bit on Decisions are so much good decisions, right? The decisions about the quality of software eso looking at different data, points different para meters and making a judgment call on Is the suffering good enough? Are, uh shall we go out to the market or shall not go out to the market? Uh, decisions about hiring decisions about firing, performance, managing a team, you know, whatever comes all of that that comes with the management of the team. Luckily, no decisions were firing. All the scenes were hiring on bond. Essentially day today. The decisions on what? Software to select. You know what, what tools to use Azaz, the whole landscape of software on but overall and Harvey Air is constantly walking landscape like anything else. So the decisions are, uh, around how toe go to the next level and what next to do. What is the best, uh, out there in the market? What technology is to usually frameworks to use what methodologies to use and how do you wall one those and which is a constant evolution

What are the challenges in a job like yours? What approaches are effective in dealing with these challenges? Discussing examples will help students learn better.

Summarized By: Jeff Musk on Tue Sep 15 2020
so kind of the two major challenges which I might have talked about is balancing the quality with the speed. So these were two goals. Obviously, third comes a budget which, uh, if you are doing, you know, if the student and the student's you know, that's, you know, financial piece of actually very critical for any project, but to kind of a parallel things that you gotta manages to ensure that there is speed. And also, uh, there is quality on what you do. How do you manage them? Is based on risk mitigation, risk assessment, you know, right, level off risks on and on intelligent risk monitoring. What also, other things that come and play our, uh, different risk mitigation methodologies, intelligent analysis and data data plays a key role in all of our decisions. Data is, you know what drives us, right? So what we are doing, and then how constantly we are looking back, we have a constant feedback loop that goes in and kind of looks at what we did right. And how did it, you know, how do we cause correct? So it's an ongoing thing and that having dashboards, being able to analyze uh, based on concrete data on what methodologies work, What don't what tools are efficient, what are not and where things need to be treated, and it's a constant, constant thing that goes on.

What tools (software programs, frameworks, models, algorithms, languages) are typically used in a role like yours?

Summarized By: Jeff Musk on Tue Sep 15 2020
So my focus is on the quality security performance aspects of the software. And, um, depending on which domain, uh, the role is in. And my particular domain is mawr towards telecom. So So this becomes a little bit more domain specific. So, um, I need to know telecom technologies, for example, if if we are ensuring that we have the greatest and you know, the best structures in the world part of it is to understand all the routing protocols and understand how the WiFi interference might work. You know how the antenna design might impact and and, you know, WiFi connectivity interference, things like that. But you also need to understand software and eso. We use C plus plus in tooling. We use Java JavaScript. We use a lot of Lennox as Os is mostly Lennox. But we also have some windows, um, and a lot of other dash boarding and dueling, including Microsoft and a lot of different stuff that's coming up now, like Cavallo, dashboards and all of all of those things

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them?

Summarized By: Jeff Musk on Tue Sep 15 2020
I am part off R and D organization, but now now, as a lot of companies are more on Toe Delap's, so we kind of manage the whole up cycle, right? So so traditionally the ops and that there were two different organizations we followed. And now, with agile and and more so over develops is kind of one big organization kind off working very closely together. So on a daily basis, I work with, uh, managers and and and directors and VP s from development who are doing quoting architectures, software architectures who basically designed the software product management who look at product road maps and design the product road map to find the product roadmap. We'll look at the market work with customers. If you are helping an enterprise software, the customers are. If you're delivering enterprise software to your own customers, then your customers for an organization like Comcast, which is a service provider, would become be your own, uh, different geographical leads who are listening to the end user. And the market needs also work with our operations teams closely because if the software we deliver reconstructive as part of the feedback loop, look at the feedback from the software and from the field on so we can we can improve right on and also work with the deployment teams who are deploying the software. Um, we have, ah, lot off other partners that we work with. And so we end up working program managers, project managers, business managers, financial managers, most important legal operations, procurement way by hardware and software. Super government becomes an important piece affect we work with. So I worked with procurement director legal. Then we have toe sign a certain, um, legal documents with our partners or vendors. So we worked with a lot of partners. We have our operations in in other countries who, for example, Comcast kind of also owns Sky, who worked with Sky eyes UK, this company work with them. We were we have center and India. We worked with them Eso eso working with a lot of people s o on what approaches. I think the most yeah important approach that I have felt kind of works for me across the board is having a clear and honest communication. So I really like this idea off on it has worked for me. I think it is that I approach is toe build the trust between your partners and then have a fair and honest communication and that, you know, will work. Uh, 99% after time on board on and then if there are conflicts, you know, the best idea is to understand both both concepts and are both sides, and then evaluate them again based on data. Right? So that's the most effective way of doing it, taking your emotions out of it and based on what is best for the organization making those decisions.

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

Summarized By: Jeff Musk on Tue Sep 15 2020
um so my management style is direct. And from what can be that my partners and my team, I am kind off, like holding a circles. I have found that most effective for me, Andi. I also figure, has been most effective for my teams and with other people from from managing a team perspective. Uh, my style is kind of being a servant leader apart off the team. And that has helped me, uh, kind of have these relations where the team is all willing to go above and beyond. And I'm willing to go above and beyond for that right? It's because I'm part of that same same ecosystem. So there's everybody in the team is part of the same ecosystem working towards the same wall. So motivational if, uh, style I was better than, like a pure managing style. So where you can lead and manage less and lead mawr. So that's kind of what has, uh, but for me, how it has evolved over the years as it started. Um, being in new managers, always difficult, right? So if you come from a technical perspective, where you're sitting on a desk, you know your job, you can do it and go home there. Now you're responsible for other people's outcomes. Um, what had always been a challenge for me was toe, um, not jump in and do stuff there. I would think I know this better, especially as the new manager. Like I know this. I could do it much faster on Delegation is really hard, right? There is a new manager. You just you want to do it like quickly, and you don't want to give it to others because it just too much time, you know, wait for someone to do it to your standards. But then you learn, Andi, I had, you know, their books or the period of time I read, but also had the great privilege of working with some really good managers. My manager, in my previous job, his name was Ben. Very, very nice guy. And I learned a lot from him. Uh, so Mr Snyder has been a big influence on my life. Similarly, I had interestingly, another colleague on Did he also You're most senior to me in years on, but a very a very, uh, wise guy. So I learned a lot of stuff from him and then absorbing that. You know, other managers on what you think they're doing wrong. You don't want to do that. Or do you think they're doing right? And you want English? Some of that. So some of that I have learned that there are some time management books and all I have read, but, uh, I think what has influenced me? Maura's people on guard deer management style have you look at it and have you emulated and how you learned from it. And I learned from I have been lucky and very fortunate. Well, not just from a manager's really fair. I mean, I have learned a lot from my team, the people I managed because I think sometimes the most important feedback comes from the people you manage, all the people you work with, and I learned I continue to learn from my teams. I always, uh, think that it says a two way street. You know, I share some of the information I have, and I'm happy to see the team grow, and I want to learn from the team, and I always do. So I think that is what has, uh, influence my management style. you know, feedback also from the team on how I should behave with them. I I take that feedback and course correct.

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

Summarized By: Jeff Musk on Tue Sep 15 2020
is a in a manager's life. This is the hardest managing conflicts. Sometimes you have yet you're manage. I think, you know, manage three ways yet to manage lateral your to manage up here to managed up. Sometimes managing up can be also Ah, big manage. Right? So you manage your expectations off your managers and your management. You manage expectations of the teams that you lied and then you manage the your other stakeholders. Andi. More often than not, there are conflicts in expectation. Right? So your bosses and you expect something your people will have many times. Expectation. And your stakeholders me how a total different agenda Because rightly they want to dry what is right for them. So one of the things I have always figure is having this openness, right? So how are we promote? There's especially with my team. I was kind of an open door policy so folks can come to me anytime now. It's an open, slack or themes quality with go away. So we talk to each other. Uh, communication, I think, is the key. So having open communication and listening, I think, are the two major things that I think promote trust because I think until you listen to your teams, you cannot understand. And you cannot build trust because having and I have works with most of the managers and I'll, uh, as a kind of stead. So it helps, um, you know, learn also from the people. You think I'm not doing it right because it hurts you as an employee and you think, like, I'm not gonna do that later. And I'm growing in my my career on, and so you listen, you share the blame, and mostly what you try and do is you take more responsibility for that as a manager. If you don't take responsibility for what happened wrong in your team, then you also don't have the right to kind of take the, you know, take the credit for the good things that team does. So, um if and and then you know you the team is, uh and the team knows that, you know, you are a straight person, and you're fair on. Do you know you will, uh, back them up where needed? You will, of course. You know, you're a za manager, and as an employee, your responsibilities are to the company as well. And I think the primary responsibility to the company because they pay you the money to, you know, get the job done. So your responsibility is to make sure that the job gets done in the right way. But your responsibility is a little bit of a long term. So if your responsibility is not like, get the job done today and tomorrow, I don't know. The responsibility is toe. Get the job done, but build a team in a way where it's a sustainable way of doing. And the only sustainable way of doing is it's unhappy. T right? Happy people toe much better work in my experience on, I think I might have the words from the question a little bit, but, uh, so that the trust comes with giving people the respect, listening to them andan acting on things that you know people feel are Iran. And then also it's not a one way street. Also conveying what do you think needs improvement, or what do you think needs change? One of the worst things a manager can do is how you know how a bad feedback about somebody and just keep it there to the end of the year and then, you know, surprised the person. Uh, the one of the best things is to be able to give positive and negate to constructive feedback in a meaningful way. And if you do that and I think that will trust even with your stakeholders, right, you give them positive or negative feedback head. This is a process which has helped me. This is a process has not helped me. Hopefully backed up by data by some evidence, people are, you know, usually very fair. Don't take that and and kind off like to work with somebody who's also being fair.

What indicators are used to track performance in a job like yours? Think of the indicators such as key performance indicators (KPIs), objectives & key results (OKRs), or so on.

Summarized By: Jeff Musk on Tue Sep 15 2020
sure So So the two key indicators in a particularly in a job that kind of I do are obviously, uh, the quality of suffer that goes out to the field, which is which is determined by, um, by the number off defected are found in customers home, right. Once the software has gone out by the number off problems that are, in our case, number of calls that come up, maybe right, or and the customer experience and how good you are at controlling that, how good the team is that controlling that is that 95% is that 98% off all the defects of cotton, usually 900% are not caught anyway. Similarly, the security Operation Island is again Are are we catching? Are we ahead of the game and catching any security loopholes? And if there are big ones that scare bus, um, you know what is the percentage of there? So there are key indicators from a customer satisfaction perspective from on operations, uh, effectiveness perspective on from a software core quality perspective, and then with them within our within the lifecycle of R and D again, there are key indicators off how many going back into the to dimensions of the role? Um, what what Percentage Off features feature sets were delivered in a certain amount of time. How effective And how mature that feature set waas on. So on so forth. There are other somewhere soft, uh, indicators where they are. Like, you know how how well different stakeholders work with each other. So one off, like an indicator for me could be How well my stakeholders, how happy they are, right? How well I am able to serve those stakeholders the operations teams. And, you know, the deployment teams on another teams as well. Um, so these are some of the things that we kind of look and measure. And then there are also other things. Like how How much innovate you You're being in organization, Uh, indicators like, what are the new, uh, innovation technologies that have bean absorbed in the last six months Year? Whatever. Right. If it's a six monthly or yearly review and those kind of then, um uh, propagates for the organization. So I have some key indicator so that they can then, uh, go down to the organization where different people get either at a whole set out a subset off those There might be an indicator like ensuring that performance metrics performance, uh, capabilities off the software are a symptom level, and that might go to my performance team. So some of those are some of the things that we use to measure.

What skills and qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Summarized By: Jeff Musk on Tue Sep 15 2020
depending on the role. But if we're talking about, like, a broad skill set, obviously, um, skills related to the domain and so the particular goal are obviously the skills that you look for, or depending on. It could be a junior to me there to manage or whatever you're hiding. But one of the some of the key things you look at I look for and the people I hired are there is an attitude, right? So what short often or attitude does the candidate How was the job in particular? So is it is a flexible way of thinking. Is it away where you know the person can take challenges and run with it? Or is it a very, um, stable at a steady or unfixable? Be off thinking where you know, I will do what I know now in, uh, today and it going into the future. One of the critical skills for all of us is gonna be the ability to learn new stuff and kind of unlearned the other stuff. Andi quickly look at new challenges because on the you know, the great new new technologies new methods were coming up is phenomenal, and we have to keep up with it. We just can't continue to do what we have been doing and kind of enjoy it. And we all feel comfortable living in our comfort zones. But what the thing that I look for in a candidate is an ability to come out of their comfort zones and be able to take new challenges and the self self driven. That's one of the key things that also look where ah junior candidate junior employees may need help. Ah, lot of help, but your attitude is like I'm going to try it. I'm gonna give it a shot and then I'm gonna go to somebody on and I have seen even said he didn't senior levels candidates just, you know they want. They don't want to do that extra work of Let me give it that a shot first. So that is something that definitely look for, and the people had

Can you discuss career accomplishment(s) that you feel good about? Please discuss the problem context, your solution, and the impact you made.

Summarized By: Jeff Musk on Tue Sep 15 2020
I think what I really feel good about in my career. I was thinking about recently in a different context. But I think what I really feel good about is apart from, you know, apart from the impact you how on on different in the organization, right? So how the organization roll and so on and so forth but mean impact. I think I was, uh, recently a couple of people from my previous job where I have a couple of people from my team from a previous job. People who used to report to me we're calling me and wanted to have a call on a kind of casual call. No agenda, no nothing. They were just wanted to talk because they said, Hey, we've been missing you and we wanted to talk and it's been a while. I was like their got me thinking It's been four years, four plus years now, almost five years, and I that was something I think you know. I will cherish where building these relationships that go beyond you know, the 9 to 5 job where where you are making impact people and they're making impact to you. And, you know, essentially you building relations. That's one of the things that are kind of enjoyed in Korea. Uh, one of the main things from, uh, from a company perspective I have enjoyed is making impact on customer rely. So making, making sure. So as And I feel the passionately about being a proponent off the end users. So So my role is essentially making sure the end user or the customers best benefit is in my eyes, in my mind, everything I do and customer first mentality. And I kind of enjoy that. They're, you know, because it ultimately helps the company. But also, I feel good that I am kind of an advocate for our end customers and users, and my team is kind of ensuring that the products that they get are something that they're gonna enjoy, right, And so So that's another thing that kind off I kind of enjoyed with that

How did the school prepare you for your career? Think about faculty, resources, alumni, exposure & networking. What were the best parts in each of your college programs?

Based on experience at: MS, Telecommunications Managment, Oklahoma State University
Summarized By: Jeff Musk on Tue Sep 15 2020
sure. Eso my undergrad program waas on, um, telecom engineering, which is kind of an electron ICS and elect electrical engineering and e asia. So I did an undergrad from India, Bangalore, Bangor University, and there was a e program on, and that gave me the foundation off, uh, technology company can and networking and signaling and some things that I really enjoy. Um, when I came to you as you before it came, I wanted to do a masters program. Not not sure you just wanted to In the master program, things happened. I came to us domestic program. Always wanted to kind of. I always knew that I wanted to work with people. A such as I like technology. I've also did not want to be kind off on my desk and doing stuff by myself all the time. So I wanted to work with people. He and it didn't at that point, it didn't really matter if I was working with people in whatever capacity, what I wanted to have a part of my job where I would work with. And so I took telecom management. We seem to be interesting. So I did a master's and telecom management from Oklahoma State on and I learned a lot. Obviously the management courses help me. The organization management course was, uh, something that I still helps me. Now. Uh, there was a financial management course, even though part off a limited part of my program. What management. But it gave a good foundation in being a good man. It helped me understand how to look at the data. It helped me understand the science behind management on And, uh, there is an aspect off management, which is you learn by experience. But there is also an aspect which you learn by reading education with different people's experience and research. And those are some of the things that also the technology I learned research methodologies, which till date are helping me. Eso I didn't are a when I was in my master's nothing that that had a tremendous value my moral outlook on how to do how to do work because it was kind of appeared. Thank you Might have my first period thing, Onda that helped me just not only understand how to kind off do research. What are the methodology that you apply to research? How do you look at stuff in a very analytical fashion. Uh, but also the rigor off the programming yourself. So So how you sit down and spend a lot of time to do stuff, right? So how is taking do you collect the data? So we did data on on Wireless in the front, which required painstakingly collecting a lot of data from, um called David called Question Chambers and reparation chambers. So a lot off interference data and then making sense of that data. And that was electrical data, but essentially stalled data, right? So and then understanding the bigger picture. Eso both I think degrees helped me. I do have an certifications woman than other courses, management courses, some of the management courses I did in my previous company and this company. Some of the ones that really helped me. Uh, there's some cultural management, actually, cultural management courses, even though I come from, uh, adores culture, but understanding the new answers of other cultures and can't pay attention to that because that goes with people with some courses I really enjoyed and actually learned a lot from on. Then there were courses on how Teoh, you know, respect people's individuality, and I think that has helped me a lot as well, because you start toe, put yourself another person's shoes, and that gives you mawr empathy. And then you kind of you have empathy but that you kind of know how to channel entity if you have learned how to use some of that. So there are some of the courses, are kind of, you know, used and have been really good to help me drop, you know, over Korea.

What three life lessons have you learned over your career? Please discuss the stories behind these lessons, if possible. Stories could be yours or observed.

Summarized By: Jeff Musk on Tue Sep 15 2020
So first thing is that kind of sad, uh, is, uh, in in my career, one of the key things I learned is gonna be shy to ask responsibility. And as you watch, like, I like to watch office and on big bacteria the club for us. And sometimes you're like, Okay, maybe we should. The right thing is to not ask, not volunteers the stuff, but the and I actually was not a big wall in two in person before before I started work. But then I wanted to succeed, and I figured that we do what makes sense or from successful, attractive and volunteering for the right amount of you know what the right things that you believe in passionately not just to make somebody happy that you want to do. I think it is important and going in and asking for the responsibility, I think is a key thing that I've learned. Responsibility usually doesn't just get thrown it because you need to step up and say, I can take it on. You may not get that point, but at some point, you know, people will see that Yes, So speaking up and asking for it is I think something that I learned. Um, second, always be good, Terrible. So be good to people. And there is an example. I have, uh, luckily have a guy in this example. So I started my career, I had a lead on a There's a great guy technology Be very sound guy, but he waas stuff to get anything from, So I would ask him a question and he would not give me any answers. And on I was really frustrated with the person. And over a period of time, I realized the thing was he was a little bit, I think, insecure. Right? And that's why he didn't want to give me the information. And I learned how to deal over there. And, uh, you know, I got information from other sources even though he didn't. Things progressed. I took different rules, and at some point that guy was reporting into me. So I was like, Ofcourse, I was I was gonna really good to him because I did learn from him and he waas needed my point. So and and and it doesn't matter, right? But at that point, I was like, uh, what is a small place so it Z. So it's important or and if it's one example, But I have several examples, but even I have I have a report. I have somebody who has reported to me taking a different path. At some point, I have reported to them either directly and that, actually, or are you in touch with them? Were called I want this guy ever again, even if I didn't like them. But then they pop up in a senior role and the position I am, and I'm like now I gotta work with this person. So I think one of the one important thing, especially if if you know you're coming out of college or fresh, you know eso is do not burn any bridges. I think that does not mean you will speak your mind and and be a yes man. I would not want that all your opinion but end up. You realize there are professionals and I think we should learn toe, take the things in a more professional way and then try not to get as much as it's hard. Sometimes we're not to get your apartment feelings involved, and if they are, um, it's always reserve that Mawr Express new, direct, private, you know, situation and and kind of have a battle situation with people there. Even if you don't like somebody you know you don't need Thio burned bridges with them. You can kind off. You know, men maintain and accordion relation because it's a small world. You're probably gonna bump into them at some point. So you go to another country? Uh, well, I guess there is, you know, have them but right at them, buddy, have a for your people have for the people you work with. Because that's I think what you expect from others. So, um, this is again one of the life levels that one of my peers, he turned out to be my peers some point. And we became very good friends and, uh ah, very wise guy. I miss him in my current job. I used to give me these things, and one of the things he always told me is, don't expect anything less or more from your team than you expect from yourself. Because I was sometimes afraid to ask me team to do things not, you know, in a sense, when I was a new manager like, I don't know how we're gonna ask this, right. Like you would be able to do it yourself. Yeah, that's that's okay. Because as long as you know, you don't ask if you're not only able to do your something, don't ask. I mean, you know, if you think you would not do this and don't ask somebody to do that, what you wouldn't do on, so that would be unfair. So be fair to people and have empathy. Uh, I think those are the three main tinge.

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?

Summarized By: Jeff Musk on Tue Sep 15 2020
so depends on what I think. Uh, trying to look for some. Some a job that you're interested in. I think it is very tempting when you're out of college, not even later in your career. That to look at the highest paying job, right? What do you want is what do you What do you really get tempted to his job is me 20 bucks an hour. This job, 40 bucks an hour. I'm going to take that. I don't care what the job is, right? That's the, uh, kind of the first, um, thing that comes to mind, right? That's that's the natural instinct. Uh, and it's especially true for graduating students. And no matter what level and even for others is to pick a job where you can learn that is the key key key thing. Take a job where you can learn if you think the job I'm doing it. I'm gonna do it. I'm gonna make money, but I'm kind of not learning anything. Get out of that job. I mean, don't do I mean, if you have to do it for some time, that's fine. But that should not be your preference. If you have a job opportunity there, uh, paying you, you know, not as much as other job. And you know, you're not gonna learn that much, But here, you're gonna learn a lot. Take that job. Because especially when you're starting your career money even come money to follow, right? I mean, and and yes, all of us need money to survive, So I It is an important piece of the puzzle. But it is not the especially at the start of the career. Because if if you take a job that provides your opportunities to learn and and express yourself and and makes you happy, right? So, uh, that will go in, and you will not present it as well. And you will enjoy your life. So my goal and my kind off monster. And I think this'd and I always get this mantra to my team and and to myself have always bean that I should enjoy my job ready? I mean, yes, all jobs have the challenges. I may not enjoy it like all the time. Sometimes I hate it like all of us. But I have tow have enjoyment. I cannot have a job. I'm just going in and then just, you know, just for the money, money is an important piece, but there has to be something beyond the money, you know. So so that's I think we're very, very important thing trying to have fun on your job. It's not all fun and games. Well, it's a fun. I mean, if you are, if you are unhappy, your productivity is gonna be bad. You're gonna do a bad job, and you're actually, you know, I'm not gonna be producing good results. Happy Diem's happy people always produce good results. So if you're happy where you are, you produce good results. You'll get noticed, you'll get to the next level, things will happen automatically and you'll enjoy yourself, right? So if you're unhappy, people will notice you're unhappy. And then, you know getting your heart is gonna be difficult and you're having a miserable time, even though for some time you might have made a little bit more money. So that's, I think, one of my key parting advice. So don't take the job based just on money, and look for jobs and opportunities that help you grow and, uh, and look for teams that help you go look for people that help you grow, you're your first manager is gonna be on your manager at any Well, it's going to be critical for you to enjoy and grow. Uh, that doesn't mean they are going to be perfect. You're not perfect. We'll never know. All of us are perfect, and we manage up as well. But look for environment where you can grow and where you're not stifled. And, uh, on Sunday