AAISHA BALAKRISHNAN, DMSB’23

Brand Director, IDEA

By Ilana Gensler, MA’19

‘You are a product of your environment’ rings true for Aaisha, DMSB’23 and Abhishek Balakrishnan, DMSB’20 raised in the Middle East—a big start-up hub. At five, Aaisha was fascinated by the ability to elicit emotion through marketing. “My mom has a love for old ads and would show us case studies,” says Aaisha. When not learning from her mother—professor of international business and marketing, she was participating in end world hunger events with her father—human resources manager for Yum! Brands, Inc. “I was debating between international relations and international business,” says Aaisha, “but business is a tool that we can use to do good, which is why I went into it.”

Stepping out of his spotlight

Abhishek encouraged Aaisha to join IDEA when he was an analyst, but her efforts to step out of his spotlight remained steadfast. Even still, Aaisha spent more time in the lab to bring snacks, set up events, and meet founders. Aaisha took on a marketing associate role at IDEA mid-way through spring of 2020 and stayed on to help transition during the pandemic and departure of several members. “I ended up joining the year Abhishek was CEO,” says Aaisha. “I was like, ‘I want to support you’ and he was like, ‘The best way you can support me is by helping to write articles,’” says Aaisha. “He was slowly chipping away at my resolve and it worked.”

Finding her place

Aaisha only knew IDEA as the venture accelerator at first and saw it as a faucet for entrepreneurship. “Once I started hanging out with Abhishek and student members, I realized there’s so much more to it,” says Aaisha, “and I started to embrace what it can be.” According to Aaisha, entrepreneurship is a way to create your culture from the ground up instead of taking over what’s already been made. “I got roped into being chief of staff and now I’m brand director,” says Aaisha. “It kept building and I found my place in IDEA.”

November 23, 2021

With a little help from my friends

Aaisha aspires to start a branding consultancy in partnership with friends in the College of Arts, Media and Design. “I want to see if we can make something out of this,” says Aaisha, who is getting advice from Abhishek – an insider to the industry. “My mom is mentoring us through test trials to see what our workflow is like as a team and figuring out our processes for payments and client management,” says Aaisha. For those who aren’t seeking to start a firm Aaisha recommends joining the student management team at Mosaic, a peer-to-peer community of builders and leaders. “There’s room to explore your own interest through open houses or the NEXPO exposition where you can hear what we’ve been doing without getting involved,” says Aaisha.

By Michele Rapp

Now, more than ever, organizations are becoming more intentional in their efforts to create diverse, equitable, and inclusive workplaces. Assistant Director for the West Coast and Cooperative Education Faculty for the College of Engineering in Seattle, Kelsey Kaul, EdD’22 is on a mission to guide STEM start-ups in their hiring process to increase representation of women and historically underrepresented groups. I sat down with Kaul to learn more about her research in diversity, equity, and inclusion.

Improving the hiring process

Hiring diverse talent is essential to a company’s success, explains Kaul. Start-ups tend to be founded by people who already know each other, often resulting in less diversity of ideas and skills. This is a significant barrier to success, as only ten percent of start-ups survive five years.

A key obstacle to diversity, according to Kaul, is employee referrals, which tends to increase homogeneity since talent is being pitched from the network of current employees. Kaul suggests supplementing the process with questions like, “How do you know this person?” and, “Were they a peer or supervisor?” or, “Is this person from an underrepresented group?”

Kaul consults with companies to increase the consistency of the interview process so that candidates are only evaluated on established skills and criteria related to the job description. Using a set of pre-selected questions for each candidate increases equity in interviews. Having candidates work on scenario-based problems from real-world situations is best, Kaul shares, rather than an abstract coding exercise for example. Before a group debriefs about candidates, Kaul suggests collecting anonymous feedback from all the interviewers.

Allyship and associations

The actions of managers and colleagues in the workplace have a great impact on the satisfaction and success of underrepresented staff. Kaul surveyed 300 women in tech which revealed a common complaint of being spoken over in meetings and managers not giving credit for work and ideas. Managers and team members can make a difference as allies by understanding and changing these dynamics so that all can contribute. In meetings, leaders can create a culture of giving shout outs to recognize contributions, manage interruptions, and call on people to speak so that all voices are heard.

Larger companies often have employee resource groups and mentor programs for sharing information and advocacy. Kaul encourages individuals to connect with their professional groups and attend conferences for support outside of their organization.

These increased efforts in research, organizational improvements, professional associations, and individual and managerial leadership are creating greater opportunities. There is a push within the industry for change to happen. How will you be an ally in this movement?

November 23, 2021

Resources

Grace Hopper Celebration

Blacks in Technology

Hispanics in STEM

National Society of Black Engineers

Society of Asian Scientists and Engineers

Women Who Code

Women in Technology International

FairyGodBoss.com

Unapologetically Dope: Lessons for Black Women and Girls on Surviving and Thriving in the Tech Field by Dr. Nikki Washington

By Michele Rapp

After nearly eight years of working at Northeastern, Meghan Brisson, MBA’18, joined LogMeIn –—a pioneer in work-from-anywhere software. This industry change was accompanied by another adjustment, a fully flexible setup. “I like knowing that my company trusts me to manage my time,” says Meghan. “I can decide on the best approach to my work, whether it’s from home, at the Boston office, or any place with internet connection.” From the comfort of her couch in a sunny living room, Meghan discussed her transition and shared advice for success.

Reach out and connect often

How do you build relationships virtually as a new hire? For Meghan, it’s all about increasing your face time, like attending office happy hours—some of which are in-person when the chief marketing officer is in town, others are virtual and global. On the days she’s onsite, Meghan meets up with colleagues over lunch or coffee.

“It’s important to get to know your co-workers,” says Meghan, “especially if you want to build rapport with a new colleague, or network with other teams.” Following up with others after a virtual meeting keeps the relationship going. To further relationships, Meghan recommends: offering help, sharing an article, volunteering on a committee, connecting on social media, and remembering birthdays.

Be visible, global, & tech savvy

Be mindful of maintaining visibility in order to meet your career advancement goals. Some of this is built into Meghan’s role, which involves significant collaboration. The facilitator at Meghan’s monthly team meeting rotates, giving everyone a chance to take center stage and demonstrate their leadership skills. Actively participating in discussions has also been key for Meghan as she establishes herself in this new space.

In a global company, remote-centric is key in accommodating those with and without local offices. Virtual connection keeps the workspace equitable for everyone. Meghan is grateful for the chance to meet virtually with colleagues in Australia, Germany, and Ireland which adds a welcomed global perspective to her work and a chance to build her personal brand, cross-culturally.

November 23, 2021

5 Tips for having authentic experiences while traveling from one alum living with depression to another

By Ilana Gensler, MA’19

Alex McCullough, AS’09 was reluctant to face his depression in high school, and silenced his mental health journey until it resurfaced in spring of 2009. “A weird aspect of our culture is that we stress that the way to fulfill your purpose in life is through your job,” says McCullough. “As I saw other friends getting jobs I wondered how I could be excited about what comes after college, and was left with a blank.”

McCullough fought a battle between wanting to travel despite not having the career for most of his 20’s. At 30 years old McCullough left a low-paying job in New York City and moved back to his parents’ house, falling into a deep depression. Not wanting to explain his life to anyone, McCullough sought isolation from the people he loved.

“If you’re depressed and can’t figure it out, you have to change something,” says McCullough, who turned to therapy, exercise and a vegan diet. McCullough knew he wanted to go somewhere as far away and different as possible after seeing one of his friends travel to China, so he drove for Lyft and fed his piggybank. “Lifting my base up and making progress toward a goal is really important for your happiness.”

To date, McCullough has spent half a decade living and traveling outside of the U.S. “I’ve learned how to be a tourist at home,” says McCullough. “Traveling has given me insight into myself in terms of what I need to do to not fall back into depression.”

mcCullough’s tips below are a culmination of his travels to
20 countrieS:

Work abroad
McCullough spent his first year after graduating Northeastern in Thailand working in a small city called Chaiyaphum. “Not many travelers go there, so you have a great opportunity to be the first foreign person that many people meet,” says McCullough, “which is a great privilege and really opens the country up to you.” To make automatic connections with locals and see a country differently than the average tourist, McCullough suggests spending an extended period of time somewhere.

Spend more time in fewer places
In order to connect deeply with an environment, McCullough recommends spending long periods of time in a particular location. “You might be excited to see local beaches or temple grounds, but at the end of your trip the most memorable moment very well could have happened with the person you bought water from every day at the local 7-Eleven,” says McCullough, “or the stray dog who followed you home one day and was attached to you at the hip for the next week.”

October 18, 2021

“I’ve learned how to be a tourist at home.”

– Alex McCullough, AS’09

This piece was collectively written by Bryan Faulkner, CJ’97, David Katz, LA’75, MEd’76, Thomas Kerr, E’69, MS’71 and Bill Nicholls, E’70.

GPK nears its 100th anniversary

On a bronze plaque in the lobby of Ell Hall, Gamma Phi Kappa’s name appears proudly alongside many student organizations that contributed to the erection of the building. Founded as a local fraternity at Northeastern University in 1925 by Professor Stanley G. Estes and a dozen undergraduates, GPK’s spirit was born and firmly embedded in Boston’s and Northeastern’s history, its earliest members having attended classes at the YMCA.

GPK was granted a charter by the university in 1932 and was part of the ‘Quint Frat,’ Northeastern’s founding five fraternities. For more than seventy-five years—before the revocation of its charter in 2003—GPK contributed to the school and, in many respects, personified Northeastern’s ‘up from the bootstraps’ culture.

GPK brothers were among those who escorted the first King Husky from North Station, and GPK alumni have included such NU notables as Professor Rudolph Oberg, Dean Alvah K. Borman, Professor Joe Golemme, Dean Paul Pratt, and Olympian Lawrence Gluckman.

GPK was the first fraternity to ban physical hazing of pledges and integrate its membership. GPK alumni and undergraduates generously endowed two scholarship funds at Northeastern, one of which is exclusively for the benefit of non-fraternity members. “My membership in GPK enhanced my undergraduate experience at Northeastern,” says David Katz, MEd’76, LA’75. “Regular interaction with GPK alumni mentors such as Tom Kerr, Ed Murphy, and Bill Nicholls helped me to mature and learn valuable life lessons that have stayed with me over the years.”

When its original Brookline fraternity house burned down in December of 1962, GPK rallied to acquire a new home on Vancouver Street—just a short walk from Northeastern’s main quad—which the alumni association continues to own today, now serving as an alumni center.

The support of an active alumni association was the vital element that enabled GPK to maintain its local identity. “If it had not been for the emotional support and companionship I received from the brotherhood, I most likely would not have become an NU alumnus,” says Thomas Kerr, MS’71, E’69. “The bonds established during those undergraduate years have been maintained and grown stronger as the years have passed even to this day.”

Although the fraternity’s charter was revoked by Northeastern in 2003, its alumni association has lived on, holding reunions each year at homecoming, monthly Zoom meetings, Red Sox outings, and BBQs at Vancouver Street. “I count the NU co-op system and fraternity experience as the two most important aspects of my growth into a successful professional adult,” says Bill Nicholls, E’70. “GPK took boys on the verge of manhood and ingrained friendship, loyalty, responsibility, and trust as basic principles that have lasted a lifetime.”

As GPK’s 100th anniversary approaches, the alumni association is anticipating a celebration for its more than 150 remaining alumni.

October 12, 2021

References are the overlooked secret sauce of the job search. Supporters’ enthusiasm for your work can lead to an offer and reinforce the company’s decision to hire you over another candidate. The art of selecting and coaching references is as important as polishing your resume and practicing for an interview, so show some love for this key aspect of your candidacy!

Choose carefully 

Employers typically ask for 3-5 references and expect that most will be from recent positions. Fortunately, they won’t expect you to give your current manager’s name, since many job seekers are conducting a confidential search. Instead, choose colleagues from your current job who can vouch for your work, such as team project members, collaborators from another department, direct reports, and possibly clients. If possible, use someone who is in a more senior position, rather than a lateral co-worker. 

When reaching out to potential references, ask if they feel comfortable giving a reference to ensure they will be enthusiastic and effective. For recent graduates, academic references are fine, but work references should also be included. Those who have taken a significant career break can use references from volunteer work. 

Employers with a “no references” policy present a challenge; they will only have human resources verify job titles and dates. If you have a reference that no longer works for that company, they may be willing to help. 

Lastly, consider growing the recommendations section of your LinkedIn profile so that employers see a variety of positive comments about you. While these don’t carry the weight of a reference, they are great for boosting your reputation and brand. 

Provide a reference list

Create a list of references to provide the hiring company, formatted to match the style and font of your resume. Provide each reference’s name, current job title and employer, relationship, contact information, as well as any guidelines  for how and when they prefer to be contacted. For employers that don’t offer references, instead provide the contact information for the respective human resources department. Consider tailoring the list for particular jobs and keep track of the modified lists.

Make the most of each reference

Have a brief conversation with your potential advocates and ask if they are willing to serve as a reference. If they end up giving several references within a shorter timeframe, check in periodically to confirm they are still okay with the frequency. 

August 12, 2021

Changes in the workplace have accelerated, particularly regarding remote work and diversity equity and inclusion (DEI) awareness and initiatives. To better understand these changes and their implications, we reached out to two alumnae for insights: Brie Reynolds, AS’04, a Career Development Manager at FlexJobs and Karina Barreto, DMSB’94, MBA’05, an experienced diversity, equity and inclusion leader.

Job Search Advice 

For remote or hybrid positions, Brie suggests noting remote work on your resume and being prepared to talk about what made you productive and successful while working remotely. In interviews, emphasize your interest in the role, rather than focus on the flexible work arrangement, but be sure to ask about the company’s onboarding process for remote staff to assess how you will be supported.

Don’t ask a lot of detailed questions on remote work until you have an offer and don’t assume you have the same definition of “remote”; find out what it means to that organization. If you want to get a sense of the company’s approach to assess whether to continue the interview process, ask broader questions about how the pandemic affected invididual and team workflows and the company’s work/life balance practices. 

Conduct research about the company to get insight into their approach. Glassdoor has a “work from home” search filter. The “press” section of an employer’s web site, or their social media, can provide useful information. 

Onboarding

At FlexJobs, new remote workers are paired with a “buddy” from a different team who acts as sounding board for new hires to ask questions they may not want to ask a manager. Buddies typically meet once or twice a week for the first four weeks and then transition to Slack interactions. An alternative to this buddy approach is to ask your manager, “who can I go to when I have more basic staff-related questions?” 

Employer negotiations

While negotiating an offer, if remote work is not an option, consider discussing flexibility in your work schedule. Current employees who would like to discuss working remotely with their manager should focus on what the employer values; emphasize aspects related to productivity and results rather than personal needs. Brie says it’s worth making an ask for remote work to see what’s possible with your employer, rather than looking for a new job without discussing it. 

For more in-depth remote workplace resources, articles, job postings and more, go to FlexJobs.

Management skills

The remote and hybrid workplace can be challenging for managers, because they can’t see remote employees at their desks, and therefore may not know how employees are doing. According to Brie, proactive communication makes a difference. She recommends that managers ask staff regularly about challenges they are facing and ask “how can I help?”

Lastly, Karina notes that managers and organizations should be aware of potential “proximity bias” in hybrid work environments. Those who spend time in the office versus remote, may receive preferential treatment due to more frequent contact with leadership, being present at high-level meetings, and having more visibility across the workplace.

August 11, 2021

By Joe Cronin, DMSB’67

Young, ambitious professionals are seeking to reach the top of their company, but are finding fewer mentoring opportunities than ever before. This definite lack of mentoring in modern business has only intensified during the pandemic. 

There are several reasons mentoring is on the decline: 

First, management skills in general are lacking as people get promoted without proper training. Firms might try to implement mentoring programs, but even the mentors are often unprepared for the task.

Second, face-to-face interactions are reduced due to new technology. Before and during the pandemic, junior staff might have a harder time virtually watching, listening, and learning from senior leaders. Combined with travel restrictions, interaction with leadership is more limited.

Third, typically the younger generation has a different value system than more senior members of an organization. Mentors can’t expect a mentee to be “just like me” without finding a bit of disconnect. Women especially have fewer female mentoring options in certain industries.  

One of the key observations I made while doing business around the globe was that people who can’t manage themselves are also poor at managing others. Self-mentoring is an essential development skill for becoming a better leader and manager in your career.

Here are six steps to becoming your own best mentor:

1. Know your three major strengths and weaknesses 

Honesty is the key—with yourself and others.  In my experience, those who filled out a self-evaluation were either too positive or overly critical and almost no one was accurate. For many of us, it’s helpful to consider whether a strength could also be a weakness. Learn to manage your strengths as you would any asset. Honestly identifying your weaknesses will help you begin the journey to converting them to strengths.

2. Understand your emotions

Identify the role of emotion in your decision-making process and see if it’s making a negative impact. I have found this self-awareness helps separate you from the competition. A good process starts with a precise definition of the real problem. Next, only consider realistic alternatives. For example, if you have a small budget, don’t waste time on million-dollar solutions. A strategic approach will help you make decisions with conviction.

3. Think how high you can rise, not how far you can fall

Don’t be afraid to be successful. The desire for safety often precludes people from taking a strong or daring position. They only view the negative and inaction replaces action. Instead, you want to be viewed by top management as a proactive problem solver who takes calculated risks for high return. When presenting to your boss, be sensitive and mindful of their perspective by showing potential for success not the potential for failure.

4. Plan and assemble your team early 

Great managers build teams before they are necessary. As you move forward to a manager promotion, assess those around you and determine who you want working with you. Three key items to consider are shared culture, good communications, and trust.  If you can check off these boxes, you will build a great team.

5. Don’t chase a bad decision 

We all make decisions that do not turn out as planned. Don’t waste time and money trying to hide or repair a poor situation. Face up to the problem, develop a new plan, and invest the firm’s time, money, and resources in a better direction. Learn from your mistakes—we all make them. Experience is the best teacher.

6. Write it all down 

Keep a file on you and your growth. Learn from your successes and failures. Prepare yourself for that big promotion, so when you get it, you’ll be ready to succeed at the next level. Confucius said, “the nature of man is always the same; it is their habits that separate them.” If we make good habits in business, we become better executives and therefore better managers.

Knowledge doesn’t pay, it is what we do with our knowledge that pays. 

May 10, 2021

To get a free e-book copy of Joe’s book, Theory You: Launches the Topic of Self-Mentoring, send an email to Katie DiMaio, [email protected]; copies will be provided to the first 20 respondents.

Joe Cronin is a former global advertising executive and educator and author of Theory You: Launches the Topic of Self Mentoring. He was vice chairman of Saatchi & Saatchi Advertising and also held executive management positions with advertising giants DDB and BBDO. In his advertising career, he has been president of agencies in Los Angeles and Miami and had executive positions in New York, Boston, and Detroit. His extensive global experience includes work in Japan, the United Kingdom, China, France, Argentina, Hong Kong, Belgium, Venezuela, Namibia, Australia, New Zealand, and Brazil.

Start-ups are rooted in innovation—striving to fill product gaps, build something new, and grow rapidly. But the startup life is not for everyone! It requires a tenacious and scrappy spirit, hard work, a high-risk tolerance, and an ability to stay ahead of the curve.

Alexis Brinkman, SSH’14, and Zack Williamson, AMD’14, met while working at The Grommet, an online marketplace and product discovery platform focused on makers, inventors, and small businesses.

Alexis was the third hire in the wholesale department at The Grommet. In five years, she moved from merchandizing consultant to director of account management, all while launching product categories, drastically growing sales, scaling up processes, and building teams. Her Northeastern degree in anthropology and international affairs boosted her soft skills while her writing background became an asset for customer communications and brand articulation. In November 2020, Alexis became the director of operations for ReElivate, a new platform that hosts virtual experiences.

Zack spent over four years at The Grommet, building strategic partnerships with makers and managing accounts for the Wholesale B2B operation. Communication is key for this startup professional. With a BA in communication studies and four-years experience as a men’s varsity rowing coxswain, Zack found his career path. In November 2020, he became a Tech Touch Customer Success Manager at InsightSquared, managing communications across the customer journey.

Alexis and Zack live and breathe start-up culture and we asked them what it’s really like.

WHY START-UPS?

Alexis: I like the collective ownership of success and the accountability. Start-ups help you build skills for your portfolio. You can accelerate quickly if you’re good at what you do—I became the manager of a team of eight sales people in a short timeframe. You might end up eliminating your own position! Start-ups are not hierarchical and working hard is not the same as overworking.

Zack: The opportunity for reward is great. There’s a sense of satisfaction and accomplishment from building something with others. It’s fun and fast and you’re in the trenches solving complicated problems.

Working in a start-up with 20 people or less is a special experience. There’s a lot to be learned and my colleagues have interesting backgrounds. I developed a very broad professional network, with lots of varied industry connections. The high turnover of start-ups leads to having a large network. At one point I was hired by a previous co-worker, who I had met during co-op, eight years earlier.

WHAT SHOULD WE CONSIDER?

Zack: The hours are long. There’s a tendency to always be “on” with Slack. There is high turnover. You are hired to solve a problem and the problems—as well as the business model—can change quickly and frequently. Uncertainty can be scary at times and it’s important to be comfortable with change.

By working in an early stage company, I was a generalist, doing everything that was needed, and it was a great experience. Early stage start-ups appeal to generalists. After six years, I felt the need to specialize within a role.

Alexis:  There is risk and the possibility of becoming unemployed—due to an acquisition, for example—but it’s not as scary as it sounds. I’ve learned that I will be fine, even after a job ended.

ANY TIPS FOR JOB SEEKERS?

Alexis: Start-ups focus more on what individuals bring to the table, rather than an exact skill set. Think about what your “lack of” related experience could offer, such as a fresh perspective on problems. They seek people who can pivot duties and departments easily. Start-ups want novelty and freshness in employees. Your passion and hunger matters! There is less focus on job titles.

Zack: Early stage companies want to know about your ability to adapt and be resourceful in solving problems. Mid-stage companies are interested in rapid problem solving.

May 5, 2021

While the start of a new year is a time of reflection and goal setting, COVID-19 means more uncertainty about what lies ahead. You may be facing unknowns in your personal and professional life, including unemployment, reduced work hours, working remotely and more. Here are some strategies for making progress towards your career goals and moving forward in a changing environment.

Be proactive

Make a list of actions and goals that are within your control. What changes do you see coming in your organization and industry? What are their implications? If you anticipate downsizing, update your resume and activate your network.

Keep learning

What interests you? What skills do you need or want to develop? Even if you’re not looking for a job, you can position yourself for the future. Review some job postings to understand what employers are seeking. Consider building your credentials with a certificate or learning new software. Participate in your organization’s professional development programs. Talk to your boss about projects you’d like to join and ways you can contribute.

Grow your network

Maintaining and expanding your network puts you on more solid ground during times of change. Gain insights into industry trends by participating in virtual professional association events and add these to your resume (under “Professional Development” or “Affiliations”). Continue to schedule conversations with contacts inside and outside your company and reach out to new colleagues. Tap into the power of your Northeastern network by joining and using NUsource, our networking platform.

Be visible

Post content related to your field on LinkedIn so that your peers stay aware of your expertise and accomplishments. Volunteering with a professional association helps develop new relationships and leadership skills. Working remotely requires making an extra effort to reach out to others in your company that you are not part of your regular meetings.

February 4, 2021

Strengthen your job search

Stay on top of trends and seek insights into area of growth or opportunity. While some industries are hurting, others may be growing. Target your search and networking efforts to these growth areas accordingly.

Diversify your search and increase your options by having a plan A, B and C; this means pursuing your ideal employers and roles as well as second and third tier ideas.

Given that employers are receiving large numbers of online applications, see if you have internal contacts who can share your application with a hiring manager; this can increase your chances of landing an interview.

Practice self-care

Maintaining wellness is key, so recognize when you need to take a break, exercise, recharge or ask for help. By identifying your goals and action steps, you can navigate changes and make steady progress towards in 2021.