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**Adam Stacoviak:** There you go. |
**Jerod Santo:** \[laughs\] I like it. |
**Quincy Larson:** But that's an important distinction. You can start at the beginning and you can go all the way through to the end and you'll have a very good idea. It's not like hopping from course to course where you're like "Oh, they didn't talk about this in this course. I have to go find another course to teach ... |
Second, this is going to be completely free, and that means that you can use it, your kids can use it, your neighbors can use it, people around the world, many of whom, as we established, don't have credit cards, 60% of whom live off less than $10 a day - they can use it. So you're kind of giving this gift to humanity. |
And third, it is all Creative Commons, ShareAlike; Creative Commons 4.0. BY-SA is the specific license if you wanna look it up... But it's extremely permissive, and there are no commercial restrictions. You could start a school and you could use this curriculum as part of your own curriculum. There's no restrictions on... |
So it's as open as you can get. So just think of it as like you're giving to a \[unintelligible 01:14:34.11\] essentially. You're giving us money, and we know how to use that money to take what I consider to be a very small amount of money. If you look at the budget of Khan Academy, which is a great organization that d... |
**Adam Stacoviak:** You know, a small amount or a nominal amount... It doesn't have to be a tremendous amount. It doesn't have to be a tremendous amount; it doesn't have to be thousands of dollars, for example. It could be a very small amount to get to the $150,000 plus the 150k match to get to your 300k to build out t... |
Quincy, we love you, we appreciate what you do for the world, we appreciate your non-profit unicorn, as you had said... And we appreciate that about you. We think you have a great heart, and that's why we have you back on the show. We love your mission, and to our audience, we hope you love it, too. Check out what he's... |
**Quincy Larson:** Thank you very much Jerod, Adam for having me, and thanks for continuing to run the Changelog. It's awesome. |
**Adam Stacoviak:** Thank you. |
• Sponsorship vs. mentorship |
• Differences between sponsorship and mentorship |
• Benefits of sponsorship on career growth |
• Importance of asking for sponsorship |
• Sponsorship as a tool for personal growth and career advancement |
• Examples of sponsorship in real-life scenarios |
• Personal experiences with sponsorship and its impact on career growth |
• Definition of sponsorship: believing in someone and advocating for them |
• Benefits of sponsorship: increased growth, connection, and opportunities |
• Types of sponsorship: visible (public) and invisible (behind the scenes) |
• Connection is key: more connection leads to more opportunities and success |
• Sponsorship benefits sponsors as well: builds leadership bench, increases reputation |
• Research on sponsorship: people from minoritized communities are over-mentored but under-sponsored |
• Challenges of sponsorship: self-doubt, fear of failure, and reputational risk |
• Overcoming challenges: coaching, planning, and measuring success |
• The importance of providing support beyond just advice, including giving people the resources they need to succeed |
• The concept of a "shadow" program, where a leader brings someone along to observe and learn from them |
• The value of diverse leadership approaches and the benefits of observing different leaders in action |
• The distinction between management and leadership, and how they can be separate but also overlap |
• The idea that leadership is more about inspiring and guiding others, while management is more about task-based execution |
• The distinction between leadership and management, with both roles requiring different approaches depending on the circumstances. |
• The concept of a spectrum between empowerment and direction, with leaders and managers defaulting to one end or the other. |
• The importance of adapting one's approach based on the situation, rather than relying solely on a default behavior. |
• The idea of taking a self-assessment to determine where one defaults on the empowerment-direction spectrum. |
• The four distinct hats that leaders and managers wear: mentoring, coaching, sponsoring, and delivering feedback. |
• The characteristics and uses of each of these four skills: mentoring, coaching, sponsorship, and feedback. |
• Feedback as a tool for improvement and growth |
• Coaching and its focus on asking open-ended questions to help individuals discover their own path |
• The importance of self-discovery and autonomy in decision-making |
• The use of open coaching questions, such as "What are you optimizing for?" and "What does success look like?" |
• The concept of "essentialism" and prioritizing the vital few over the trivial many |
• The value of considering potential outcomes, including the worst possible outcome and the most likely outcome |
• The difference between coaching and mentorship in a business context |
• The importance of giving specific, actionable feedback |
• The SBI (Situation, Behavior, Impact) framework for giving effective feedback |
• How to avoid the "amygdala hijack" and keep the person's prefrontal cortex engaged during feedback |
• The importance of asking open coaching questions instead of making requests |
• How to determine what the person is optimizing for and tailor the feedback accordingly |
• The value of doing pre-work and asking questions to understand the person's priorities and motivations before giving feedback |
• Discussion of the habit loop and identifying rewards in the workplace |
• Introduction to the BICEPS framework and its application to organizational psychology |
• Discussion of books and research, including "Switch: How to change things when change is hard" and "Atomic Habits" |
• Case study of the "Don't mess with Texas" campaign and its use of influence and psychology |
• Transitioning from an engineering role to a management or leadership role, including advice and guidance for making the transition |
• Clearing personal goals and motivations before changing roles |
• The importance of research and understanding what is possible in a new role |
• Using "try it on" as a way to test new roles and responsibilities before committing |
• The challenge of transitioning from individual contributor to manager due to invisible work and long-term progress |
• Celebrating small wins as a way to measure and observe progress in management roles |
• The value of questioning assumptions and understanding what is being optimized for in a role change |
• Celebrating process and progress, not just goals |
• Importance of dopamine and recognition for motivation |
• Invisible work and ways to measure progress |
• The concept of a "Manager Voltron" and having a support group of diverse mentors |
• Building a network of people with different skills and leadership styles to provide support and guidance |
• Management is a learned skill, not something you're born with. |
• A diverse set of approaches to management and leadership is important. |
• Linchpins (those who are indispensable) vs cogs (those who fit in and help others move). |
• The idea of being a linchpin may not be a healthy way for organizations to operate. |
• The importance of servant leadership and adapting to the needs of the team and organization. |
• Understanding the context and needs of the team and organization is crucial for effective leadership. |
• Management and leadership are not one-size-fits-all, and different approaches may be needed at different times. |
• Gratitude expressed |
**Adam Stacoviak:** Lara Hogan - hey, nice to have you here on the Changelog, finally. I'm a big fan of yours. I've been reading and paying attention to you for so long, and I think it was back when I logged Laura Hogan on mentorship and sponsorship. This is the first time I've heard the idea of sponsorship and really ... |
**Lara Hogan:** Oh, that's so nice. That's so nice, thank you. I'm so excited to be here. |
**Adam Stacoviak:** Yeah. And you wrote that post back in 2017. I didn't find it until 2019, so - sorry about that. |
**Lara Hogan:** It's evergreen, you know? It's the kind of thing that I could talk about all day long, every single day, for the rest of my life. It's the kind of thing where it seeps into everything that we do, this idea that by default we all tend to give advice to each other, but actually that's not the most powerfu... |
So yeah, I find myself talking about it... My poor partner is sick of it at this point, like "Alright, I get it, Lara..." \[laughs\] |
**Jerod Santo:** So you've teed it up... What's the difference then? How do you break them out? |
**Lara Hogan:** \[04:05\] Yeah, totally. So if we step into a room with someone and we're so excited to support them, we really wanna see this person grow and learn, we see so much potential... Instead of defaulting to giving them advice to sharing our perspective, sharing what we've seen work and not work, instead it'... |
We often forget that we can do this, because we already have folks in mind, or we have folks with more experience, or we have folks that are friends that we're already thinking about whenever a new opportunity comes up... But when it comes to helping people grow, sponsorship is actually the one -- you know, studies hav... |
So in a lot of my work I'm trying to help folks, especially engineers, get out of the habit of believing that the best thing that we can do, the value that we can provide is sharing our knowledge, and instead think about these opportunities and where can we sponsor people through these opportunities. |
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