Years ago I worked on the shop floor of a manufacturing plant. I had worked my way through college at another plant, so I definitely identified more with the hourly workers than the “suits.” (Even though most of the guys referred to me as “college boy.”)
One day the department manager stopped by. He asked about my background. He asked about my education. He asked about my career aspirations.
“I’d like to be a supervisor,” I answered, “and then someday I’d like your job.”
He smiled and said, “Good for you. I like a guy with dreams.” Then he paused.
“But if that’s what you really want,” he said, looking me in the eyes, “first you need to start looking the part.”
I knew what he was saying but decided to play dumb. “What do you mean?” I asked.
“Look around,” he said. “How do supervisors dress? How does their hair look? How do they act? No one will think of you as supervisor material until they can actually see you as a supervisor — and right now you look nothing like a supervisor.”
He was right. I was wearing ratty jeans with a couple of holes. (Why wouldn’t I? I worked around oil and grease all day.) I was wearing a cut-off t-shirt. (Why wouldn’t I? It was the middle of the summer and the air wheezing through the overhead vents was far from conditioned.) And my hair was pretty long, even for the day.
“But shouldn’t how well I do my job matter more than how I look?” I asked.
“In a perfect world your performance is all that would matter,” he said. “But we don’t live in a perfect world. Take my advice: if you want to be promoted into a certain position… make sure you look like the people in that position.“
I’ve thought about that conversation a lot over the years.
I’ve hired and promoted people who looked the part… and they turned out to be all show and no go. I’ve hired and promoted people who didn’t look the part at all… and they turned out to be superstars. I’m convinced that how you look and, at least to a large degree how you act, has nothing to do with your skill and talent and fit for a job.
Still, he’s right: the world isn’t perfect. People still make assumptions about us based on irrelevant things like clothing and mannerisms… and height and weight and age and gender and ethnicity and tons of other qualities and attributes that have absolutely no bearing on a person’s performance.
So are you better off trying to conform?
Unfortunately, probably so. The people doing the hiring and promoting are people — and people tend to be biased towards the comfortable and the familiar. People tend to hire and promote people who are much like themselves. (If you remind me of me… then you must be awesome, right?)
Besides, highly diverse teams are like unicorns — we all know what one should look like, but unless you’re NPH you rarely encounter one in the wild.
And don’t forget that hiring or promoting someone who conforms, even if only in dress and deportment, makes a high percentage of the people making those decisions feel like they’re taking a little bit less of a risk. I know I was viewed — admittedly with good reason — as a wild card, and I’m sure that impacted my promotability.
But still: are you better off being yourself and trusting that people will value your skills, experience, talent… and uniqueness?
Sadly I think that’s a move fraught with professional peril. If your goal is to get hired or promoted then expressing your individuality could make that goal much harder to accomplish. (Of course if being yourself in all ways is what is most important to you, by all means let your freak flag fly. Seriously.)
I have no way of knowing for sure, but changing how I dressed — and in a larger sense, tempering some of the attitude I displayed — would likely have helped me get promoted sooner. For a long time I didn’t look the part, didn’t act the part… and I’m sure that made me a less attractive candidate.
But that’s just what I think; what’s more interesting is what you think about fitting in and conforming. How has the way you look or dress affected your career?
Russian Gamer Brothers Are the Newest Hidden Billionaires
Russian-born Igor and Dmitry Bukhman are seeking growth to challenge Tencent and Activision.
Almost two decades ago, in a remote Russian city best known for its butter and linen, two brothers shared a bedroom and a Pentium 100-powered computer they used to code their first game.
Wall Street wants a piece of what they’ve built since.
Playrix has met with some of the biggest banks “and visited their skyscrapers,” said Dmitry Bukhman, 34, citing meetings with dealmakers at Goldman Sachs Group Inc. and Bank of America Corp. For now, though, “we are focused on growing the business.”
He and Igor Bukhman, 37, are the brains behind Playrix Holding Ltd., the creator of popular games similar to Candy Crush, including Fishdom and Gardenscapes, with more than 30 million daily users from China to the U.S. and annual sales of $1.2 billion, according to Newzoo. That makes the company one of the top 10 iOS and Google Play app developers by revenue, data from researcher AppAnnie show, putting Playrix in the same league as Tencent Holdings Ltd., NetEase Inc. and Activision Blizzard Inc.
Today, each brother is worth about $1.4 billion, according to the Bloomberg Billionaires Index. They haven’t previously appeared in a global wealth ranking.
Their road to riches started in 2001 in the city of Vologda, almost 300 miles (483 kilometers) north of Moscow, where Igor learned from a university professor that he could sell software online. He decided to try with Dmitry, who was still in high school at the time.
“We had no experience, no business understanding whatsoever—everything we could imagine was writing games,” Igor said.
The U.S. is Playrix’s biggest market, followed by China and Japan, the brothers said in a recent interview in Tel Aviv, where they spend some of their time. The two remotely manage about 1,100 employees, including personnel at its Ireland headquarters and developers in Russia, Ukraine and Belarus.
“For $3 billion we won’t sell”
The brothers’ first product was a game akin to Xonix in which players must use a cursor to open pieces of a hidden picture before being struck by flying balls. They wrote it during a summer break and generated $60 in the first month and later $100 a month, about half of the average salary in Vologda.
“We thought, ‘If one game makes $100, we can write several dozen of them and make a lot of money,”’ Igor said.
Their second game, featuring an animated character designed by an outsourced artist, brought in $200 a month. Their copycat of Tetris brought in $700 a month, but the brothers shut that down after learning that the game was protected by a license. In 2004, when the business reached $10,000 of monthly revenue, they registered a legal entity, rented space for an office in the basement of a book warehouse and hired other staff to accelerate production.
In the early years, they sold casual games through sites such as majorgeeks.com or download.com, before moving to bigger platforms like Yahoo! and AOL. Then, within the past decade, games started moving first to Facebook and then smartphones. Many of them were available for free, with users paying only for certain in-game features.
Playrix makes most of its money from in-app purchases and the brothers mostly shun advertising, which detracts from the user experience. Ads generate less than 3 percent of revenue, Dmitry said.
“It was a major challenge for us to switch to developing free-to-play games—that’s totally different DNA,” Dmitry said. “Free-to-play games aren’t games that you develop, release and move on to making another one. They are services that need to be supported constantly as users are waiting for regular updates.”
Playrix succeeded in this transition, achieving worldwide recognition over the past three years with Gardenscapes and its sequel, Homescapes, a new variety of match-3 puzzle in which a player completes rows of at least three elements to pass levels and progress through an animated storyline—in this case, helping a butler named Austin renovate a house with a garden.
“Austin engages in dialog with you, you help him to select ways to decorate the mansion, you dive into the history of this character and become related with him,” Dmitry said. “This genre variety we introduced—match-3 with meta game—became very successful, and other companies started copying us.”
“Playrix is certainly responsible for the first major innovation in the match-3 genre since King Digital Entertainment Plc seemingly had the market locked down with Candy Crush,” said Newzoo analyst Tom Wijman. “Playrix managed to add a layer of complexity and ‘meta game’ to the match-3 genre without driving away casual mobile players.”
The company employs several full-time script writers who work on Austin’s dialog, and it’s always improving the games, Dmitry said.
“It’s like apps, like Spotify—people can use them for years,” he said. “More and more people are getting accustomed that it’s perfectly normal. Why not pay $5 to get pleasure from playing a game on a smartphone rather than watching videos or listening to music?”
While Playrix hasn’t introduced a new title since 2017, the company recently acquired several gaming studios to expand into new genres, Igor said, declining to disclose which studios until it releases games developed by them later this year.
Successful titles attract whales. Activision Blizzard acquired King Digital in 2015 for $5.9 billion, and a year later Tencent led investors in an $8.6 billion deal to acquire a majority stake in “Clash of Clans” maker Supercell Oy.
Could Playrix be next? In February, the Information reported that it could be sold for $3 billion, citing Chinese firms iDreamSky Technology Holdings and FunPlus Game Co. as potential suitors.
The brothers dismissed the report.
“For $3 billion we won’t sell,” Dmitry said with a smile, while acknowledging that Playrix had been discussing strategic options as recently as last year, noting its meetings with Wall Street banks.
Their goal, for now, is to become a “top-tier gaming company,” that rivals Activision Blizzard and Electronic Arts in the West, and NetEase Inc. and Tencent in China, Igor said.
“We want to grow as big as they are, using developer talent from our region—the former USSR and Eastern Europe,” he said.
There’s no magic number that would compel the Bukhmans to sell the company, because they say money is secondary to doing what they love.
“Some may think that when you have a lot of money, everything becomes different and more interesting, you start doing different things,” Dmitry said. “But no. We just keep working.”
KPMG RELOCATING IN STAMFORD, ADDING 110 JOBS
KPMG LLP plans to add 110 jobs over the next five years in a new Stamford office.
The audit, tax and advisory firm recently signed a long-term lease and plans to renovate space in the former UBS building at 677 Washington Boulevard, which it expects to occupy next spring. KPMG has had a presence in Stamford for nearly 40 years, where it currently employs 315 professionals at its location at 3001 Summer St. The firm’s Hartford office has 231 employees.
“KPMG’s commitment to growing its operations and creating jobs in Connecticut is a testament to our top-notch workforce and unbeatable quality of life,” Gov. Dannel Malloy said. “It is an encouraging sign that world-class companies are continually choosing to set up or expand operations in our state.”
The Connecticut Department of Economic and Community Development is supporting the business expansion in Stamford with a $3 million grant in arrears for leasehold improvements, equipment and other project-related costs. Portions of the grant will be released when certain job-creation milestones are met.
THE 7 MOST IN-DEMAND TECH JOBS FOR 2018
The 7 most in-demand tech jobs for 2018
CIO | Jun 6, 2018
From data scientists to data security pros, the battle for the best in IT talent will wage on next year. Here’s what to look for when you’re hiring for the 7 most in-demand jobs for 2018 — and how much you should offer based on experience.
Source: Computer World
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