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In a New Role? Here's How to Hit the Ground Running – Harvard Business Review

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A conversation with Babson professor Rob Cross about pitfalls to avoid.
Rob Cross, management professor at Babson College, says people are changing jobs more than ever and too often falling short when they do. Surveys show nearly half of people promoted within their own companies are underperforming 18 months later. And up to half of executives in new roles are seen as eventual disappointments. Cross says research shows that’s because today’s hyper-collaborative workplaces demand new skills. He shares evidence-based practices to improve a role transition. Those include developing strategic networks and expanding the scope and impact of one’s projects. Cross is a coauthor of the HBR article “How to Succeed Quickly in a New Role.”
CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch.
You know that saying, “The only constant is change.” Well, in today’s organizations, the only constant is turnover. People are changing jobs more often than they did in the past. The COVID 19 pandemic has only sped up the frequency of work transitions. It’s not just in the US, where this has been dubbed The Great Resignation. A Microsoft survey of people in 31 countries found that 40% of them were considering leaving their jobs within a year. That’s a lot of new people onboarding into new roles and new companies often still remotely.
Here’s the problem. Many of these work transitions are not succeeding as well as they might of in the past. For example, research from Gartner finds that half of people who receive internal promotions underperform within 18 months. McKinsey finds that around a third of executives who transition into a new role end up being seen as disappointments or even failures. New research points to a big reason for this. That is, the nature of work today has changed. The classic advice for succeeding in a new role doesn’t apply as much as it used to.
To tell us more about this research and how it highlights a new and better approach to starting a new role is Rob Cross. He’s a professor at Babson College and the co-author of the HBR article, “How to Succeed Quickly in a New Role”. Rob, thanks so much for coming on the show.
ROB CROSS: Oh, thank you. It’s a huge treat to be here.
CURT NICKISCH: Why is it so hard to succeed in a new role? What’s the problem here?
ROB CROSS: One of the big things that’s shifted over the past, really, decade and a half is organizations have delayered, have gone into matrix-based structures, and all sorts of things that have taken hierarchy out of the equation. Simultaneously, they’ve adopted all these collaborative applications that’s made work and the execution of work much more in the lateral network of relationships than in the hierarchy. That’s shifted what people have to do to be able to come in and be successful in an organization. It’s a very different context. That, if people aren’t engaging in those connections proactively, and early, and in very targeted ways, they tend not to survive over time in ways that they would’ve in the past.
CURT NICKISCH: You’re essentially saying that what it means to be successful has changed.
ROB CROSS: Right, right. It’s very much built-in how you’re positioning yourself in these networks and ways that you get pulled into opportunities more fluidly. That means both entry into organizations, but also how you’re moving across projects in more agile-based ways of working or even promotions, really requires an ability to see and think about these connections much more richly. To some degree, we’ve known that.
There’s a tremendous body of evidence that says when people that are wildly successful, for example, investment bankers – when they squabble about the bonus they’re getting, and they’re not happy with it, and they threaten to go somewhere else, a lot of times, their success isn’t the same in the second context. That’s not the skills, obviously. It’s that the networks that enable them to be successful in one context, suddenly, weren’t there in the second. We’re just seeing that magnify more and more as the collaborative intensity of work has shot up, certainly, before the pandemic and even more so as we think about how work will happen moving into 2022.
CURT NICKISCH: Well, you say we’ve known this for some time, but what actually struck me about the research is that a lot of companies are lagging behind in setting people up when they transition into a new role, setting them up to succeed.
ROB CROSS: It’s really interesting to me. If you were to ask most organizational leaders or HR executives, “If you had $100 you were spending on talent and getting talent in the doors…” Most of them would say, “Gosh, we spend about 90 of those dollars, maybe 95, in finding talent, and screening them, and getting them engaged, and then maybe five in positioning them or getting them well-situated in organizations.
Then, even the efforts that are undertaken a lot of times are often not what’s needed. It’s either using ideas of, “Okay, we’re going to have social hours, or happy hours, or things like that, that build people’s networks,” which often isn’t building them in the way they need to, or it’s outdated notions of what people need to do when they’re new.
A lot of the advice is, you come in. You tell other people what you do. You build your brand and put points on the board, individual success. What we’re finding, with the fast movers or the people that really integrate into these networks well, is that’s not their approach. They’re not pushing their ideas and themselves. They’re much more likely to have those same meetings and interactions but ask a lot of questions to understand the incumbent’s pain points or priorities: then, slowly morph their expertise to what those people need and are interested in, give status, generate energy, and create a mutual win. They’re telling a story, but it’s not their story. They’re co-creating a narrative. By virtue of doing that, the incumbents see how this newcomer can help. They pull them into projects, and they talk about them to other people as being valuable. They slingshot in much, much more rapidly based on just a simple behavioral shift about how they’re coming into the group in a different way.
CURT NICKISCH: It’s a neat irony, maybe. In order to slingshot yourself forward, you need to step back a little bit.
ROB CROSS: Right, right. It’s not obvious. The people that are telling their story, it’s not like they’re arrogant. This is the stuff that we have taught people since high school, certainly, through business schools, is in all these discussions, you’re supposed to be sharp in the moment. You’re graded on it. It’s pithy. It’s advancing ideas. But there’s not a lot of grade that goes into, “Do you ask the right questions? Do you situate your expertise against the needs of people and then network early as a way to create this pull?”
CURT NICKISCH: Yeah. On top of that, many people are also facing new tactical aspects of their day-to-day job. You’re fighting on multiple fronts at once, although your research also shows that just the share of collaborative work in these roles has gone up.
ROB CROSS: Completely. Yeah. It’s one of the challenges that we see, as we talk about this new world of work, is when you think about the amount of time pre-pandemic that people spent in collaborative activities… By that, I don’t mean the ideal that we all have in our mind when we think about collaboration as a good thing, the teams of 8, 10, 12, very diverse perspectives generating the next big insights and discussions. That, of course, is what we’re trying to preserve. What I’m focused on is all the other ways that we’re forced to collaborate today. That, in some instances, have created too great a footprint into the work. It’s time on email, time on Zoom calls, time on the instant messaging, the Slack channels, the team collaborative space, has all really ballooned to where, pre-pandemic, we knew it was about 85% of most people’s workweek was spent in those collaborative activities.
That’s gone up, many estimates, by about five to eight hours through the pandemic, with these interactions drifting earlier into the morning, deeper into the night. The way we collaborate has really risen over the past decade and a half to be significantly associated with how we get work done. Yet, nobody is really tracking it. Nobody’s really thinking about, “What do these patterns look like in their organizations?” They can track expense receipts down to two decimal places, but we don’t have a real crisp sense of where 85 or more percent of that time is going today and how the interactions are actually generating success or not.
CURT NICKISCH: What does a successful new role look like in this context, then? What’s the most important thing someone can focus on?
ROB CROSS: In terms of how they enter the organization, what we saw in all this work… I really want to emphasize that we started this work looking at how do newcomers come into organizations. Then, the 50 or so companies that have been around this evolved it to also be thinking about promotions, how do people manage that transition, and then also these lateral shifts. We had the luxury of having these network analytics and understanding who were the people that were in and breaking that threshold, accomplishing in nine to 12 months what most people were taking three to five years.
If we look at what enables people to slingshot into these networks more rapidly, there tend to be a specific set of practices that need to happen over the first nine months; and that that is really staggered in pretty many precise ways, not perfect because people are humans and organizations are different. But we could see the early stage, within the first month or two or six weeks. What was really, really critical is, number one, that people go very broad in terms of how they’re building and thinking about the connections they need to be successful. It’s more than just the formal stakeholders and building connections in their team. It’s getting connection to lateral colleagues that can help people see opportunities that come along.
So a lot of times, people come in. They’re very focused on establishing effective relationships with their leader and maybe one or two other influential stakeholders and building their team, and maybe meeting some others in the organization. But that others part, a lot of times is ad hoc.
CURT NICKISCH: When you interview for a job, you’re like, “Who am I going to be working with?” It’s basically that small universe of people.
ROB CROSS: Right, right. A lot of times. Then, thinking about the network as just, “How do I cultivate and engage for my team?” People do this super well. One of the easy tactics is to go in and very quickly remove pain points, understand what pain points are, and try to remove them, and follow up quickly. We could see that was a key piece of what those people did to build trust in themselves.
But it was equally important to really be thinking about your lateral network of colleagues: those that are at the same level as you, but different areas, different geographies, and building those connections early to understand how you could help others, what they were passionate about, or pain points they were facing in their work. That set of interactions, oftentimes, became sources of projects and opportunities that flowed to the individual if they did that well over time, or a political sounding board, when things weren’t working the way they thought they should or ideally would with the data and evidence they were presenting. They were able to turn to those people and say, “Can you give me some advice? Help me understand the lay of the land?”
CURT NICKISCH: A basic question here, how do you know who these people are?
ROB CROSS: It’s a great question. I have the analytics when I’m looking at this. We can see really precisely what those people are doing and then help others replicate that. But a real easy idea is if you need to coordinate with a certain area and you know that they’re going to be influential, either in the way your work is done, the way it’s implemented, whatever it may be, you will pick up the phone and call somebody or email them and set up a meeting. Usually, you’ll be picking off the formal structure, maybe somebody your leader referred you to, to start that conversation and see is whether we’d work together.
CURT NICKISCH: You should have lunch with so and so.
ROB CROSS: Right, right. The key to it, what we find with the network idea is, is have that first meeting, for sure. But then, as you’re leaving, ask this next question around who else cares about this. Ask it in a couple of ways. “Who else would be passionate about this and a supporter of these ideas? Then, who else may be pulling in a different direction or have different priorities?” That second step always gets you to these real key influencers and networks. The first step you’re guessing. You don’t know if it’s somebody that’s central or peripheral. Second step, something like 90% of the time, gets you to the influencers.
However you do it, I would always ask that question that way. “Who are the positive people that if I get them engaged, they’re going to be a voice for me, get others enthused?” But then, the real big thing that I see distinguishing the more successful leaders today is they put a lot more thought into understanding where the negative opinion leaders may be and getting them engaged early in what they’re up to. By negative opinion leaders, I don’t necessarily mean curmudgeons. I mean, sometimes they were, but not all the time. Sometimes, they were just people that had slightly different performance motivations or slightly different directions from their leader.
CURT NICKISCH: Or ease of risk or whatever.
ROB CROSS: Right. All sorts of things. But I was really surprised by the amount of time and thought the more successful people put into finding and engaging those people early rather than trying to perfect their idea and then bring it out and win by logic or mandate. Yeah. It’s a really big difference.
CURT NICKISCH: How much has the introduction of so much remote work recently, in the changing collaborative environment – how has it made these early stages more difficult or easier?
ROB CROSS: Yeah. No. Well, I absolutely do. There’s a whole swath, now, sometimes of people that have been in the organizations 18 months that have never met, face-to-face, the people that they’re working with. It has definitely increased the odds that they’re more peripheral in the networks. We’ve seen, in various places, where we have this data over time, that unless there’s really targeted effort to bring them in, in very specific ways… And I can come back to that, then they tend just not to be as engaged and as completely a member of the team through the network analysis that we’re looking at.
The problem, from my standpoint, is that people are continuing to use the same devices that they did in the past to try and integrate these new cohorts or to bring new people into the organization. One of my favorite examples was one of the investment banks. We were talking about how do you leverage these ideas? This person came back and said, “This is killing me because we can’t get the people that are from Dartmouth talking to the people that are from Dartmouth.” I remember laughing going, “That may not even be such a good thing in terms of how you’re building the networks.” Not that they shouldn’t talk and share the affiliation, but what we know is that that doesn’t predict performance. It’s a structurally diverse, broader network that predicts likelihood of performance over time.
What we’re finding in here is the people that use some of these ideas in the consortia. You know what I mean? Those five connections that matter in the first two or three months that’s very actionable in a virtual context. You just set it up differently. You create these triggers that say, “Okay, in the first month, you need to set up a meeting with your leader. You need to walk through this grid, and describe the connections you need, and have them brokering introductions for you. You need to follow up on it and set a follow-up meeting,” to say, “Here’s where I’m going. Here’s where my network is taking me.”
That conversation, when it’s more specific, suddenly, you have a newcomer sitting down with a leader, and they’re not saying, “I need a network,” and each person blindly looks at each other. They’re coming back and saying, “Gosh, for me to be successful for you, here’s the set of connections that we know really matter. Can you help me think about this? Help me get this started and make the introductions.” That happens virtually just fine. There may be a little bit less richness in the exchange because we’re using Zoom or other things like that. But it doesn’t stop the collaborations from happening if you’re intentional about the connectivity you’re trying to build.
CURT NICKISCH: You also mentioned really thinking about how you can add value, which I think a lot of people do, but also where you fall short. Can you explain that need for self-analysis?
ROB CROSS: Yeah. One of the biggest things that we see derail people from a network standpoint… We’ve been able to use these analytics and then the interviews to see what’s predicting the high performers. By that, I mean those people that come in and replicate the connectivity of a high performer more rapidly. We can also see where things go wrong, where people get blindsided and surprised in different ways.
As an example, one of the common ways that people falter is they will rise, you know, transition in the sense of a promotion in an organization. Yet, continue to hold with 60/70% of their trusted ties back where they came from. All of a sudden, they have an anchor in their thinking around what they see as important, how they’re validating their ideas, when they may need much greater reach in their network into different geographies, different functions, different client groups, whatever it may be. That’s reflective of that new role.
And the people that do better, they’re much more aware of where those gaps may be. They’re more thoughtful about, “As I move into this role or as I look at the three to five core priorities I have, that I’m executing against in the coming six to 12 months, where are the gaps? How do I make sure that I’m not trying to be an expert on everything but filling them with connections that can help supplement my gaps?” Because we don’t have the time today. Things have gotten too complex to be an expert on everything. The people that did this well were really effective at leveraging connections to supplement their abilities.
I’ll give you one super quick example of that. It was a leader that was rising, in this case, in an organization and was put into a position to run the biggest business unit in that organization. It was the size of a Fortune 75 company. It was huge in this organization.
CURT NICKISCH: Minor organization, ok.
Yeah, yeah. What was happening here is that he was replacing somebody that had been brought in from the outside and failed: a really common thing with executive entry, to see them come in and not engage in the network in this way and spit back out 18 months later. Everybody thought he was going to be successful because he’d grown up in the system. He’d had tremendous success. People loved him. He delivered results. He knew the culture, I mean, all the positive things.
You can imagine the smile on my face when he was interviewed by me. We’re talking about, “Well, gosh, how did this transition go?” He was right in the middle of it, about six months in. He said, “You know what, Rob? I did my meet and greets. I was actually using this idea of pull versus push.” He said, “In those first set of meetings, I heard 33 terms. I didn’t know what they meant. 33 acronyms?”
And so this is a hard place. It’s not an easy culture. They demand performance. They’re numbers-driven. His real crisis is, “Do I admit I don’t know. As a leader, I’m supposed to be the person that knows. This is a tough place, and they’ll write you off if you don’t know what you’re doing.” Suddenly, I’ve got a list of 33 of these things that he kept in a moleskin notebook as he was going.
Many people would just try to skate through and say, “I’ll figure this out.” That, a lot of times, leads to them being blindsided by something. I can cite numerous instances of people failing because they didn’t do this well. But in his case, he sat down with his team at a meeting and said, “I just went through all these meet and greets. I’ve got 33 things. I don’t know what they mean.” The team chuckled, and they whittled it down to 18. Then, they found really quick advisors to help him get up to speed. By doing that, he did a number of things. That simple decision, it kept him from being blindsided in the future. It created authenticity with the team very quickly. They started thinking, “Gosh, maybe I can admit to things.”
He said it built trust in the sense that when he said he knew things, the team really went with him because his trust and his credibility was built, in some cases, by saying, “Okay, here’s the areas I’m not an expert in.” But it’s that thing that I see people being really attuned to is being very aware of as core projects take hold, “Where are the gaps I have culturally, politically, technically, market-wise? What are those domains? Then, how do I leverage my network to help make sure I’m up to speed quickly and can execute in the new context.”
CURT NICKISCH: Yeah. You did this at the beginning, but you need to do it again. “Where do I have gaps in my network?”
ROB CROSS: Right, right. Then, think about how do you fill that. That simple idea of setting up a meeting, even in places that you may or may not know people, and asking, “Who else do I turn to? Who else is deep in this?” is a really effective way of finding that when you don’t have the analytics.
CURT NICKISCH: Now, your research shows that a lot of organizations haven’t quite adapted to this reality and how do you, when you’re in that situation, know if you’re not being set up for success well enough? How do to recognize that? What can you do in that situation?
ROB CROSS: Let me maybe answer that by describing what good looks like as we’re moving into this phase of work is we see because we’ve been able to use the analytics and really dive down and say, “Okay. In the first couple of months, it’s really focusing on this broad network early and creating pull versus push.”
For me, that means that the people are coming into these interactions, not trying to oversell themselves at the absolute heart of it. It’s a real knee-jerk tendency we all have, especially when we’re under risk or we’re with people that are asking us, “Tell me about yourself,” in these initial discussions. You find that one category of person just takes the bait. They start talking about themselves. They’ll talk about a lot of stuff that may have no relevance to that person and what they need to know. Quite frankly, people just don’t care a lot of times unless they see how you’re going to have an impact on what they need to accomplish.
The more successful people were much more likely to not take that bait, to pivot that question and say, “Well, I’ll tell you about myself in a second. But can you tell me about your pain points, the key things you’re focused on, what are you most excited about in the work.” Then, they’re morphing what they know to the incumbent’s needs, giving status, generating enthusiasm around some possibilities they could do together, and creating a mutual win.
By virtue of doing that, we would find that those people would get pulled into these networks in about a third of the time, that simple idea of situating your expertise in the network. Then, you’re riding on the legitimacy of those established people. They’re then going around saying, “Well, gosh, I just met this new person, Rob. He seems to be one of us. He seems to have some capabilities that are relevant,” versus the people that are not being arrogant and telling their story. But they’re not telling it and, and laying their expertise into fertile ground. They’re just laying out the ideas.
CURT NICKISCH: Yeah. In the end, you’re still telling your story. You are just making it part of the organization’s story or that person’s problem.
ROB CROSS: To me, I phrase it as you’re co-creating the story. It’s not telling your story, but it’s co-creating something. It has a huge difference. The crazy thing is a lot of the organizations that we focused on, they would actually have effective storytelling as a component that they taught to their new executives. They’d be very elegant at telling their story but not going out and actually thinking, “Well, gosh, how do I co-create.” The slight difference in ways that create this notion of pull turns out to really matter.
When I look at it, what I see is many of the organizations that are starting to have a real impact in getting people connected in a much more rapid way… They build these nudges, one way or the other, into either HR systems or other ways that, as people come in, there are points that they have set up, that they’re pushed to think about their network in certain ways. Initially, it’s about building the connections and the authenticity of the relationships. Then, as you move to about month nine, it’s about, “How do you shape the role so it’s sustainable? How do you start thinking about collaborative efficiency so that the activities you were doing early don’t overwhelm you later?”
That intentionality is what we see being really successful for the organizations that are actually able to get all candidates in if you think about this from a diversity, equity, inclusion lens as well. The ones that aren’t, they’re the ones that you come in, and it may be, even, a really engaging opening set of sessions you have with other people.
But then, there’s an immediate focus on, “Here’s the set of tasks and goals you have,” an immediate emphasis around how do you create deliverables early that are going to enable you to be successful. A lot of times, that works early. What we could see in here is that delivering early creates a small surge for you. But if you’re delivering results separate from the network, the problems start to happen when your work scales, when what you’re trying to accomplish is bigger and bigger. You would find that people start to stumble around the nine to 12-month mark, where they just hadn’t built the relationships. Everything they were proposing would start dying the death of a thousand cuts, or it would take five meetings and six months and oodles of extra data to get an idea through that the first group of people were… At that same timeframe, they were getting their ideas accepted in one or two meetings. It would lead to dramatically different outcomes for both parties.
CURT NICKISCH: Rob, this has been really great. Thank you.
ROB CROSS: Good. Thank you so much for having me.
CURT NICKISCH: That’s Rob Cross. He’s a professor at Babson College and a co-author of the HBR article, How to Succeed Quickly in a New Role. You can find it in the November/December 2021 issue of the magazine and at HBR.org. If you’d like to learn more about improving your networking, let me recommend the episode titled “What Kind of Networker Are You?” Check it out. That’s episode 774.
This episode was produced by Mary Dooe. We get technical help from Rob Eckhardt. Thanks for listening to the HBR IdeaCast. I’m Curt Nickisch.

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Opinion | In a Post-Covid World, Let's Pay Teachers Six Figures – The New York Times

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Ms. Coleman, a writer and an ed tech strategist, is working on a book about her experiences in K-12 education.
During the Covid-19 pandemic, debates over school closures and student safety grew in an understandable way. But this back and forth left no oxygen for robust conversation about lagging salaries for K-12 educators — an issue that was finally getting the attention it deserved before Covid hit. But now that each week brings more vaccine jabs and more news of school districts fully reopening in the fall, it’s time for this issue to get back in the spotlight.
Covid-19 revealed how teachers — in addition to nurturing, protecting and mentoring our children — are essential to a smoothly running society. It’s time to pay them accordingly. Significant raises can keep more people from ending up like me and countless others: a passionate educator who turned to another line of work largely in response to what I saw as incommensurate pay.
In 2019, Kamala Harris, then a Democratic presidential candidate, said at a rally on the campus of Texas Southern University what teachers sadly know to be true: “We are a nation and a society that pretends to care about education.” In a PDK poll from that year, most educators reported that they don’t want their children to enter the profession. About half of teachers surveyed said they had “seriously considered” quitting. A troubling number follow through.
During her campaign, Ms. Harris proposed something that, if enacted, could reverse this trend and prove we do care about education: federally subsidized $13,500 teacher raises. This would be a sound prescription for our near-term teacher shortage and serve as a long-term investment in our children’s futures, increasing our nation’s lagging productivity.
Ms. Harris’s plan to use federal and state funds to boost educators’ annual salaries to an average of $70,000 or more would be good; getting them to six figures would be even better. After all, entry-level Facebook engineers earn well over $100,000. On average nationally, teachers start at under $40,000. Even veteran teachers still make much less compared to other professionals who need similar levels of education to do their jobs. Isn’t shaping the minds of the future at least as important as building addictive apps?
The RAND Corporation, a research organization, noted in a recent report that several factors influence student performance, including “individual characteristics and family and neighborhood experiences.” Its analysts concluded that “among school-related factors, teachers matter most.” High-quality teachers, they said, can boost student performance on reading and math tests twofold or threefold.
Research collected by the Center for American Progress found that “the teacher labor market is responsive to changes in pay just like other occupations” and that “changes in pay can affect not only teacher attrition, but also the pool of candidates choosing to enroll in teacher preparation programs.” Even the former secretary of education Betsy DeVos — a staunch conservative — recognized that “great teachers” should earn a minimum of $250,000 a year in many cases.
Years ago, when I quit my Wall Street job to teach in the Los Angeles Unified School District, I thought — as the culture has taught us all — that a pay cut was just the cost of following a calling, a reduction taken to do meaningful work. I soon learned I was wrong.
Working in the district, I got grown-up goody baskets from parents, drawings from kids and discounts from Starbucks as tokens of appreciation. (This attitude was exemplified more recently by a Washington Post article this month that, with nothing but good intentions, asked “What kind of gift should we give teachers at the end of this pandemic school year?”) After I left that role because of pay that didn’t make up for the burnout I felt and went to teach in Indonesia, I got those nice gifts, too. But more crucially, I got better working conditions and objective confirmation that my time and expertise were valuable: It came in the form of money. The school paid me like the well-educated professional that I was.
Here in America, although they’re not paid like it, teachers are in high demand. Covid has made what’s known as the broken teacher pipeline worse, but it has been around since long before the pandemic. A large survey conducted in 2020 found that 67 percent of teachers “have or had a second job to make ends meet.”
All of this has led to a reality — which could worsen as we leave the worst of Covid-19 behind — in which there is a stark, declining interest (and little incentive) to pursue teaching as a career.
A 2019 report revealed that fewer college students are studying to become teachers and that because of “low salaries, difficult working conditions and a lack of career pathway opportunities,” teaching generally cannot compete “with other high-status professions such as medicine and law.”
It may be awkward to acknowledge, but it needs to be permissible in polite society to admit that the interplay between money and status — which we all are pressured to navigate — has a role in the teacher pipeline issue.With the cost of living and the price of raising a family higher than ever and rising, who wouldn’t be tempted to find not just your calling but also a higher-paying career? But that’s a choice American society doesn’t have to push educators to make.
According to the Learning Policy Institute, prepandemic, nearly one in 10 American teachers left the classroom every year. Educator sentiments in recent surveys suggest that attrition rates may worsen in the coming months. This educator exodus takes a toll on students and their outcomes. Even before Covid-19, many students lacked permanent teachers, and some districts had resorted to recruiting talent from abroad.
The math, again, is simple: Shortages have gone up because salaries have gone down. The Economic Policy Institute reported that teacher pay, adjusted for inflation, declined from 1996 to 2017.
Teacher deficits and departures hurt students because inexperienced educators often fill the vacancies. But even when children have skilled, veteran instructors, the quality of their education is compromised if these teachers are underpaid.
Working in Los Angeles, I saw how poor compensation affects teacher performance and thus kids’ learning. When the bell rang at 3, my students busted out of the building, but the second part of my day was just beginning. I’d stay after school to help students, grade papers, plan lessons and call parents. Then I’d trek to tutor in beachside homes. This work was much easier than teaching in my crowded classroom, yet I got paid a lot more per hour.
Working in an underresourced school and preparing effective lessons for middle school math, science and history classes — each with over 30 students of varying reading and English abilities — was taxing enough. My perpetual state of exhaustion and money-related stress made it even worse. Academic studies have confirmed that economic burdens, no matter your job, make it harder to perform and excel, decreasing cognitive ability and even temporarily lowering I.Q.
The financial concerns so many teachers face also serve as a tax on their attention. For me, when unanticipated bills appeared, I’d spend a lot of my energy wondering how I would pay them, which sometimes made it hard to stay present with my students.
While the country’s management class has been captivated by the power of wellness practices, researchers at Princeton confirmed that, to some extent, you can buy a baseline of well-being. They concluded that earning at least $75,000 or more annually (in 2010 dollars) stabilized people’s self-reported levels of contentment by making life’s difficulties more manageable. I didn’t realize how true this was until I left California to work in Indonesia.
My new school wanted to attract top talent, so it paid accordingly. Given the fair salary and favorable exchange rate, I lived well. With this new financial freedom, my opinion of teaching improved, and my performance soared. I didn’t mind staying late to plan intricate lessons or help students, because there was no second job I had to run off to.
Most teachers, naturally, wouldn’t move abroad to earn more. And they shouldn’t have to. The Equity Project Charter School (known as TEP) in Manhattan is a model that proves paying educators well pays off. TEP offers middle school teachers a $125,000 annual base and up to $25,000 in bonuses. This approach benefits both teachers and kids: TEP performed in the top 2 percent of about 400 New York City middle schools.
While carrying out that approach nationwide on the backs of local district budgets would be untenable, there is more than enough fiscal room at the federal level to subsidize investment in educators.
And there’s already some evidence at the state and local level that K-12 jobs can be well paid: administrators. Just look at district superintendents’ salaries, which can reach well into six figures. Given all of their responsibilities, they deserve such high pay, and it’s easier to finance because there are fewer of them. But that doesn’t mean teachers deserve less.
The Harris plan, according to a statement released during her presidential campaign, would smartly offset the cost of raising pay “by strengthening the estate tax and cracking down on loopholes that let the very wealthiest, with estates worth multiple millions or billions of dollars, avoid paying their fair share.”
There’s a social factor to consider in this teacher-administrator pay differential. The majority of K-12 teachers, nearly 80 percent, are women. Over 75 percent of superintendents, however, are men. Would we be OK with paying teachers so little if they were mostly male?
Of course, even if we were to raise teachers’ salaries to match those of their district leaders, it’s not the case that all of K-12 education’s problems would disappear. My dissatisfaction and that of many other former teachers extended beyond compensation. Attracting and retaining highly qualified educators will also require, for instance, improvements in working conditions. Meaningful raises are a strong start, though. Competitive salaries would lower attrition rates and attract fresh talent that would push everyone to do better. (Making the market for teaching more attractive may, yes, put job pressure on low-performing teachers, but that’s a good thing for students.)
For many teachers, the extra money would allow them to quit second jobs and give their primary work the attention it needs. It’s past time to match our lofty cross-partisan rhetoric about valuing our children and caring about education. In 2019, during that campaign stop at Texas Southern University, Ms. Harris pithily summed up her attitude about American apathy toward education and educators.
“We’ve got to deal with that,” she declared. She and Joe Biden are in office now. And she’s still right.
Colette Coleman is a writer and an ed tech strategist working on a book about her experiences in K-12 education.
The Times is committed to publishing a diversity of letters to the editor. We’d like to hear what you think about this or any of our articles. Here are some tips. And here’s our email: letters@nytimes.com.
Follow The New York Times Opinion section on Facebook, Twitter (@NYTopinion) and Instagram.
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How To Take Screenshot On Laptop & Pcs Powered By Windows OS – Gizbot

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Laptops and computers have been making our lives easier since long now. These machines offer a vast area of usage which is not limited to just web browsing or gaming, but also creative work, software development, graphic designing and whatnot. Off late, smartphones have been somewhat replacing the laptops and PCs due to their portability factor.

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How To Take Screenshots On Laptops And PCs

And if you are an ardent smartphone user you must definitely be using the screenshot feature more than often. We bet you might have tried using this feature on laptops or PCs as well where you want to keep a record of an important screen. In this article, we are guiding you with the steps to capture screenshots on Windows-powered laptops and PCs.

How To Take Screenshot On Windows 10 Laptop And PCs
 

How To Take Screenshot On Windows 10 Laptop And PCs

Step 1. Capture screenshot of an entire page using the Print Screen key. The image captured is sent to the clipboard rather than it is saved as an image. You can then paste the image on Paint and crop and resize as per your requirement.

Step 2. Use Windows+ Print Screen. This step also captures an entire page. However, unlike the previous method where the image is sent to the clipboard, it is saved as an image file.

Step 3. Use Alt+ Print Screen Keys. This step will capture a single window and you need to select the browser or any file whose screenshots you need to capture. Similar to the first step, this one also sends the captured image to the clipboard.

Step 4. Access the built-in Snip & Sketch tool using the Win+ Shift+ S keys. This shortcut will provide you with four options to capture a screenshot including Window Snip, Freeform, rectangular, and Fullscreen Snip.

Step 5. Capture an entire page’s screenshot using Win+ Alt+ Print Screen keys. Notably, this command will save the screenshot in the form of an image.

Do note that you can save the captured screenshots on Paint and then edit it as per your requirement. This feature is applicable for all the aforementioned steps.

How To Save Screenshots on Windows And Laptops Using Snippet Tools

How To Save Screenshots on Windows And Laptops Using Snippet Tools

This is one of the most common alternates using which you can capture a screenshot of any page or document on your Windows laptops and PCs. Majority of the devices have this feature inbuilt which you can find from the search option of the taskbar. You simply need to search for Snippet tool in the taskbar’s search field.

And if you are an ardent smartphone user you must definitely be using the screenshot feature more than often. We bet you might have tried using this feature on laptops or PCs as well where you want to keep a record of an important screen. In this article, we are guiding you with the steps to capture screenshots on Windows-powered laptops and PCs.
Step 1. Capture screenshot of an entire page using the Print Screen key. The image captured is sent to the clipboard rather than it is saved as an image. You can then paste the image on Paint and crop and resize as per your requirement.
Step 2. Use Windows+ Print Screen. This step also captures an entire page. However, unlike the previous method where the image is sent to the clipboard, it is saved as an image file.
Step 3. Use Alt+ Print Screen Keys. This step will capture a single window and you need to select the browser or any file whose screenshots you need to capture. Similar to the first step, this one also sends the captured image to the clipboard.
Step 4. Access the built-in Snip & Sketch tool using the Win+ Shift+ S keys. This shortcut will provide you with four options to capture a screenshot including Window Snip, Freeform, rectangular, and Fullscreen Snip.
Step 5. Capture an entire page’s screenshot using Win+ Alt+ Print Screen keys. Notably, this command will save the screenshot in the form of an image.
Do note that you can save the captured screenshots on Paint and then edit it as per your requirement. This feature is applicable for all the aforementioned steps.
This is one of the most common alternates using which you can capture a screenshot of any page or document on your Windows laptops and PCs. Majority of the devices have this feature inbuilt which you can find from the search option of the taskbar. You simply need to search for Snippet tool in the taskbar’s search field.

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How do You Make Money on TikTok? – Small Business Trends

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TikTok the short video sharing platform has taken the internet by storm in recent years. The social media platform for short-form videos that span from fifteen seconds to three minutes has garnered over a billion users and downloaded over 200 times in the US alone. Tik Tok content creators often use their smartphones to create and share popular short videos that include dancing, comedy, and education, and more. This has opened up opportunities for businesses to collaborate with content creators to transform their brands and reach out and engage with customers. Below are some great ways where content creators are making money on Tik Tok.


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Can You Earn Money on TikTok?

There are many ways where you can make real money as a Tik Tok influencer. besides creating content there are many options where you as a TikTok user can make some serious money.

12 Amazing Ways to Make Money from Your TikTok Account

Social media channels offer great monetization opportunities, if you are asking how do you make money on TikTok, there are many ways on how to use TikTok for business here is how you can do it.

1. Join the TikTok Creator Fund

TikTok’s Creator Fund rewards creators for creating engaging and popular videos on the platform for the number of views they get on their videos. To participate in TikTok’s creator fund scheme you will need to be 18 years of age or older, be a legal resident of one of the 50 states; meet a minimum following threshold of 10,0000 authentic followers; have at least 100,000 authentic video views in the last 30 days; and post original videos in line with TikTok’s community guidelines.

2 Sell Merchandise to TikTok Users

One of the great perks of being a social media influencer is you can also use your popularity for selling merchandise. As part of your influencer marketing strategy, you can use your platform to sell artistic works, t-shirts, clothing lines, memorabilia, and other merchandise to your followers.

3. Create Sponsored Content

Another way to generate some revenues through your TikTok channel is through sponsored posts. As a social media influencer, you can partner with brands and create sponsored posts to help promote products and services.



4. Make Money from TikTok Ads

TikTok ads offer good opportunities for businesses to widen their reach among customers. You can start making money through TikTok For Business by using in-feed video ads, branded Hashtags, brand takeovers, and branded effects to help you capture some good ad revenues.

5. Accept Virtual Gifts

TikTok users can purchase gifts and coins from their profiles. They can then gift their virtual gifts and coin payments to their favorite TikTok creators during live TikTok videos where creators in return can then cash them in and get real money.

6. Grow and Sell TikTok Accounts

Sometimes businesses would like to have a presence on TikTok but don’t know how to go about it. You can help them out by organically growing followers along a particular niche selling TikTok accounts on sites like 123accs, Accfarm, and Fameswap. If you plan on creating a side hustle by flipping TikTok accounts, you will need to build a strong content strategy, engage with followers regularly, and publish regular content to boost engagement.

7. Manage influencer campaigns

You can also manage influencer campaigns by acting as a middleman between a TikTok creator and a brand. As an influencer campaign, you help businesses connect with TikTok influencers and make sure key campaign activities are accomplished in return for a fee.


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8. Management services

You can also make money from TikTok by offering management services for creators. Here you can render your services by helping them with a content strategy such as meeting content production goals, capitalizing on offers, and helping them grow their following.

9. Place affiliate links

You can also opt to participate in affiliate programs by placing links on your TikTok post descriptions or even your bio channel to generate some money.

10. Promote music track

You can use your TikTok to help promote music tracks by incorporating them in your videos and get paid for them.

11. Become a brand ambassador

Brands are always looking for influencers that can help them steer customers towards their products and services. As a brand ambassador, you help brands boost their presence on social media, spread positive messages about, and influence consumer sales. In addition to getting paid you as a brand ambassador not only get paid but also get to expand your professional network as well.


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12. Join TikTok’s Creator Marketplace

You can join TikTok’s Creator Marketplace to work with sponsors and brands and all you have to is mention their product or service in your videos. To be eligible you will need to have at least a hundred thousand followers TikTok’s Creator Marketplace comes with an analytics tool for businesses that helps them identify your engagement reach, views, and demographics.

How to Make More Money with TikTok Videos

Now that you know some of the ways you can make some serious bank with TikTok here are some tips on how to make more money with TikTok videos.
Create, create: Your success will rely on your ability to upload consistent content regularly. You will need to continuously create compelling content for your followers to continue to like, share and encourage others to start following you.
Nurture a huge following: Just like other social networks, the secret to your success lies in how many followers you are able to garner. You will need to get as many followers as possible, and this requires that you regularly upload videos. The more followers you have would mean the more influence you will have on TikTok.


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Engage with your audience: As a TikTok influencer besides generating the content, you will also need to actively interact with your followers. This means you will need to listen to them, produce content they seek, answer queries and produce live streams.
Promote your content on other social media platforms: You can help improve your chances of discoverability and engagement by opting to promote your TikTok channel on other platforms such as Instagram, Facebook, or YouTube.

Look to create multiple income streams from your account: To really generate some good income look towards expanding the revenue streams available to you. This will not only help you diversify your income but also increase your network and opportunities to make more money.

How many views do you need to get paid by TikTok?

To start earning money directly from TikTok, you must be 18 years or older, have at least 10,000 followers, and have accumulated at least 100,000 video views in the last 30 days.


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How much money do TikTokers make?

TikTokers with large followings can make anywhere between $ 200 to $ 5,000 a month, depending on the size of their following. The amount of money TikTokers make will vary due to many factors, including localities, million followers and views. Creators who make videos that include dance and music often get the highest engagement and revenues in millions of dollars. For example, 19-year-old TikToker Josh Richards has earned over a million dollars through sponsorship deals with Reebok and Houseparty.
Image: Depositphotos


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