“Lean In,” by Sheryl Sandberg
Chapter Four: “It’s a Jungle Gym, Not a Ladder”
The title of this chapter was taken from a quote by Fortune Magazine editor Pattie Sellers, who said “Careers are a jungle gym, not a ladder.” When we talk about“climbing the corporate ladder,” we’re referring to an upward only strategy that leads directly from to promotion to promotion within the same company. Today’s careers are not shaped that way. A quote in the book from the Bureau of Labor Statistics states that “As of 2010, the average American had eleven jobs from the ages of eighteen to forty-six alone.” Many of those jobs involve difficult choices, sideways moves, unexpected changes in employer, changes in location, etc.
Here’s Sandberg’s take on the jungle gym metaphor: “Jungle gyms offer more creative exploration. There’s only one way to get to the top of a ladder, but there are many ways to get to the top of a jungle gym. The jungle gym model benefits everyone, but especially women who might be starting careers, switching careers, getting blocked by external barriers, or reentering the workforce after taking time off. The ability to forge a unique path with occasional dips, detours, and even dead ends presents a better chance for fulfillment. Plus, a jungle gym provides great views for many people, not just those at the top.”
In this chapter, Sandberg advocates having both a long-term and a shorter-term (18 month) plan. She says that the long-term plan can be quite vague. Sandberg herself “hoped to change the world.” She also mentions a piece of job advice that Google’s CEO gave her when she was debating whether or not to take a job with his company. He told her that “only one criterion mattered when picking a job – fast growth.” She found his advice true for her. She rephrases it “to seek out positions where there is high demand for” your skills. Sandberg winds up this chapter by emphasizing the importance of learning new skills; taking risks; and advocating for the recognition you deserve, like promotions.
Though there is nothing wrong with this chapter, I find myself singularly uninspired. Whereas the previous chapters inspired me, made me feel that she understood my internal struggles, and gave me hope that positive advice would be forthcoming; this chapter seemed like a clever title chosen to wrap up vague advice that was already more than adequately alluded to in the previous chapters. If I had been the editor, I would have wrapped this chapter up into one of the earlier ones.
Again, I hope that the next chapters give me more substantive advice on which to base future career decisions.
Photo credit: http://joshuawo.tumblr.com/ and Parentdish.com / corbis
Chapter Four: “It’s a Jungle Gym, Not a Ladder”
The title of this chapter was taken from a quote by Fortune Magazine editor Pattie Sellers, who said “Careers are a jungle gym, not a ladder.” When we talk about“climbing the corporate ladder,” we’re referring to an upward only strategy that leads directly from to promotion to promotion within the same company. Today’s careers are not shaped that way. A quote in the book from the Bureau of Labor Statistics states that “As of 2010, the average American had eleven jobs from the ages of eighteen to forty-six alone.” Many of those jobs involve difficult choices, sideways moves, unexpected changes in employer, changes in location, etc.
Here’s Sandberg’s take on the jungle gym metaphor: “Jungle gyms offer more creative exploration. There’s only one way to get to the top of a ladder, but there are many ways to get to the top of a jungle gym. The jungle gym model benefits everyone, but especially women who might be starting careers, switching careers, getting blocked by external barriers, or reentering the workforce after taking time off. The ability to forge a unique path with occasional dips, detours, and even dead ends presents a better chance for fulfillment. Plus, a jungle gym provides great views for many people, not just those at the top.”
In this chapter, Sandberg advocates having both a long-term and a shorter-term (18 month) plan. She says that the long-term plan can be quite vague. Sandberg herself “hoped to change the world.” She also mentions a piece of job advice that Google’s CEO gave her when she was debating whether or not to take a job with his company. He told her that “only one criterion mattered when picking a job – fast growth.” She found his advice true for her. She rephrases it “to seek out positions where there is high demand for” your skills. Sandberg winds up this chapter by emphasizing the importance of learning new skills; taking risks; and advocating for the recognition you deserve, like promotions.
Though there is nothing wrong with this chapter, I find myself singularly uninspired. Whereas the previous chapters inspired me, made me feel that she understood my internal struggles, and gave me hope that positive advice would be forthcoming; this chapter seemed like a clever title chosen to wrap up vague advice that was already more than adequately alluded to in the previous chapters. If I had been the editor, I would have wrapped this chapter up into one of the earlier ones.
Again, I hope that the next chapters give me more substantive advice on which to base future career decisions.
Photo credit: http://joshuawo.tumblr.com/ and Parentdish.com / corbis
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