Should You Join A Coding Bootcamp? Ask Yourself These Questions First

pexels-photo-90807Bootcamps are a great way to get into a programming career if you are motivated but lack the skills. Reputable programs boast a 95% success rate if you follow their career services guidelines; once you land a job as a junior developer, you will always be able to continue to grow as a software developer throughout your career. But bootcamps aren’t right for everyone. To understand who should join a bootcamp and how they should approach the task of finding the right one, I sat down with Flatiron School’s Head of Online Instruction Peter Bell, who shared advice from years spent helping people make these very decisions. Here are the questions Bell recommends asking yourself before taking the leap.

If you’re interested in joining a bootcamp, be clear about your objectives.

Are you looking to get a full-time job as software dev, to enhance your skills with front-end dev as a designer, or to build the skills required to found a company? Each objective drives a different learning environment. Bell says the first job out of a bootcamp is the hardest job you’ll ever get; after that, you’ll be turning down offers within two years. Once you snag that first job, the only reason you wouldn’t succeed long-term is if you chose not to because you didn’t like the job.

Are you sure you really need to participate in a bootcamp to meet your career goals?

Bell says if you just want to be a product manager, you don’t necessarily need to learn to code to manage developers. Learning to code gives you deeper empathy, says Bell, but if your only goal is manage development, he says taking a bootcamp isn’t the most effective way to build skills you need. in addition to focusing deeply on skills you don’t need, bootcamps don’t cover a lot of skills regarding product design, agile, kanban, scrum, workflows, and other important things. Bell says bootcamps are primarily training you to be a junior engineer – not build or manage a dev team. So make sure you really want the software dev skills or want to become a software developer.

Have you tried free online labs to see if you actually like software development?

Bell recommends going to Code Academy or Flatirons Schools Bootcamp Prep Program where you can go through labs for free. These free online programs will show you whether you enjoy the process.

“The actual task of being a software developer is writing code. It doesn’t work, then you spend the rest of minute, hour, day or week getting it to work,” says Bell. “Do you find that frustrating or in general to be an enjoyable challenge?” Bell says if you spend hours or days or weeks getting it to work, finding the answer on StackOverflow, trying to figure out why the thing that worked yesterday doesn’t work yesterday, and enjoy this process the way you enjoy doing crossword puzzles, great.

“If you get frustrated when tech doesn’t work like it should, you won’t enjoy the task no matter how much you like developer salaries and opportunities,” says Bell.

Have you fully researched the bootcamp(s) you’re considering?

Assuming you want to become a software dev or have a reason to take a bootcamp, try to check on coursereport.com where graduates provide feedback from their experience. Bell advises you to take the time to look through those reports. Find out: does a particular bootcamp align with your values and learning style?

Do you want to do an-person bootcamp or an online course?

The first decision you’ll need to make is whether you are going to do an in-person bootcamp or an online course? Bell says the benefits of an in-person course is much more structure.
“You complete the course in less time and build good friendships and connections that help you get through program and succeed over time in your career,” says Bell. This is because it is easier to build a network during an in-person course.

“In-person is a wonderful experience,” says Bell. He says if you don’t live near an in-person bootcamp and the logistics of moving somewhere for three months, or you have a job or family that make a 60-70 hour week impractical, there are a number of online programs.

Whether the bootcamp you’re considering is in-person or online, Bell advises speaking with one of instructors. It is important to figure out the instructor’s objectives and background. Bell advises interviewing a bootcamp company the same way you’d interview a place to work for. He says not to discount cultural alignment.

“You’re looking for a place that values similar things,” says Bell.

Ask them specific questions about learning environment, and what to do when students are struggling or having trouble with motivation or other issues. Admit your weaknesses upfront to see if it’s a good fit. Bell says you’ll get a good sense for whether the program adopts a “be tough or else you won’t make it” approach or is a more supportive and engaging environment.

Has the bootcamp you’re considering scaled quickly?

It is not wrong for a bootcamp to be large, but there are cultural challenges with scaling any organisation. As with any company growing too fast, be particularly careful about the quality of the instructors you’re going to be working with.

“That will have a big impact on experience,” says Bell. He also advises asking for their jobs report – do they have some statistics on what percentage of grads get a job and average salary, and ideally listed by a third-party. Those statistics can shed light on the quality of the program, regardless of scale.

Final Thoughts

Bootcamps aren’t for everyone. Be clear what you’re looking to achieve from attending one, whether it’s the right program for you, and plan to invest energy into going above and beyond the requirements.

Spring 2017 Recap: Lesbians Who Tech, Boulder Startup Week, Pulse Conference, & more

Is it really June already? Here is a recap of what I’ve been up to in early 2017.

Spoke At Lesbians Who Tech Conference 2017

Sarah E. Brown speaking at Lesbians Who Tech Conference in San Francisco 2017
In February, I spoke at Lesbians Who Tech Conference about how to grow your career as a startup employee in a non-technical role. Watch the recording below.

Received Top 100 Customer Success Strategist 2017 Award From MindTouch

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In May 2017 I received the Top 100 Customer Success Influencer award from MindTouch for the third year in a row. I am proud to have been named among so many people whom I admire in the Customer Success field, and enjoyed celebrating with MindTouch at their Pulse Conference Happy Hour. Check out the list.
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Featured With Helping Sells Radio Co-Host Bill Cushard by Successly Live at Pulse Conference 2017

I had fun catching up with Successly chatting about Helping Sells Radio with my podcast co-host Bill Cushard at Pulse Conference this year. Watch the video below.

Organized and Moderated Boulder Startup Week Panel On Growing Your Career In A Non-Technical Role At A Startup

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Photos by photographer and data scientist Josie Martinez

A lot of Boulder Startup Week is focused on helping founders or aimed at folks in technical roles. This year, I worked with the Boulder Startup Week team to organize event aimed specifically at helping employees who are in non-technical roles at technology companies level up their careers. I moderated the panel including career experts including Analiese Brown, Director of Talent & Culture at CampMinder, Rachel Beisel, VP Marketing and Communications at CableLabs, Tamara Hale, PhD, Lead UX Researcher at Effective and Teri Keller, Director of People at Sovrn, who shared valuable insights aimed at folks in operations, finance, marketing, HR, and other roles that aren’t focused on coding. Learn more about the panel.

Performed With Boulder Improv Collaborative

DSC_6323One of my mentors, ServiceRocket’s VP of Marketing Colleen Blake, got me into improv, and I’ve since seen the benefits of saying “yes, and” throughout my life. My Boulder Improv Collaborative class performed in May, and we had a total blast. Many of my classmates also work in tech, so you can imagine the fun we had when the audience gave us the word “unicorn” as a prompt for one of our montage scenes.

Passed the 40th Episode Milestone of Helping Sells Radio Podcast

I co-host Helping Sells Radio, a podcast about helping customers discover, adopt, and thrive using your software. My co-host Bill Cushard and I celebrated hitting the 40 episode milestone at The Business of Customer Education and Pulse Conference.

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Here are a few of our latest episodes:

Thank you for reading!

Connect with me on Twitter @SEBMarketing or email sarahbrownmarketing [at] gmail.com.

Non-engineering roles are given too little attention in today’s tech diversity and inclusion initiatives. Here’s why we need to change that.

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In 2017, lack of diversity in tech is still a problem. Google has spent over $100 million on diversity initiatives. Intel has allocated $300 million towards increasing workplace diversity. Yet while hundreds of millions of dollars have been spent in recent years by the tech industry to increase diversity, the numbers remain disappointing. These initiatives are falling short.

Tech companies, nonprofits and other organizations are currently driving initiatives aimed at attracting women, people of color, LGBTQ+ folks, and others from underrepresented groups, but these campaigns are almost entirely focused on how to get more minorities into technical roles. Reaching these groups and paving the way for them to succeed at tech companies is crucial. But as an industry, we are going to be unsuccessful in our mission to increase tech diversity if we don’t also think about creative ways to engage and retain minorities in non-engineering roles. Perhaps we don’t think it’s an issue–and, admittedly, other departments are often more diverse than engineering. Yet, recent statistics from NCWIT show that engineering isn’t the only area where minorities are underrepresented. For example, only 25% of tech salespeople are women. Women represent only 12 percent of sales leaders.  Thirty percent of 450 tech executives surveyed by Reuters reported that their groups had no women in leadership positions.

Many tech leadership positions are non-technical roles, and many are paths to the C-suite; focusing on inclusivity among non-technical roles will be key to improving the diversity in tech leadership

In 2017, tech leadership is still predominantly white and male. This problem isn’t exclusive to our industry; according to CNN Money, only around 14% of the top leadership positions at companies in the S&P 500 are held by women. Inability to see oneself in a leadership role contributes heavily to churn among women and minorities backgrounds. Women are more than twice as likely as men to leave tech careers. Research from the Center for Talent Innovation shows U.S. women working in STEM and tech are 45% more likely than their male peers to leave the industry. NCWIT research reports 48% of Black women in tech feel their careers are “stalled” without promotion opportunity. Lack of representation in leadership absolutely plays a role in this flight from tech jobs. Increasing leadership diversity in each department helps every department.

Engineers can and do become leaders at tech companies–but we should also focus our inclusion efforts on cultivating leaders from underrepresented groups from all roles. This diverse leadership can more effectively drive towards, and sustain, a diverse industry.

It is not all bad news

Some companies like Atlassian pay particular attention to company-wide diversity initiatives, ensuring diversity isn’t siloed in one department, and companies like Twitter offer inclusive benefits such as parental leave policies, gender reassignment surgery, partner benefits, and more, while other companies host employee resource groups and other inclusion efforts that do help retain diverse talent across the org chart. Lesbians Who Tech organization puts on an event called “bring a lesbian to work day” where LGBTQ people and allies can help queer women shadow us and learn what it’s like to work in tech. These efforts are laudable, but overall in the tech industry, we don’t do enough to explicitly attract and retain minorities in non-engineering roles. Here are some ideas for extending tech diversity initiatives to the entire company.

Immersion programs for aspiring engineers are great–we need similar programs for non-technical roles, too

The diversity initiatives that have been shown to work for increasing minorities in engineering roles can also be applied to non-technical roles. For example, to help address the gap between the tech pipeline and hires, Girls Who Code offers immersion opportunities so that girls who are learning how to code can get a glimpse into what it will be like if they work at a tech company. Coding bootcamps now help people from all backgrounds gain the skills they need to be successful in programming and data science roles. These bootcamps, immersion programs and “pipeline cultivation” for programming can work for attracting diverse talent in non-technical roles, too. The assumption may be that these aren’t necessary for filling non-technical roles; after all, coding is a specific skill, and many non-technical roles don’t require additional training for candidates to be successful–but I would argue that’s untrue.

There are candidates who are qualified skill-wise for non-technical roles but who don’t know how to break into tech or don’t think the industry is for them. In addition, many minority candidates who have experience working in tech in non-technical roles aren’t getting hired or promoted. Organized immersion and training programs targeting non-technical fields could build the confidence and exposure needed to be successful in tech’s unique environment.

Identify cultures within your organization that are disadvantaging women and minorities, then set goals around, measure and publish diversity stats for the whole company

Inclusivity is key to retaining talent; recent studies reported in the Harvard Business Review suggests that diversity “doesn’t stick” without inclusion. ShareRoot COO Mischa McPherson developed and executed a plan to create a more inclusive tech sales teams. At the time she joined ShareRoot, the percentage of women on the sales team was 25%. She knew before she’d reach her goal of increasing diverse talent, she’d have to work hard as a leader to show a career path for underrepresented team members. 

When Misha arrived at ShareRoot she set a goal to increase the proportion of women to men on the sales team to 50/50. In her first four months on the job she increased the proportion of women on the sales team to thirty-three percent. Misha was deliberate in changing the previous culture and moved the company closer to the goal she set by measuring progress and publishing stats around it for the whole company. 

Final Thoughts: Why this matters to me

I’m passionate about this topic because I’m in a non-engineering role and I’ve seen firsthand that our group is often underserved by tech diversity initiatives. I am confident that this is not intentional; we’ve become so focused on increasing much-needed diversity in engineering departments that we’ve lost sight of the rest of the tech org chart. We need to do more to reach and retain minorities for non-technical roles, improving the industry as a whole. I recently participated in an interview with Inventing Heron aimed at encouraging young people to consider tech careers–including non-engineering roles, and also recently gave a talk at Lesbians Who Tech Summit in San Francisco this year on how to grow your career in a non-technical role. In 2014, I founded Flatirons LGBTQ Tech Meetup  in Boulder, which frequently hosts events that are aimed at people in non-engineering roles.

As an industry, we need to develop and implement more intersectional initiatives aimed at helping minorities succeed in any role in tech; when we do this, everyone will benefit.

We Need To Start Talking About The Debt of Withheld Feedback At Startups

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I was on a walking meeting with my colleague Erin when she gave me feedback on a talk she had just seen me rehearse. For an instant, I wanted to rebut it, but instead I thanked her and integrated the feedback, and it made my talk better.

The feedback Erin gave me was relatively easy to receive; I was asking for it, and the feedback involved was something I could (and did) easily adjust. Honestly? Even then it was hard to receive.

In many cases, the kind of feedback we desperately need to give each other is much harder to give and receive. And so, we avoid it, and the pain accumulates over time.

The difficulties we face in giving and receiving feedback leads to an epidemic of withheld feedback at an organizational scale — feedback debt.

Just as a startup can incur financial and technical debt, withheld feedback is an insidious and often unaddressed issue that is responsible for a myriad of problems at companies. Conceptualizing withheld feedback as debt makes it easier to understand it as an untapped source of organizational value.

Withheld feedback is a resource. Like capital, it holds tangible value, and comes with interest.

The sum of feedback not given among individuals and teams at your startup is creating a strain on your company’s outputs. Thus, it is a kind of organizational “potential energy” and has the capacity to reveal issues so that they can be addressed. When people have insights for each other — good, real, constructive insights that could make a person, project, or team better–and then don’t give it, that depreciates the total value of your organization.

Like technical debt, the debt of withheld feedback may actually keep an organization working smoothly in the short-term but sets it up for major long-term problems.

Technical debt is a term coined by Ward Cunningham to explain the consequences of a shoddily-done short-term technical solution. According to Atlassian:

“Constantly procrastinating on bugs that need to be fixed is a dangerous way to make software. As the bug count grows, tackling it becomes increasingly daunting–resulting in a vicious death-spiral of technical debt.”

Withheld feedback has a similar impact. Procrastinating on discussing issues that need to be fixed is a major issue. On individual, team and organizational levels, the consequences of not giving feedback can be devastating:

  • A subordinate doesn’t disclose a potential security issue she notices in a new feature that could put customers at risk because of fear of upsetting her manager.
  • A CEO doesn’t tell her VP of Sales she’s afraid he isn’t right to scale with the business, watching the company performance lag until finally the situation becomes unsalvageable.
  • A head of HR doesn’t follow up on getting feedback about major allegations of discriminatory behavior at the company because she’s afraid the founder won’t listen, or worse, may be implicated.
  • And more…

Withheld feedback debt must be repaid eventually

If you haven’t told someone the truth about something, chances are you’re going to skirt the issue and that’s going to be wasteful in some way vs. directly addressing it. That’s a debt that accumulates over time–with interest.

Uber has come under fire recently for missing the opportunity to receive feedback about its cultural issues. Companies that just don’t want to face the truth will have to pay up at some point, with interest, and usually publicly.

Winning companies will become adept at maximizing the flow of healthy feedback at every level of their organization.

My hope is that by conceptualizing withheld organizational feedback as debt, startups squash it on their way to increased profitability and success, and improve culture along the way.

Startup Employees: Here’s What To Do If Your Startup Is Acquired

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Imagine you’re working for a fifteen-person startup known for its tight-knit, values-driven, outdoorsy culture, and suddenly, one day, you’re pulled into an all-hands meeting letting you know that your company has just been acquired by a big company headquartered across the country. You may know a little or a lot about this company, but either way, very soon, you will become their employee.

For startup employees, an acquisition can be a nerve-wracking time due to the number of unknowns.

Some questions that may arise:

  • What will change, and will any of it markedly affect my work experience?
  • Will the parent (acquiring) company share the same values as my current startup?
  • Will my job become redundant and/or will I no longer be needed?
  • More immediately, what will happen to my PTO, benefits and will my spouse still be covered on my health insurance?

In addition to the potentially negative consequences of an acquisition, it’s important to remember that there can be many positive outcomes. For instance, you could get a promotion. Or perhaps you had equity that you could turn into cash in the acquisition. Regardless of whether you have equity, there may be an opportunity for you to leverage the value you bring to the transition to negotiate a nice windfall. Acquisitions and their resulting transitions can be highly emotional times, and no two acquisitions look quite the same. That being said, there are some ways you can empower yourself to make the most of an acquisition.

In 2015, Analiese Brown was the HR Manager at the time of acquisition of ShipCompliant, then an approximately forty-person self-funded, privately-held SaaS company headquartered in Boulder, CO. During the acquisition, Analiese’s role involved helping ShipCompliant through the transition, and much of her work centered around trying to help employees feel empowered throughout the process. Analiese oversaw changes in employee benefits, policies, and procedures such as well as the integration of HR systems and record-keeping with the acquiring company, Sovos. But Analiese also managed the “human” side of the transition, which involved helping employees grapple with the emotional elements of the transition. Read Analiese’s blog post sharing lessons learned from working at ShipCompliant.

“The CEO filled me in as it became more of a reality that it was going to happen,” said Analiese. “At that point, my focus became understanding  the acquiring company’s processes, employee benefits policies and handbook, and other things that might potentially affect our team once acquired.”

For Analiese, being on the team spearheading the integration was challenging; she oversaw details such as how to honor everyone’s time off balance and roll it over into the new policy, and also had to determine how to communicate the changes to employees. Analiese learned that the key to successfully navigating a startup acquisition as an employee is to focus on how you can shape what’s happening, and to find ways to re-frame it from something happening “to” you to something you have the power to shape to better your future.

Here’s what Analiese recommends if you’re a startup employee finding yourself in an acquisition scenario:

Upon learning of an imminent acquisition, take it upon yourself to learn as much as you can.

While there will be much that you don’t know and can’t know right away, obtain as much information as you can about the acquiring company. Research the acquiring company’s leadership, financials, and key customers and stakeholders. Editor’s note: You can search for recent press releases about them and check Crunchbase and Angellist to determine whether they’ve fundraised and/or if they plan to one day go public. Try to find out what happened when they bought another company; did the founders stay, and if so, how long? How many employees stayed?

Some of this information won’t be readily available, but you’d be surprised what you can dig up with some modern sleuthing. You can learn from internal resources, too. There might be a designated go-to person at your startup (the company being acquired) you can ask questions of who may be CEO of the company, startup’s founder, or whomever is managing HR or Finance. Whoever it is, there is probably some designated go-to resource you can look to who will be able to provide you with information to help you feel empowered, but remember they may not have all the answers or may be unable to share information one-on-one before announcing it to the whole group.

For as long as you’re planning on sticking around, commit to doing an outstanding job.

Don’t let the shifting sands environment of an acquisition be an excuse not to be a stellar performer. Keep up the great work — regardless of how long you plan to stay, you need to put in extra effort during this period because upon staying or leaving, you will have new people to impress either at the acquiring company or a new role very soon.

Sam Altman of Y Combinator says, “Most acquisitions are not smooth sailing. Go into it knowing it’s going to be hard.” Sam recommends employees wait at least six to nine months before making a decision that it’s not going to work (Source). In many cases, you’ll benefit from staying long enough to fully explore the opportunities present in an acquisition.

Empower yourself by becoming actively involved in the transition.

Your company may form a group of employees who are interested in shaping the transition. If there are ways to get involved, you’ll have access to information and will be in a place to shape the transition process. Every acquisition and integration is structured differently – the more you can be actively involved, the better chance you’ll feel positively about the outcome.

Sam Altman recommends adopting the mindset of “bridge builder”. “You don’t want two warring factions,” says Sam. “You want the new company to support you and you want people to like each other.” He advises making it your personal business to develop strong relationships with as many people as you can at the acquiring companies and be a bridge as tensions inevitably rise. (Source)

Give up on trying to keep things the same.

Things will change. That’s a given. The only thing you can control is what you do about the changes. Take time to mourn or celebrate the startup experience you had, and then roll up your sleeves, learn and decide whether you want to stay and/or if you need to go. Sam Altman says that often agreements will be reached with acquired companies to stay fairly autonomous, which can be a great thing if you already like your work and its processes.

“I would push the founders to make sure you got such an agreement to operate as independently as possible,” said Sam. (Source)

Unfortunately, even if such an agreement is reached, the reality of what “staying independent” looks like can be vastly different in each scenario. There may be certain processes like vacation time or required internal systems that will bend towards the parent company’s way of doing things. Figure out what will change as soon as that information becomes available.

Determine whether the new reality aligns with what’s important to you, and determine which things are non-negotiable for you.

Analiese recommends reading What Color Is Your Parachute?, a classic career discovery book, which can help you do the crucial work of discovering what’s important and what ultimately will be most fulfilling to you in your career.

Upon deciding to join the company, you probably have evaluated a number of factors that you’ll now have to re-evaluate. This includes: preferred geographic location, office environment you thrive in, and essential company values. Analiese says coming back to our own needs and desires provides a framework to evaluate whether the new reality of your acquired company will support and fulfill these things (or not). This personal inquiry is valuable regardless of whether you’re currently undergoing an acquisition, but is especially crucial when your company is experiencing major change.

Analiese reminds us that it is a human impulse to fear change. Figure out what’s important to you personally. Are you unwilling to move to a new city? Will you draw the line if the acquiring company doesn’t value inclusiveness?

If you have equity, understand how it works.

Understanding the impact to you as soon as you can will equip you with information about whether there’s a choice to be made, whether there’s an obligation to you around how that is paid out. If you don’t have equity you may feel the ship has sailed, but there may be some individuals who were very involved in transition or contributed heavily to the company’s success in the recent past  who may be then be in a position to be rewarded in some other way. That can be discretionary. It’s worth having the conversations. If in doubt, consider hiring a lawyer or business advisor who specializes in startup equity; you’ll be glad you did.

You may be acquired by a parent company with bonus or Management by Objectives (MBO) culture and if you’re in a key position, you can negotiate with the parent company for a favorable compensation structure or bonus. If you’re someone integral to transition, whether or not equity is part of your current compensation package, you may have some leverage.

Consider negotiating for a new role or a promotion.

If you’re planning to stay, once the shock wears off and people wrap their heads around what’s happening, incredible opportunities may surface. It may not even be something you have to ask for; you may see a restructure and be asked to take on a new role, or perhaps travel more or be based out of an office in a more desirable location. Analiese suggests looking for potential opportunities to learn and grow and develop as much as you can during an acquisition process. You may need to explicitly ask for a promotion if you’re being assigned more responsibilities or your role is being enhanced. Often larger companies acquiring smaller ones  may have more well-articulated career paths, or may look at the role you’re doing in a new way. At smaller companies, you may be a Jack or Jill of all trades, but upon acquisition, you may find that in this new reality, your multi-faceted role puts you a peg higher in an organizational chart.

You may also find that you are qualified to be in a higher-level role, and the acquiring company will likely have more funds or resources for learning and development. This may include going to conferences, workshops, or perhaps an internally-created leadership development program. There may also be more structured rewards and incentive program.

In the early post-deal stages, Analiese reminds us that it may not be totally clear what new career paths will be available or who will be impacted and how. Analiese says, in an ideal scenario, managers are a good first line of contact to ask for information and discuss how you’ll be impacted along the way. Hopefully, your manager will have the inside track (or be able to point you toward the right resources) to explore promotions or other opportunities.

Final Thoughts

If you’re facing an acquisition, adopt a learner’s mindset and find ways to become an active participant in the transition. Your goal is not to try to resist the change or preserve status quo, but to understand what the new scenario will be and to determine if the new company “reality” aligns with your values and needs.

If you’re resourceful, the acquisition of your startup can be an incredibly powerful catalyst for your career and personal development.

When evaluating startup “extras” ask yourself: Is it a perk, an essential benefit, or a distraction?

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At well-funded startups, “perks” like coconut water, nap pods, dry cleaning on-site–even ping pong tutoring sessions–and more have become the norm (as well as the subject of plenty of jokes within and outside of Silicon Valley). Tech journalist Kara Swisher calls this phenomenon “assisted living for millennials.” Competing for our talent with other companies of comparable size and growth, many startups use perks for recruiting and retaining talent in addition to cash compensation.

Here are a few of the perks offered by tech companies:

  • Google offers a concierge service to run employees’ errands and save them time.
  • Apple pays for fertility aids including covering female employees freezing their eggs.
  • Airbnb offers $2000 travel bonus to go anywhere in the world.

Essential benefits vs. perks

Let’s break down perks into “nice to have” and essential benefits, aka things that you really do need in order to maintain your general well-being and feel happy at a company.

Essential benefits include: health, dental, and perhaps vision insurance, a solid retirement plan, fair parental and sick leave policies, decent vacation allotted, flexible hours and remote work policies. On the less essential side but still very good may include things like good, strong coffee onsite and snacks so you don’t have to leave the office and walk twenty minutes in order to get a bite while in the middle of a coding session. For you, other essential company benefits may include a formal education stipend so you can continue your education and increase your skills, or childcare reimbursement, or flexible spending accounts, or a gym onsite so you can work out during lunch to feel balanced and help you focus. Or maybe a remote office stipend so if you’re a remote employee you can work outside your home in a community-filled, secure, reliable location.

When is a perk a distraction?

Geography of Genius author Eric Weiner argues that so-called perks can actually curtail creativity. Weiner says we need some friction in order to facilitate the creative processes so crucial to startup success. Weiner says we actually do our best work without all of the perks. “Discomfort, and even a degree of hardship, are what drive creativity, not bean bag chairs and ping pong tables,” says Weiner. The “is this a perk or essential benefit?” question is encapsulated in this sardonic tweet:

Indeed, perks can masquerade as valuable but may actually be a distraction from something essential a company is failing to offer. If your company introduces yet another kind of cereal but fails to offer a sane parental leave policy, then that perk may be a distraction from a real benefit. If a startup offers annual lavish trips to the beaches of Mexico or skiing in Tahoe, but has a cutthroat culture and doesn’t allow employees to actually enjoy their PTO undisturbed (at least most of the time), then that perk may be a distraction. User onboarding expert Samuel Hulick calls this “getting drunk off our own kegerators.” If your company has a luxury massage chair onsite but offers crappy health insurance, then there’s an issue.

Final Thoughts

You are the only one who can determine which benefits are truly essential. If you’re considering working for a startup, think about the benefits as they relate to the total compensation package, as well as your experience at a company.  Don’t overlook startups that don’t offer tons of fancy perks, as long as they offer the essential benefits you care about. By re-framing the lack of flashy perks at a company as potentially a commitment to invest in essential things, you could find a work opportunity you really love that you’d otherwise overlook. Ensure the essential benefits you care about are covered in addition to things like alignment with the company’s core values, or risk missing out on an otherwise awesome startup work opportunity while you’re beelining it to the nearest nap pod.

October & November 2016 Recap: Workplace Partnership Launch, New Articles And The Latest Helping Sells Episodes

This post is a recap of some of the projects I have been working on this fall.

Launched ServiceRocket’s Workplace Partnership In London

In October, I traveled to London to launch ServiceRocket’s partnership with Workplace, the enterprise productivity platform developed by Facebook. It was fantastic meeting and working with the Facebook team in London alongside ServiceRocket’s CEO Rob Castaneda and getting to know a few of the brilliant minds (and hearts) behind Workplace. Our team is really enjoying collaborating with Facebook,  other Workplace partners and customers — stay tuned for more articles, webinars, and more on the topics of the future of work and productivity.

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Received ServiceRocket’s “Share The Knowledge” Award

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I was honored to receive ServiceRocket‘s “Share The Knowledge” Award at this year’s team building in Palo Alto. Each year we vote for team members who exhibit each of our core company values. Startup values are tremendously important. I am grateful to work for a company whose values align with my own. Read my blog on this topic.

Published New Articles And Podcasts On Software Adoption, Customer Success and the Future of Work

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Workplace by Facebook is communications platform that is changing the way business is done on the planet by empowering companies to collaborate across geographies and departments through better communication, work, and sharing tools. One of the most exciting applications of Workplace is leveraging it to surmount the most common obstacles that modern Customer Success functions face. In this post, we explore some of the ways Customer Success teams can solve their biggest challenges through Workplace by Facebook. I wrote an article about how Customer Success teams can solve their biggest challenges with Workplace by Facebook.

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Workplace paves the path for organizations to work smarter and more effectively in today’s mobile-first world. In this post, we share tips for building smarter, better business communication and workflows through mobile with Workplace. I wrote a post highlighting how businesses can take advantage of mobile with Workplace.

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New Helping Sells Radio podcast episodes

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Bill Cushard and I co-host Helping Sells Radio, a podcast about helping your customers discover, adopt and thrive using your software.

Listen to a few of our latest podcast episodes:

Wishing everyone a happy holiday season. Thank you for reading! Sarah