Career Empowerment Playbook
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
GLOBAL FINANCE<br />
<strong>Career</strong> <strong>Empowerment</strong> <strong>Playbook</strong><br />
TM
CAREER EMPOWERMENT<br />
You are smart, talented, and driven — a vital part of<br />
a high-performing team that makes Expedia Group<br />
a powerhouse. We are only as strong as the sum of<br />
our parts, and we want you to feel empowered to<br />
continue your career journey with Expedia Group.<br />
“The best way<br />
to predict the<br />
future is to<br />
create it.”<br />
— Abraham Lincoln<br />
This <strong>Career</strong> <strong>Empowerment</strong> <strong>Playbook</strong> was designed<br />
for you. Think of it as a tool on your self-guided career<br />
adventure at Expedia Group — a way to focus your<br />
energy and help you identify your own path. We hope<br />
it will inspire you to challenge yourself in new ways; and<br />
no matter what you’re working on, help you feel a little<br />
more part of a larger community that is Global Finance.
TABLE OF CONTENTS<br />
CHAPTER 1: Building Your <strong>Empowerment</strong> Plan 1<br />
It Starts with Mindset......................................................3<br />
Using the <strong>Career</strong> <strong>Empowerment</strong> Tools........................4<br />
Elements of Finance Leadership..................................5<br />
Shades of Development...............................................6<br />
Financial and Operation Steward............................7<br />
Excellent Communicator..........................................9<br />
Innovative Thinker....................................................11<br />
High Impact and Influence.....................................13<br />
Courageously Curious.............................................15<br />
Identifying Opportunities.............................................17<br />
Track, Reflect and Reassess........................................19<br />
CHAPTER 4: Resources 39<br />
Guiding Principles.........................................................40<br />
Who is Global Finance?..............................................41<br />
Where is Global Finance?...........................................43<br />
<strong>Career</strong> Resources and Inspirations............................45<br />
CHAPTER 2: Making a People Plan 21<br />
Everyone Can Have a Dream Team.........................23<br />
Are You Ready for a Mentor.......................................24<br />
Asking Someone to be your Mentor..........................25<br />
Give Yourself a Coffee Quota....................................26<br />
How Does a Coffee Quota Work...............................27<br />
CHAPTER 3: Maximizing Current Opportunities 28<br />
Maximize Your Role......................................................29<br />
Become a Person Who Craves Feedback...............31<br />
Start Giving Thoughtful Feedback.............................32<br />
Conversations with you Manager..............................33<br />
Maximize Time with your Manager............................34<br />
On the Job Learning....................................................35<br />
Expedia Group Promotions.........................................37
CHAPTER 1:<br />
Building Your<br />
<strong>Empowerment</strong> Plan<br />
“Dreams are<br />
extremely<br />
important.<br />
You can’t do<br />
it unless you<br />
imagine it.”<br />
— George Lucas<br />
1 2
IT STARTS WITH MINDSET<br />
This is your career, your journey and your life. Don’t<br />
shortchange yourself by taking the path of least<br />
resistance or the next logical step. Make your career an<br />
adventure by taking these first initial steps:<br />
• Be curious. Global Finance is a vast arm of the business.<br />
It is very likely there is still a lot for you to learn<br />
and plenty of opportunities to consider.<br />
• Be prepared to invest time. An inspired career<br />
requires a lot of work and intention. A good manager<br />
will show you support, but you will be doing<br />
the heavy lifting with self-development, networkbuilding,<br />
and creative thinking.<br />
• Be courageous. This model may help you identify<br />
the walls of your comfort zone, but ultimately you<br />
will have to find the courage to push them.<br />
• Be open. There are no silver bullets. Some of this<br />
content might resonate with you and some might<br />
not. Like you, this material is a work in progress, so<br />
please share your feedback and ideas.<br />
• Enjoy the process!<br />
USING THE CAREER EMPOWERMENT TOOLS<br />
1. Design your vision for the future in a <strong>Career</strong><br />
<strong>Empowerment</strong> Workshop using the <strong>Career</strong><br />
<strong>Empowerment</strong> Workbook (separate packet).<br />
2. Use the <strong>Career</strong> <strong>Empowerment</strong> tools to identify your<br />
focal points for the next 6-12 months.<br />
a. The Elements of Finance Leadership (Page 6)<br />
help you to understand which Finance-specific<br />
traits to develop.<br />
b. The Shades of Development (Pages 7 – 17)<br />
elaborate on what each of these look like at<br />
various phases of development.<br />
c. The Self-Assessment Tool (separate handout)<br />
helps you track where you are on the spectrum<br />
of development. There is also space for you to<br />
collect an external opinion from a manager,<br />
mentor, or trusted colleague. Have this available<br />
as you read through the <strong>Playbook</strong>.<br />
d. Use this <strong>Playbook</strong> for inspiration, suggestions,<br />
and supplemental information to help with your<br />
career adventure.<br />
3. Pull it all together in an Action Plan in the <strong>Career</strong><br />
<strong>Empowerment</strong> Workshop using the <strong>Career</strong><br />
<strong>Empowerment</strong> Workbook.<br />
4. Track, reflect, and reassess (Page 20).<br />
3 4
ELEMENTS OF FINANCE LEADERSHIP<br />
The Elements of Finance Leadership wheel represents<br />
the key traits and attributes that, in conjunction with<br />
Expedia Group Guiding Principles (Page 41), make a<br />
great Finance leader.<br />
Courageously<br />
Curious<br />
High Impact<br />
& Influence<br />
Innovative<br />
Thinker<br />
Financial &<br />
Operational<br />
Steward<br />
Excellent<br />
Communicator<br />
SHADES OF DEVELOPMENT<br />
The following pages break down the Elements of<br />
Finance Leadership. Each element is aligned to a<br />
development spectrum – learning, applying, teaching,<br />
and mastering. These spectrums are represented by<br />
different shades of color.<br />
Along with the Self-Assessment Tool, the Shades of<br />
Development are intended to help you identify areas<br />
of strength and opportunity. Do not expect to be fully<br />
developed in every competency. We all have areas of<br />
focus or potential continued development. That is part<br />
of what makes lives and careers unique.<br />
Place the letter “X” on each element in the Self-<br />
Assessment Tool to track where you are today in each<br />
element. There is a dotted-line through the center of<br />
each so that you can ask your manager, mentor, or<br />
trusted colleague to help assess where you might be.<br />
Differences of opinion may be revealing and help<br />
identify areas where you may want to focus, especially<br />
if you are able to seek a variety of perspectives. At the<br />
very least, these deltas inspire fruitful discussion, so have<br />
your notebooks ready.<br />
5 6
SHADES OF DEVELOPMENT<br />
FINANCIAL AND OPERATION STEWARD<br />
You seek to discover what already works well at<br />
Expedia Group and what best practices look like. Meet<br />
deadlines and strive to produce high quality work.<br />
Make connections between your work and the bigger<br />
picture so you can thoroughly understand your piece in<br />
the equation.<br />
You maintain effectiveness while adding efficiencies.<br />
Always look for opportunities to streamline and improve<br />
systems. Collaborate within your team, but also bring<br />
together less obvious connections. You demonstrate<br />
high quality work and think holistically about business<br />
decisions.<br />
You hire and lead teams that are highly capable and<br />
results-driven. You share your learnings with the team,<br />
but also other teams cross-functionally. You can evaluate<br />
and make decisions that translate to balanced<br />
risks. Foresee challenges and build mitigation plans. You<br />
are an expert in your field.<br />
You are a constant force forward and a trusted business<br />
guide. Your financial analysis mastery is unparalleled.<br />
You have a complete end-to-end vantage of<br />
value drivers and know how to allocate resources to<br />
increase value. You are a champion for developing<br />
and maintaining systems and processes that are efficient<br />
and effective.<br />
Learn<br />
Apply<br />
Teach<br />
Master<br />
7 8
SHADES OF DEVELOPMENT<br />
EXCELLENT COMMUNICATOR<br />
Dare to ask the stupid question. Actively seek feedback.<br />
Take ownership of your mistakes. Communicate<br />
well across any medium. Seek opportunities to become<br />
a better communicator. You are an active participant<br />
in everything you do. Your listening skills are a strength,<br />
as you champion “One Team, Group First.”<br />
Share complex ideas and concepts in a consumable<br />
way. Present and influence. Dare to edit your boss’<br />
work. Share your mistakes and learnings so that other<br />
people don’t make the same mistakes. Collaborate<br />
with a variety of people.<br />
Learn<br />
Apply<br />
There is no “this is beyond my pay grade” mentality. Set<br />
clear and high-quality standards and take responsibility<br />
for your team. Work well with anyone and resolve<br />
conflicts with minimal noise. Adapt messages and<br />
complexity to the appropriate audience. Have executive<br />
presence and persuade key stakeholders.<br />
You can influence, tell stories and communicate the<br />
complex in simple terms. Demonstrate a unique blend<br />
of humility and will. Communicate an inspired vision<br />
that captures attention. Cultivate a culture that encourages<br />
direct conversation and admitting mistakes.<br />
Teach<br />
Master<br />
9 10
SHADES OF DEVELOPMENT<br />
INNOVATIVE THINKER<br />
Seek inspiration and role models. Be flexible and learn<br />
to welcome change. Build a diverse and eclectic<br />
network.<br />
Learn<br />
Propose creative ideas and take safe risks. Challenge<br />
your comfort zone. Ask yourself: what’s another way<br />
to think about this challenge? Be comfortable with the<br />
uncomfortable. Constantly be learning new things.<br />
Apply<br />
Encourage blue-sky thinking and out-of-the-box ideas.<br />
Provide inspirations for your team that may not be<br />
obvious. Allow for, and even encourage, wild ideas, but<br />
balance that by teaching to vet an idea quickly.<br />
Teach<br />
You always challenge the status quo. Test new ideas<br />
in high velocity methods. Target areas with platform<br />
impacts and strive to make positive change. Cultivate<br />
a culture that rewards safe risks and creative problem<br />
solving.<br />
Master<br />
11 12
SHADES OF DEVELOPMENT<br />
HIGH IMPACT AND INFLUENCE<br />
Soak up as much as you can. Attend every Expedia<br />
Group and Global Finance Town Hall. Listen to Earnings<br />
Reports. Read about the company in media. Meet<br />
people from other brands and departments.<br />
Learn<br />
Have a firm grasp on what you do, what your brand<br />
does, and what Expedia Group offers in relation to<br />
competitors. Whenever you meet someone new, ask<br />
questions until you understand their piece in the larger<br />
puzzle.<br />
Apply<br />
Allow others to have enough ownership to stretch their<br />
abilities. Make sure that anyone on your team could<br />
speak confidently to the vision and plan. Help others<br />
make connections outside of silos.<br />
Teach<br />
You are a holistic business stakeholder with influence<br />
across Expedia Group.<br />
Master<br />
13 14
SHADES OF DEVELOPMENT<br />
COURAGEOUSLY CURIOUS<br />
Try new things. Ask thoughtful questions. Try to<br />
understand where others are coming from and seek<br />
to understand ‘the why.’ Request feedback.<br />
Learn<br />
Seek less obvious connections. Exercise vulnerability and<br />
empathy. Know and acknowledge your weaknesses.<br />
Celebrate the process as much as the outcome.<br />
Acknowledge the thoughts and feelings of others.<br />
Give thoughtful and constructive feedback.<br />
Apply<br />
Demonstrate humility and humanity. Seek to fully<br />
understand the people you interact with at work and<br />
how to inspire them to do their best. Find ways to<br />
expose yourself and others to new concepts.<br />
Teach<br />
Your strong bias to action drives high velocity learnings<br />
and continuous improvement. Build a culture of diversity,<br />
risk-taking, vulnerability, trust, humility, and honesty.<br />
Lead by example. Empower others to be honest in<br />
mistakes and shortcomings by creating a safe, growthoriented<br />
space.<br />
Master<br />
15 16
IDENTIFYING OPPORTUNITIES<br />
The overlap between your career vision and Expedia<br />
Group opportunities is a sweet spot. Focusing here will<br />
act as a force multiplier for making your vision a reality.<br />
Your Vision<br />
Opportunities<br />
Expedia Group<br />
Business Needs<br />
“If your dreams<br />
don't scare you,<br />
they aren't big<br />
enough”<br />
— Ellen Johnson Sirleaf<br />
Stuck?<br />
• Look to OKRs to learn what other teams are doing.<br />
• Invite someone to coffee. Tell them what skills you<br />
are trying to develop and ask them to help brainstorm<br />
ideas that would also benefit the business.<br />
• This is an excellent topic for a 1:1 with your manager.<br />
17<br />
18
TRACK, REFLECT AND REASSESS<br />
Block a few hours each quarter to reflect and reassess.<br />
Review your vision, track objectives, evaluate progress,<br />
and plan your next quarter. Once you have a good<br />
sense of this, discuss it with your manager and anyone<br />
else who may want to partner on or support your<br />
ambitions.<br />
Find a peaceful place, grab a notebook, and ask<br />
yourself:<br />
• Where am I compared to the plan?<br />
• What have I learned?<br />
• Does this still feel like the right vision?<br />
19<br />
20
“You are the average<br />
of the five people<br />
you spend the most<br />
time with.”<br />
— Jim Rohn<br />
CHAPTER 2:<br />
MAKING A<br />
PEOPLE PLAN<br />
21 22
EVERYONE CAN HAVE A DREAM TEAM<br />
Do not underestimate the influence of the people<br />
around you. Their habits, ambitions, energy, and<br />
outlook will directly impact yours. Surround yourself with<br />
people who you want to be like and you can learn<br />
from.<br />
Ask yourself:<br />
• Who will hold me accountable?<br />
• Who can I partner with?<br />
• Who will I call when I want to give up?<br />
• Who can I learn from?<br />
• Who do I not know yet, but need to know?<br />
Now, contact them.<br />
ARE YOU READY FOR A MENTOR<br />
People often ask how to find a mentor. Initial effort<br />
to build intention around what you want in a mentor<br />
relationship can make a significant difference in the<br />
likelihood of attracting the right mentor and the experience<br />
for both of you.<br />
• What do you want to gain from having a mentor? It<br />
can be overwhelming to mentor someone without a<br />
clear objective. Give real thought to why you need<br />
a mentor. Common mentorship benefits include:<br />
• Fresh or unique perspectives<br />
• Support on a specific goal<br />
• Feedback on ideas<br />
• Who do you admire and why? Don’t look for one<br />
perfect person; think of traits or attributes that you<br />
admire.<br />
• Have you done the ground work? Don’t get a mentor<br />
to teach you something new. Learn as much as<br />
you can by volunteering, reading, discussing with<br />
peers, listening to podcasts, informational interviews,<br />
etc. Then, once you have specific areas you’re<br />
working on, you’re ready for a mentor.<br />
23 24
ASKING SOMEONE TO BE YOUR MENTOR<br />
• Lead with flattery. “I have always admired your<br />
approach to . I leave our meetings<br />
inspired.”<br />
• Be specific about what you are working on. “I’m<br />
working on trying<br />
to gain as much experience as possible <br />
and I’m reading as much as I can get my hands<br />
on, but I’m hoping you will be able to provide me<br />
with periodic guidance and suggestions when I get<br />
stuck.”<br />
• Suggest a cadence and make it convenient for<br />
them. “I’d like to meet with you for an hour each<br />
month for the next six months. Is there a location<br />
and time that work best? I want to make it as easy<br />
as possible for you and the coffee is my treat.”<br />
MAKE IT A GREAT EXPERIENCE<br />
GIVE YOURSELF A COFFEE QUOTA<br />
Being curious about new people can change your<br />
life. Intimidating as it may seem, the easiest and most<br />
universal way to do this is to invite someone new to<br />
. Why?<br />
• You will gain better understanding of the business.<br />
• You can more quickly make connections that can<br />
save you days, weeks, months or even years of<br />
effort.<br />
• You will become more valuable to your team and in<br />
your current role.<br />
• You might gain perspective on what roles, traits, or<br />
skills you want to build.<br />
• You will probably even have fun.<br />
• Always send a brief agenda before your meetings<br />
with topics you’d like to cover.<br />
• Always send a thank you note. Let them know<br />
they’re making positive impact.<br />
• Always show up early and be respectful of their time<br />
by adhering to the end time you suggested.<br />
25 26
HOW DOES A COFFEE QUOTA WORK<br />
1. Determine a reasonable amount of coffees to have<br />
based on your bandwidth. Sometimes that’s one per<br />
month, and sometimes it’s one per week. You will<br />
know best. Make it a number and write it down like<br />
any other goal.<br />
2. Brainstorm! What kind of people do you want to<br />
meet and what would you like to learn?<br />
3. Ask. For some this might be an intimidating step;<br />
consider it your act of bravery for the day. It will get<br />
easier.<br />
4. Come prepared with questions. Some universal<br />
questions that tend to lead to good conversation:<br />
• What are you working on?<br />
CHAPTER 3:<br />
MAXIMIZING CURRENT<br />
OPPORTUNITIES<br />
• What are you passionate about?<br />
• What are your biggest challenges?<br />
• What are you trying to learn more about?<br />
5. If they mention something you’re curious about —<br />
follow that. Ask their favorite books/podcasts/<br />
articles on the subject. Ask who else you should<br />
talk to.<br />
6. Send a quick thank you email. Share an insight you<br />
gained from them and thank them for their time.<br />
27<br />
28
MAXIMIZE YOUR ROLE<br />
No matter who you are, no matter what you do, there<br />
is always something more to learn. It is important to look<br />
ahead, but do not forget to look around you. Have<br />
you really made the most of the opportunities in your<br />
current role?<br />
• Ask yourself: If I was really committed to making<br />
the most of this role, this stage of my life, and this<br />
company, what would I do or how would I act<br />
differently?<br />
• Keep an ongoing list of potential projects, improvements,<br />
or curiosities. Even if you do not have the<br />
bandwidth now, you will have a good list to choose<br />
from for the slower cycles.<br />
• Meeting new people is one of the best ways to stay<br />
engaged, learn something new, and feel connected.<br />
Challenge yourself to ask someone new to<br />
coffee every week.<br />
“We all need<br />
people who<br />
will give us<br />
feedback.<br />
That is how<br />
we improve.”<br />
— Bill Gates<br />
29<br />
30
BECOME A PERSON WHO CRAVES FEEDBACK<br />
One of the most powerful ways to improve is to get<br />
feedback. Think of anything that you do well now. If<br />
you are like most people, you were not born with that<br />
skill, but you got better by making mistakes, getting<br />
ideas/advice/coaching when you were stuck, and<br />
continuing to practice. Make it clear to the people<br />
around you that you want to keep learning, growing,<br />
and improving. Let them know that they can support<br />
you by helping you to see opportunities to improve.<br />
HOW TO ASK FOR FEEDBACK:<br />
• Solution generating: “I’m trying to improve my<br />
abilities. Do you have ideas for how I might<br />
go about that?/Where I might practice that?/Who I<br />
might look to as a role model for that?”<br />
• Broad: “From what you’ve seen working closely with<br />
me, what skill or trait could I improve that would<br />
have the most significant impacts on the quality of<br />
my work?”<br />
• Specific: “I’m working on my abilities. Could<br />
you do me a favor and watch for things I could do<br />
better in our meeting next week?”<br />
START GIVING THOUGHTFUL FEEDBACK<br />
The best style for giving feedback is the style that resonates<br />
for the recipient. Are they direct? Do they need a<br />
little padding? Do they want feedback at certain times,<br />
but not at others? The best way to find out is to ask.<br />
Remember, not all feedback is constructive. A healthy<br />
feedback relationship acknowledges what they are<br />
doing well as well as what they can do better.<br />
TYPES OF FEEDBACK:<br />
• Broad: “I’ve been thinking a lot about the importance<br />
of feedback and it occurred to me that I<br />
don’t know your style very well. How/when do you<br />
like to receive feedback?”<br />
• Specific: “Is there anything that you are particularly<br />
trying to improve that I should focus my feedback<br />
on?”<br />
• Realtime: “Are you open to feedback right now?”<br />
Timing matters and sometimes people aren’t in the<br />
right headspace for feedback. If someone isn’t<br />
open to feedback in the moment, they will almost<br />
always circle back and ask for the feedback later.<br />
31 32
CONVERSATIONS WITH YOU MANAGER<br />
Checking in with your manager on a regular basis is an<br />
important step on the path to career empowerment.<br />
Remember your unique career path is yours to drive,<br />
but help your manager know how to support your<br />
ambitions and develop skills.<br />
Make sure you:<br />
1. Plan ahead. Spend time thinking about what your<br />
vision is for your career before your manager asks<br />
you. It is much easier to answer “What do you want<br />
to do next?” if you’ve given it some thought. A wish<br />
list or a personal professional development plan<br />
gives you something to work towards.<br />
2. Schedule time. Don’t try to cram a career or development<br />
discussion into your regular 1:1 meetings.<br />
Set aside additional time at the end of a meeting,<br />
or set up a separate time for this discussion. Make<br />
sure they know that it is on the agenda.<br />
3. Share your thoughts. It’s important to be transparent<br />
with your manager about what you want. If you<br />
have particular areas of interest or passions you’d<br />
like to investigate, let them know and work out ways<br />
to help develop your skills in these areas.<br />
4. Be accountable. Make sure you and your manager<br />
have a plan or timeline for regular check ins.<br />
MAXIMIZE TIME WITH YOUR MANAGER<br />
Being a people manager is challenging, but almost<br />
everyone genuinely wants to be good at it – give your<br />
manager the benefit of the doubt and recognize that<br />
they are not mind readers. Even if time with your manager<br />
is limited, there are ways to maximize that time,<br />
maintain a healthy relationship, and give each other<br />
support.<br />
1. Prepare<br />
Ask yourself: What outcomes do I need/want from<br />
this meeting? Ex: Inform, get feedback, ask for<br />
support, etc.<br />
2. Send an agenda<br />
Prioritizing the most important materials at the top<br />
and least at the bottom. This helps your manager<br />
know exactly what you plan to cover, helps you<br />
stay on track, and is a great foundation for a recap<br />
follow-up email. Let your manager add to the list if<br />
they have anything.<br />
3. Send a recap<br />
The recap should be succinct but cover what was<br />
discussed, decisions made (if any), and next steps.<br />
4. Check in<br />
Is this format/cadence/approach working for you?<br />
Be honest about what works or does not work for<br />
you. Relationships, organizations, and lives are<br />
constantly in flux; communication makes it easier<br />
to adapt.<br />
33 34
ON THE JOB LEARNING<br />
Making a lateral move to expand upon skills or knowledge<br />
considerably improves your marketability, and<br />
can expose you to new and exciting areas of opportunity.<br />
We believe our people can bring wisdom from<br />
other departments that will make a business stronger.<br />
Have you considered taking roles outside of the obvious<br />
career path? 70% of learning happens by doing. Be<br />
open to new skills and new roles that will expand your<br />
area of expertise. Here are some ideas:<br />
1. Short-term development assignments, such as:<br />
a. Covering a leave of absence<br />
b. Guest Auditor Program<br />
c. Earnings Tiger Team<br />
2. Contributing to an Expedia Group project that’s different<br />
to your day job. Examples in Global Finance<br />
include:<br />
a. <strong>Career</strong> <strong>Empowerment</strong> Tiger Team<br />
b. Communications and Collaborations Committee<br />
c. Awards Nominations Committee<br />
d. Wildcard: Make your own opportunity!<br />
“Life begins at<br />
the end of your<br />
comfort zone”<br />
— Neale Donald Walsch<br />
3. Volunteering in the Community:<br />
a. Get involved and make a positive contribution<br />
to one of the many different programs Expedia<br />
Group supports, or find your own.<br />
4. Relocate:<br />
a. One of the coolest perks of working for a global<br />
company is travel!<br />
35 36
EXPEDIA GROUP PROMOTIONS<br />
When it comes to promotions, three key areas need to<br />
be in alignment: readiness, business need, and budget.<br />
Readiness: The skillset, capabilities, and leadership<br />
skills exemplified by an employee matching needs of<br />
the role.<br />
• How to find it: Learn what is needed for the desired<br />
roles and which areas you should be focusing on<br />
developing.<br />
Business need: A scope of work that warrants a<br />
higher level.<br />
Promotion<br />
Business<br />
Need<br />
• How to find it: Often the best way to find business<br />
need is to explore posted job openings. New<br />
positions are not created unless scope has been<br />
significantly expanded.<br />
Budget: Resources available<br />
• As members of the Global Finance team, we know<br />
how budget influences plenty of business decisions,<br />
and it is no different here.<br />
Readiness<br />
Budget<br />
37<br />
38
GUIDING PRINCIPLES<br />
1. Put Yourself in the Shoes of our<br />
Customers and Partners.<br />
2. One Team, Group First.<br />
3. Have a Bias to Action.<br />
4. Relentlessly Strive for Better.<br />
5. Think Big and Small.<br />
CHAPTER 4:<br />
RESOURCES<br />
6. Be Data Driven and Business<br />
Judgment Led.<br />
7. Simplify.<br />
8. Be Open and Honest.<br />
9. Be Humble.<br />
10. Be Positive. Assume Positive Intent.<br />
39<br />
40
TM<br />
WHO IS GLOBAL FINANCE?<br />
Brands:<br />
Visit BaseCamp to find Global Finance<br />
Resources:<br />
• The Exchange Blog<br />
• Global Finance Homepage<br />
Teams:<br />
basecamp<br />
Tax<br />
Accounting<br />
Corporate<br />
Finance<br />
Investor<br />
Relations<br />
Audit<br />
lodging partner services<br />
Real estate<br />
eCP<br />
41 42
WHERE IS GLOBAL FINANCE?<br />
Distribution of Finance Employees*<br />
1 – 9 Employees<br />
10 – 39 Employees<br />
40 – 99 Employees<br />
100 + Employees<br />
*Represented regionally, circle placement does not represent physical office<br />
locations.<br />
43 44
CAREER RESOURCES AND INSPIRATIONS<br />
BOOKS:<br />
<strong>Career</strong>/Life Planning:<br />
• Designing Your Life: How to Build a Well-Lived, Joyful<br />
Life — Bill Burnett and Dave Evans<br />
• What Color is Your Parachute — Richard Nelson<br />
Bolles<br />
• Great at Work: How Top Performers Do Less, Work<br />
Better, and Achieve More — Morten T. Hansen<br />
• The Art of Happiness At Work — His Holiness the<br />
Dalai Lama and Howard C. Cutler, M.D.<br />
• How Full is Your Bucket: Positive Strategies for Work<br />
and Life — Tom Rath and Donald O. Clifton, Ph.D.<br />
Happiness:<br />
• Flow: The Psychology of Optimal Experience —<br />
Mihaly Csikszentmihalyi<br />
• The How of Happiness, A New Approach to Getting<br />
the Life You Want — Sonja Lyubomirsky<br />
• The Book of JOY — Lasting Happiness in a Changing<br />
World – His Holiness the Dalai Lama and Archbishop<br />
Desmond Tutu<br />
Powerful Habits:<br />
• The Seven Habits of Highly Effective People —<br />
Stephen Covey<br />
• The Power of Habit: Why We Do What We Do in Life<br />
and Business — Charles Duhigg<br />
• Tools of Titans — Tim Ferris<br />
Mindset:<br />
• Mindset: The Psychology of Success — Carol S.<br />
Dweck<br />
• Grit: The Power and Passion of Perseverance —<br />
Angela Duckworth<br />
People:<br />
• Never Eat Alone — Keith Ferrazzi<br />
• Thanks for the Feedback: The Science and Art of<br />
Receiving Feedback Well — Douglas Stone and<br />
Sheila Heen<br />
• 5 Dysfunctions of a Team (A Leadership Fable) —<br />
Patrick Lencioni<br />
INSPIRING TED TALKS:<br />
• Your Body May Shape Who You Are — Amy Cuddy<br />
• The Power of Passion and Perseverance —<br />
Angela Lee Duckworth<br />
• What I Learned from 100 Days of Rejection — Jia<br />
Jiang<br />
• Why We Do What We Do — Tony Robbins<br />
• Start With Why — Simon Sineck<br />
• Everyday Leadership — Drew Dudley<br />
• The Puzzle of Motivation — Daniel Pink<br />
• The Power of Vulnerability — Brene Brown<br />
• What Makes a Good Life? Lessons From the Longest<br />
Study on Happiness — Robert Waldinger<br />
• The Surprising Habits of Original Thinkers — Adam<br />
Grant<br />
45 46