The Defining Decade. Мэг Джей
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Название: The Defining Decade

Автор: Мэг Джей

Издательство: Ingram

Жанр: Личностный рост

Серия:

isbn: 9781782114932

isbn:

СКАЧАТЬ she was one of the most personable clients I have ever had. Her college career was imperfect, but Helen had all the pieces of identity capital that don’t go on a résumé. She was socially adept. She was an excellent communicator with a quick wit. She was a hard worker. I felt sure that if Helen got herself to the interview, her personality would take it from there.

      Helen and the hiring manager had easy conversations about pre-med and freelance photography, and about the fact that his wife had also majored in art at Helen’s school. Two weeks later, Helen started at the animation company. After six months, she moved from floating to “a desk.” Then, a movie director spent a few weeks at Helen’s office, only to decide Helen would make an ideal cinematography assistant. She was brought to Los Angeles, where she now works on movies. This is what she says about her twenties, about the pieces of identity capital that are helping her now:

      I would never have believed it, and it’s probably not the best thing to tell someone still in school, but seriously not one person has asked for my GPA since I graduated. So unless you are applying to grad schools, yeah, everyone was right, no one cares. Nor do they care if you did the “wrong” major.

      I think about my parents’ question: “What are you going to do with your art major?” It makes no sense to me now. No one I know really knew what they wanted to do when they graduated. What people are doing now is usually not something that they’d ever even heard of in undergrad. One of my friends is a marine biologist and works at an aquarium. Another is in grad school for epidemiology. I’m in cinematography. None of us knew any of these jobs even existed when we graduated.

      That’s why I wish I had done more during my first few years out of college. I wish I had pushed myself to take some work leaps or a wider range of jobs. I wish I had experimented—with work—in a way I feel I can’t right now at almost thirty. I felt a lot of internal pressure to figure it out, but all the thinking I did was really debilitating and unproductive. The one thing I have learned is that you can’t think your way through life. The only way to figure out what to do is to do—something.

      Whenever I hear from Helen, I think about how different her life might be now if she had gone to work at the coffee shop. Her fun and carefree underemployment would probably quickly have become a depressing and alienating experience, one that might have dragged on longer than expected just as other twentysomethings were going to, say, work in digital animation.

      She wouldn’t have been at the coffee shop forever, of course. But she also would not have been swooped up by a director, because any director ordering coffee from her would have seen her as a clerk, not as someone who might be relevant to the film industry. On it would go from there. Five or ten years later, the difference between coffee-shop Helen and digital-animation Helen could be remarkable. Sadly remarkable. Helen’s life got going when she used the bits of capital she had to get the next piece of capital she wanted—and it didn’t hurt that she and the hiring manager’s wife shared the same alma mater.

      That’s almost always the way it works.

       Weak Ties

       [Those] deeply enmeshed in [a close-knit group] may never become aware of the fact that their lives do not actually depend on what happens within the group but on forces far beyond their perception.

      —Rose Coser, sociologist

       Yes is how you get your first job, and your next job, and your spouse, and even your kids. Even if it’s a bit edgy, a bit out of your comfort zone, saying yes means you will do something new, meet someone new, and make a difference.

      —Eric Schmidt, executive chairman of Google

      A few summers ago, a big box showed up at my house. The return address on the label was a major publishing house in New York City. The box was addressed to me.

      I was prepping two courses for the fall and had ordered some textbooks to look over but, when I opened the box, I found not textbooks but about a hundred paperback books—some fiction, some nonfiction, some academic, some popular. The invoice inside listed the name of an editor. I put the box of books in the middle of my dining-room table and friends who came to the house would ask about it: How did I find time to do so much reading? Had I lost my mind? No one found my explanation of “it came in the mail and I don’t know why” very satisfying.

      After some time, I made an attempt to follow up. I e-mailed the editor on the invoice to let her know I might have a box intended for her. She discovered the books were sent to me in error but said to enjoy them. I thanked her, and we exchanged a couple of e-mails about choosing textbooks. Some months later, she asked if I would be interested in writing an instructor’s guide for a book she was editing; I said sure. At the next barbecue at my home, the big box of books was still on the dining-room table. I told friends to please take home whatever titles looked appealing. It made a good story.

      About a year after the box of books arrived, I started to want to write a book of my own. My private practice and classes were filled with twentysomethings who sincerely wanted, and needed, help moving forward. I envisioned a book that pulled together what I knew about the twenties from teaching and research and clinical work, a book twentysomethings anywhere could read.

      I borrowed a sample book proposal from a distant colleague, and I went to work on the project in my spare hours. When I finished the proposal, I asked the editor whose books I had accidentally received if she would give me her impressions. She read it and quickly introduced me to interested parties. Soon, the book had a publisher. I had never met the editor with the box of books or the publisher who ultimately acquired my book. I had only once met the colleague whose proposal I used as a model. No one had any reason to give me preferential treatment and, business is business, so no one did. This book, like most things in adulthood, came to be because of what is called the strength of weak ties.

       The Strength of Weak Ties

      The urban tribe is overrated. For the past decade or so, there has been much talk about the urban tribe, or the makeshift family that has come to the fore as twentysomethings spend more years on their own. Sitcoms and movies tout the value of the tribe, the fun of having a place to go with that store-bought pumpkin pie when we can’t make it “home-home” for Thanksgiving, how nice it feels to have a group to call our own.

      Without a doubt, these friends play a crucial, supportive role for many twentysomethings, and they provide lots of good times. Essentially the college buddies of the twentysomething years, the urban tribe, are the people we meet up with on the weekend. They give us rides to the airport. We vent about bad dates and breakups over burritos and beer.

      With all the attention paid to the urban tribe, however, many twentysomethings have limited themselves to huddling together with like-minded peers. Some are in almost constant contact with the same few people. But while the urban tribe helps us survive, it does not help us thrive. The urban tribe may bring us soup when we are sick, but it is the people we hardly know—those who never make it into our tribe—who will swiftly and dramatically change our lives for the better.

      In work that predates Facebook by more than twenty-five years, sociologist and Stanford professor Mark Granovetter conducted one of the first and most famous studies of social networks. Granovetter was curious about how networks foster social mobility, about how the people in our lives lead to new opportunities. Surveying workers in a Boston suburb who had recently changed jobs, Granovetter found it wasn’t close friends and family—presumably those most invested in helping—who were the most valuable during the job hunt. Rather, more than three-quarters of new jobs had come from leads from contacts who were seen only “occasionally” or “rarely.” This finding led Granovetter to СКАЧАТЬ