Claire Vo: evaluation

Transcript context

…There's a direction I wasn't planning to go into, but I think it's really important and interesting is people like you that are incredibly good and successful end up taking on a lot, and that often ends up not being what they want. SOS. Exactly. Any advice on the classic, be careful what you're good at advice? Any advice on just how to not end up with everything? I really believe operating in your zone of genius. I really believe in leaning into strengths. And if you are in a position in which you're good at things and you've been giving a lot of responsibility, but you have tremendous growth edges and you're spending more time on the things you need to level up than the things you are exceptional at, I think that's not fair for the organization. I think that's not fair for you. I truly believe defining and understanding your zone of genius, where you are exceptional, where no one else can step into the job and do just as good of a job as you can, and where you derive tremendous intellectual emotional joy out of the work is what makes it sustainable over time. And so I don't actually think it's about the volume or breadth of the work. It's about sustainability of the work. And can you show up every day energized and engaged and excited about what you do? And I think being very aware if you are operating the space or if you're not. And this might go back to, I think, I have never regretted promoting somebody too slowly, I have regretted promoting somebody too quickly. High-slope individuals in particular areas want to get more responsibility, want to have more scope, and I've seen less experienced managers or directors or even people at my level want to give opportunities that put people in a position where they're neither effective nor happy. And so I think being self-aware of that is really important, and then I also think as a manager, being cognizant of that is really important. Individually, I do do a lot, but I do feel like I'm in my zone of genius and I also know that part of staying in my personal zone of genius is having this breadth of responsibility but preserving builder time. And what I mean from time is I have to have time to produce real work that comes from me as an individual, and that means that calendar management is quite important. Time management. We're going to talk about some of the things that you built. In terms of finding your zone of genius, any advice for someone that's trying to figure out what it is that is in that zone of genius? I know there's a Ted Talk of here's how to think about the zone of genius specifically [inaudible 00:19:33].…

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