Join a boss or join a company?

“You don’t quit your job. You quit your boss”.

Versions of this keep popping up on my LinkedIn with amazing regularity. People have told me this in a non-ironic way in personal conversations as well, so I assume that it is true.

And now that I’m back in the job market, I’ve been thinking of a corollary to this – basically, if you apply “backward induction” to the above statement, then it essentially means that you “join a boss” rather than “join a company”?

I mean – if the boss is the reason why you quit a particular job, then shouldn’t you be thinking about this at the time when you’re joining as well? And so, while you’re interviewing and having these conversations, shouldn’t you be on the lookout for potential bad bosses as well?

In that sense, as I go through my hunt, I’ve been evaluating companies not just on the basis of what they do and what they might expect me to do, but also on the basis of what I feel about the people I talk to. In some places, I have an idea on who I could potentially report to, and in some I don’t. However, I treat pretty much everyone I talk to as people I have to potentially report to or work with at some point of time or the other, and evaluate the company based on these conversations.

Sometimes I think this might be too conservative, but at other times I think that this conservatism now is worth any potential trouble later.

What do you think about this approach?

More on NPS

Chitra Rao, principal of NPS HSR Layout has spoken to Bangalore Mirror regarding the case of the student who committed suicide recently after being suspended by the school. It’s a good interview and Rao makes some important points, but there are a couple of things about the report that I found funny.

The first thing might sound funny because only Rao’s responses have been published and not the questions she was asked. Nevertheless, in the interests of humour I’ll give the benefit of doubt to Bangalore Mirror and assume that the only question they asked were those that have been reported. So Rao says:

All I can say is I handled the issue with compassion. The tone was always gentle and never derogatory. I never intended to humiliate. I also want to state that NPS is not a pressure cooker and we have a host of activities for the holistic development of the child

The second sentence here is key. From the article it doesn’t appear that Bangalore Mirror asked her a question about the pressure at NPS, but she made it a point to mention that. That she has made it a point to mention that “NPS is not a pressure cooker” without any prompting is telling, in my opinion.

Then later on in the piece (it’s a fairly long one), the piece reports a letter that Bindu Hari, director of NPS, sent to parents of students. The piece says:

The letter also added that the school’s policy on discipline and pastoral care emphasises behaviour modification through guidance and counselling. It was a step-wise and sequenced process keeping intact student dignity.

I’m quite intrigued by the use of the word “pastoral” here. For when I see the word “pastoral”, the first thing I think about is sheep. And if the school’s official letter claims that they offer “pastoral care”, then it all starts making sense!

Nate Silver Interview At HBR Blogs

HBR Blogs has interviewed Nate Silver on analytics, building a career in analytics and how organizations should manage analytics. I agree with his views on pretty much everything. Some money quotes:

HBR: Say an organization brings in a bunch of ‘stat heads’ to use your terminology. Do you silo them in their own department that serves the rest of the company? Or is it important to make sure that every team has someone who has the analytic toolkit to pair with expertise?

Silver: I think you want to integrate it as much as possible. That means that they’re going to have some business skills, too, right? And learn that presenting their work is important. But you need it to be integrated into the fabric of the organization.

And this:

Silver: If you can’t present your ideas to at least a modestly larger audience, then it’s not going to do you very much good. Einstein supposedly said that I don’t trust any physics theory that can’t be explained to a 10-year-old. A lot of times the intuitions behind things aren’t really all that complicated. In Moneyball that on-base percentage is better than batting average looks like ‘OK, well, the goal is to score runs. The first step in scoring runs is getting on base, so let’s have a statistic that measures getting on base instead of just one type of getting on base.’ Not that hard a battle to fight.

And this:

Silver: A lot of times when data isn’t very reliable, intuition isn’t very reliable either. The problem is people see it as an either/or, when it sometimes is both or neither, as well. The question should be how good is a model relative to our spitball, gut-feel approach.

Go on and read the whole interview.