It’s the season of giving at Vanguard
As the end of the year approaches, crew members around the world join together to help brighten the lives of children, seniors, and families in need. We call this effort Vanguard’s Giving Season. Since 1995, crew members have provided more than a quarter of a million gifts to thousands of deserving individuals. Vanguard partners with different local agencies and organizations to administer the program, allowing the initiative to take on unique dimensions at each of our sites. For instance, crew members may create gift boxes, or purchase toys, books, clothing, and treats (at some sites, crew sponsors receive gift suggestions for the child or senior assigned to them). This holiday season, our Malvern, Pennsylvania office crew provided gifts for over 1,800 local children. And crew volunteered more than just gifts: over 250 crew members used their volunteer time off days to assist with Giving Season activities like gift shopping, wrapping and packaging, and delivering gifts to the local agencies. Learn more about other Vanguard community efforts.
The people you’ll meet in the College to Corporate internship program
Worried about the support you’ll have in your summer internship? Hear our interns talk about the types of people you will meet at Vanguard through the College to Corporate Internship Program, and how that impacted their summer experience.
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Make feedback expected, so it’s accepted
It’s National Career Development Month this November, and Vanguard Leadership Performance Consultant Matt P. offered to share his insight on creating a feedback culture—and as he mentions, it doesn’t need to be scary! If I’ve heard it once, I’ve heard it a hundred times: “I’m open to feedback. Please share it with me as soon as you have it.” But once there’s something to share, feedback becomes the “gift” everyone wants to return. For over ten years now, feedback has been an integral part of my professional (and personal) life. As a corporate trainer, leader, and now Leadership Performance Consultant, I recognize that feedback is an essential ingredient in the development and growth of others (myself included). I rely on both dispensing and receiving it. And others rely on my ability to articulate its importance and understand its impact to their career. It’s normal for our skin to get too “thin” when it comes to feedback. And aside from the good game a person may talk, feedback is generally avoided. You can predict the result: Development stalls, or even halts completely. Feedback doesn’t need to be scary. And although it’s often misunderstood, it isn’t complicated. My advice: Run toward feedback! Dispense it with empathy, and receive it with gratitude.
So what is feedback?
Well, at its most basic, we use feedback to “grow, show, or know.” More specifically, this means providing “developmental” or “evaluative” (sometime both) feedback to help someone. And that someone shouldn’t necessarily be an employee who is getting a message from a leader. Feedback works best when it’s given peer-to-peer, leader-to-direct, and direct-to-leader. We’re all in this together. So what are the nuances between developmental and evaluative?
At the highest level, developmental feedback is based on a desire to grow or develop someone at an individual level. It provides detailed information on how behavior or performance can be changed or maintained. It also gives minimal indication or performance relative to others. In contrast, evaluative feedback is usually for a defined period of time and aligned to a specific competency. It’s often tied to specific rewards or compensation, and focuses on outcomes or relative impact to others. Lastly, feedback is not coaching. But feedback informs and drives coaching. Feedback is factually based and past tense. “In yesterday’s meeting, you did XYZ. Here was the impact.” Coaching gets into where you go from here.
Often times, people give compliments in lieu of feedback. “Great job in today’s meeting!” Thanks. But what was so great? This is a prime opportunity for specifics. “Great job” is more of an opinion—a compliment at its best (at its worst, it avoids giving detail and thoughtful insight). Instead, try linking what someone did to the expected results of the job, or something the recipient is working to improve. And don’t worry; you can still be complimentary: “Great job instilling confidence in your stakeholders yesterday. During the meeting, you answered every question with detail, affirmed next steps, and assigned deadlines appropriately. As a result, everyone left with a better understanding of his or her responsibilities, as well as where the project is going.” See the difference?
Find your approach
In order to be truly effective, feedback needs to become habitual—think brushing your teeth or going to the gym. Each of us should be looking for opportunities, regardless of role or level, to make feedback more deliberate and disciplined. If you’re asking for it, reflect on what you can do to solicit for it, and make it safe and easy for others to provide it. Don’t get defensive. Seek to understand, thank the messenger, and reflect on what you heard. If you’re giving it, be thoughtful and specific with the message, and show that you’re invested in someone’s growth, not looking to nit-pick. Provide it often so it becomes routine and is expected by others.
So often what I observe is that feedback is only given when someone does something that falls on the furthest ends of what I call the “Nailed it! Failed it!” spectrum. If Cynthia does a “great job” in a meeting (Nailed it!), she gets a compliment (again, not feedback). If Cynthia messes up (Failed it!), she gets feedback about what she did “wrong” (and coaching may or may not accompany it). Resist the temptation to live on the fringe. Most of what we do in our careers are neither “Nailed it” nor “Failed it” case studies. We live in the “in-between”. And here lies the greatest room for feedback to work its magic.
Here’s an example: “Matt, I appreciated your participation and insight in yesterday’s staff meeting. Can I offer you some feedback? I noticed a few times throughout the meeting you were checking your phone. During one of these instances, you weren’t able to notice the non-verbal reaction several teammates had to something you said. Keep in mind that looking down at your phone instead of reading the room may serve as an impediment to your ability to counter resistance, read the room, convey commitment, and or effectively influence others.” This is an instance of where giving a precise and meaningful piece of feedback can help a teammate understand the impact of his behavior. And, should he chose to act on it, get better!
Make feedback more habitual by carving out time in one-on-ones, team meetings, and/or coffee chats with colleagues. After a while, others will see feedback for what it is—a conduit for insight and development, not penalization. The more people understand that it’s being given not only to address large skill gaps (appropriate, though not the norm), but to reinforce positive behavior and improve performance and overall development, the more people will seek it out–even expect and appreciate it! Create a safe, empathetic environment for giving and receiving feedback, and strive to make feedback more expected, so it’s accepted. Only then will it truly be the “gift” that everyone wants to receive.
-Matt P.
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10 years at Vanguard: our culture
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Three Experiences That Paved My Path to Vanguard
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Why I Got Rid Of My Five Year Plan
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Exploring Careers in Client Services – Retail Services
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Inclusion – It’s More Than a Policy
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10 years at Vanguard: coworkers and friends
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Three Experiences That Paved My Path to Vanguard
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Why I Got Rid Of My Five Year Plan
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Exploring Careers in Client Services – Retail Services
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Thriving in Transitions
My Vanguard career began during a transition. A transition that involved moving to a new town and starting a life together with my now husband, Chris. As I prepared for the move, and for leaving my job, I knew I was looking for a company where I could grow and develop a lifelong career. That goal landed me in a Client Relationship Associate role in Vanguard’s Retail Services group. As soon as I walked through the door on my first day, and began learning more about Vanguard, I connected with the core values of the company: to enable investors to achieve investment success. I loved talking to a variety of clients about how to invest their hard earned money in hopes they could someday achieve their investment goals—it made me feel like I was making a difference for them. Being new to the investment industry, the support and guidance from my early leaders solidified my interest in giving back the same support to other crew on their Vanguard journey. I’ll never forget contemplating my next career step, just a year or so into my new role one of my colleagues told me, “You should become a team leader–you would be a great leader.” This resonated, because I naturally care for others and want to help them succeed. Who knew a simple compliment could be a turning point for my career?
I worked hard the next few years to become a Vanguard leader; I attended trainings, connected with mentors and coaches, and met with crew all over the firm. Then, I was ready to apply for my next role, a leadership role. I felt empowered, excited and ready to take on the challenge. I landed a team leader role in Brokerage Services and was…terrified! I went into the challenge with all I had and luckily came out the other side as a successful leader with a team of high performing crew. Phew. Being a team leader was an awesome journey and it led me to yet another transition in my career…back to an individual contributor role when I least expected it.
I remember the call like it was yesterday, a former colleague from my Brokerage Services days had earned a promotion in a new role. Her role was going to become available and she thought I’d be a great fit. I was super curious to hear why she had thought of me, as I wasn’t actively seeking a new opportunity at that time and didn’t know her very well. We ended up having lunch to talk about the opportunity and the rest is history. A few weeks later, I was moving on to a new division after 5 years in our Retail division. I cried. I was so overcome with emotion on that last day (also because my team decided to package my 5 year anniversary celebration with my going away celebration), I was feeling so many emotions. Happiness, sadness, gratitude. I was happy, scared and most importantly, I was ready.
On my first day in my new division, Financial Advisor Services, I felt this electric energy and excitement. I made a few quick friends and was assimilating into my new role quite nicely, when suddenly I found out that after 3 months in the job, I was pregnant with our first child. Did I mention that we were in the throes of wedding planning too? “OMG. What am I going to do, how are we going to raise a child!? What about the wedding? How do I tell my boss? How is this all going to play out?” I was in panic mode, a huge life transition was happening at the same time as another huge life transition, at the same time as a career transition. I had to figure out a plan, and fast.
Ultimately, once I had some time to digest this new information, talk with some of my support network, I practiced resiliency and reframed my mind and thought—I can do this, I am grateful for this, this is meant to be. In a recent session I attended, Wharton Professor Adam Grant, talked about resiliency in transitions and how they are means of catapulting into success. When he said this, I reflected back to these days.
Fast forward to the end of my maternity leave, I had been home with our son, Will, for 4 wonderful months. He was the perfect baby, and slept, ate, and traveled well. I was loving my new job as his mom. As I prepared to return to work in the role that I had left, another serendipitous situation arose. A promotional opportunity within my current team. Initially, I thought, “I am so not doing that to myself, I am not ready, I already have no idea how I will juggle work with all my new responsibilities at home…” The excuses were pouring out of me. Quickly, I realized I had to check myself and take a step back to look at the broader picture and think about what I really wanted and could achieve. I decided to go for the job, and it has proved to be one of the best career decisions I have made. That role that helped me to push myself harder than ever before.
After a few years in that role, and enrolling in an MBA program, the leadership spark returned and I was ready to get back to my true passion, leading people. Thanks to a vast network of coaches and mentors, and the experience I had gained over the past 5 years, I earned a new role. However, I was due with my second son about 4 weeks later and was in the midst of my MBA program. This time I thought—no big deal. I can handle this! I took 6 months off with Ben and enjoyed every moment with him, knowing that when I returned to my brand new job, I would figure it all out with the help of my amazing husband, classmates, colleagues and managers.
As I reflect on my career, I realize how the moments when the walls felt like they were going to come crashing down have turned into my most memorable and successful moments both in my personal life and in my career. In times of change and transition we can choose to let it break us down or chose to grow with the change and use it as a catapult to success. There have been some tough times during each of the transitions but through those pivotal moments, I’ve learned and grown the most. I am proud to say I have used them as a trajectory for success and look forward to what exciting changes and opportunities are ahead of me.
-Kristen S.
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Leading the life I want–at home and in the office
This past summer was my 25th work anniversary at Vanguard. When I joined Vanguard 25 years ago, I was fresh out of college. I was driven, eager, and inspired to make a difference in the world. 25 years later, those same traits apply, though instead of being fresh out of college, I’m married, a mother of 3, and a Vanguard veteran. As I reminisce about Vanguard, we had under $130 billion in assets, occupied only three buildings in Malvern, PA, and had a walk-in center for clients in downtown Philadelphia when I started. I am amazed at how quickly the years have flown by, and am grateful to work for a company which aligns with my values and where I have been able to lead the life I want to. As a math and business double major, I knew early in my undergraduate studies that I would find a career where I could solve problems, learn from others, and connect with people. While I started my career in Client Services, I spent the majority of my tenure working with fixed income securities: from trading, to portfolio management, and now compliance. When I started on the trading desk I had a steep learning curve and was fortunate to have so many leaders invest in my development to learn all aspects of portfolio management. I had the opportunity to conduct competitive analysis when we launched new funds, help build an internally developed trading system, build external relationships, and manage portfolios to ensure we maintained a stable net asset value (NAV) on our municipal money market funds and met compliance regulations. Over the years, my responsibilities grew until I became an assistant portfolio manager. Making the decision to take a risk and try something new wasn’t easy. I had been involved with municipal money market and bond funds for 17 years. I knew that if I had learned how to manage portfolios, I could learn other aspects of the business. In my current role in Compliance, I mainly support our fixed income funds. I get to work with global peers, and am in a role where I can leverage my fixed income background and work with investments from a different angle. I have been able to lead large regulatory projects, be an international buddy as new crew joined offices abroad, relocate to Vanguard’s Scottsdale office, build out a global investment training curriculum, and learn what it takes to provide advice on complex regulations. Outside of my day job, I’ve been able to inspire the next generation by helping to recruit talent to Vanguard, leading the Arizona Career Development team (a group of people who help crew figure out career options at Vanguard), and by mentoring and coaching crew. Although I do not currently serve as a formal leader, I’ve been able to inspire crew by listening, asking questions, being available, and sharing tips and lessons I have learned over the years.
And then there is life at home…..
My husband and I had three kids in two years and quickly learned the true concept of zone defense. When my kids were young we both worked full time and my husband’s role had him on the road 70% of the time. I was in the routine of work, being a nursing mom to twin boys, and feeling exhausted from the lack of sleep and chaos of life. As it so happens, I was giving a shareholder a tour of the trading desk, who repeated to me a line I had often heard, “your life is not a dress rehearsal, so make sure you are living it the way you want to. When you are my age and you look back, you will treasure most the legacy you left and impact you have had on your children.” The next day, my ten month old son, Ben, looked up at me with his big brown eyes and gave me a look that said, “Mom, why are you leaving me?” And for me, that was it! I re-evaluated what I wanted and decided I really wanted more time with my kids. But, if possible, I also wanted to continue working and really didn’t want to give up doing something I loved. I am grateful Vanguard and my leader supported me to work three days a week on the trading desk when my kids were little.
As my kids have grown I have been able to lead my daughter’s Girl Scout troop and coach team sports. Since moving to Arizona I’ve continued my involvement in my community by volunteering at a local food bank, becoming a board member of the National Association of Women MBAs, and most recently joining the advisory board of my alma mater, the Le Moyne College Madden School of Business. As to what the future holds, if I can help my three teenagers find their passion and continue to inspire the next generation, what else can I ask for? I am leading the life I want!
-Andrea S.
Office of the General Counsel, Bring Your Daughter to Work Day 2018
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Four tips for a more inclusive environment
Creating a diverse and inclusive environment was once a passion of mine. Now it’s a burning fire. Having worked on many different teams, in different industries, and in different continents during my professional career, I have witnessed the incredible results that can be achieved by teams who embrace the unique perspectives and experiences of each team member. And I’ve often been asked to share my experience and what I have learnt about inclusion along the way. When it comes to building an inclusive team, we all have a part to play. Whether you’re new to the team, welcoming someone else who’s new, or simply striving to create a more inclusive environment within your current team, I hope sharing my insights may make it a bit easier.
Immerse yourself
If I’m changing locations or teams, I take some time to assimilate to my new environment. It’s helpful to observe local customs and team practices—things that seem as simple as personal greetings, fashion choices, or meeting “norms” may be quite different from one situation to the next. For a change as big as moving to a new city or country, I also make sure to learn about local sports, cuisines, hobbies, and events; and I look to my new team to help me get up to speed.
When I was put in charge of Vanguard UK/Europe in 2015, I chose a local football team (soccer in the U.S.) to get passionate about. I put time into picking a team that matched my personal values, and then I wove the team’s results, history, and culture into the local story when talking about Vanguard’s strategy for building a growing business. It was a fun way to connect with my new colleagues, helping them understand both my character and the vision for the business.
Make connections
I gave the example of using a sports team to communicate with my colleagues, but that metaphor may not resonate with everyone. Knowing that, I also try to connect with each of them on an individual level. I treat every meeting and person I interact with as the most important interaction I will have that day, irrespective of location, hierarchy, race, gender, or department. This is a personal value that drives me to ensure we all get a fair shot. By sharing our diverse experiences, we can feel safe questioning the status quo and empowering each other to be a unique part of the team.
I cannot tell you how rewarding it is to understand an individual and what makes them tick. I am always amazed at how hearing a person’s story and learning what drives them can completely change the type of relationship you have at a more personal level. When you know the hurdles that have been overcome to be where the person is today, you far better appreciate their capabilities to maximize their impact and help a team get a little better every day.
Look back to move forward
As a forward-looking person, I feel most energized envisioning what could be. But creating an inclusive environment also means understanding what came before you. I have learnt that I must consciously ask questions to understand the history of what, why, and how the team operates before seeking to influence. Taking the time to do my homework shows respect for what the team has already achieved and better allows an outsider like me to give informed input as we look to the future.
When I first worked in the U.S. with Vanguard in 2008, I was struck by how many times I wanted to comment (and critique) what our key intermediary clients were doing compared to what I had seen be successful elsewhere. I realized that instead, I needed to ask why. There was so much context and history worth absorbing to help frame my contribution to the conversation. Today I am super conscious of a new member to a group, asking questions to better understand their background while sharing team history to help them understand where we’ve come from and where we’re headed. I’ve found this exchange of information to bring the best out of the diverse experiences and personalities in the room.
Dare to be different
Perhaps the most important piece of advice I can give is to remain true to yourself. You bring valuable new ideas and experiences to the table. Share them with your team as you immerse yourself in your new environment. Although it can be intimidating to join a new team, this change is most often exactly what the group needs. Just do it at the right pace.
My most recent transition led me not only to another country, but also to an unfamiliar role. When I first started as Chief Human Resource Officer, I had big shoes to fill. I constantly asked myself what my predecessor would do in certain situations or how she would lead the team. Finally, I woke up one day and realized I’m not in the role to do it exactly the way she did. I had to remind myself that I was chosen to lead HR because of who I am, what I bring to the organization, and how I can personally deliver on Vanguard’s mission. I challenge you to adopt the same mindset.
My big thing is, fostering inclusion is ultimately about unleashing the team to achieve their best. The less each individual worries about proving their own contribution, the more a team feels empowered to step up in such a change. That is what the best leaders and high performing individuals do, they make teams better. While it may seem a harsh reality, it is not about you as an individual. It is about the team as a whole achieving great results for clients.
Creating an inclusive team environment may seem daunting—it’s a commitment I must renew each and every day. But by working and continuously improving together, we can bring out the best in everyone.
-John James, Managing Director of Global Human Resources (CHRO) at Vanguard
Celebrating “mi comunidad” during National Hispanic Heritage Month
Each year from September 15 to October 15, Americans observe National Hispanic Heritage Month to celebrate the diverse backgrounds of American citizens of Latin American, Spanish, and South American descent. At Vanguard, we focus on attracting, retaining, developing, and engaging Hispanic/Latino crew members and celebrate the diverse cultures they represent through our crew resource group HOLA (Hispanic/Latino Organization for Leadership and Advancement). Operations Manager Evelin M. shares her experience bringing HOLA to fruition and how it has influenced her Vanguard journey: Once HOLA was officially launched, I was very eager to get involved with one of the committees. The group made me aware of the Spanish food restaurants in the neighborhood and non-profit organizations supporting the Hispanic community. When I meet with other HOLA members I make sure to recommend these places.
When I started working at Vanguard in the Acceleration into Financial Professional (AFP) program eight years ago, I remember asking my manager how I could sign up to join the Hispanic crew resource group (CRG). I had interned at two other companies and expected that a company like Vanguard would already have one. I was surprised to find out that a Hispanic group did not yet formally exist. My manager connected me with another crew member who was leading an informal group in the Malvern office. A spin off group was also created for all of the people of Dominican descent who work at Vanguard. I immediately connected with other crew members who had similar backgrounds and they offered suggestions for how to acclimate to Vanguard. Before long, HOLA was born.
HOLA created a safe environment for me to learn and grow in my career. I was an analyst in the Fund Financial Services (FFS) department with aspirations to become a supervisor. My involvement in the committee ultimately helped me prepare to be a people leader. I applied to join the leadership development committee and got accepted. My experience within this committee helped me increase my conceptual thinking and relationship management skills. It also gave me opportunities to network outside of my department and site, which helped me build my business acumen. As I became a supervisor, it was very helpful to apply what I was learning from HOLA in my role. For example, I needed to apply my ability to think strategically (and globally) on an ambiguous project where my team worked closely with our Scottsdale office.
My involvement in HOLA has given me more confidence to challenge myself and aspire to do more. My HOLA network helped me prepare as I transitioned from the Finance division to the International division. My interests began to shift toward helping with attraction so I became an HOLA Ambassador after 2 years in the leadership development committee. It is really beneficial to have the opportunity to change my involvement within the CRG. After I graduated with my MBA and had more availability, I wanted to be more involved. Next, I joined the Attraction committee to serve as a relationship manager with organizations that Vanguard partners with, such as ALPFA and Prospanica. Having the opportunity to network with these organizations and meet college students and professionals who may be interested in working at Vanguard has been an exciting and rewarding experience.
Looking back at my involvement with HOLA, I am very happy with what I have gained. HOLA has provided a platform for me to give to others and receive. There were multiple HOLA leaders who conducted career coaching sessions with me, fostered my development and inspired me. I also pay it forward and help other HOLA members in their professional development. I feel much more comfortable bringing my authentic self to work and also speaking in Spanish. My HOLA experience is even more applicable now that I am in a department supporting the Latin America and Caribbean region. The support from the HOLA CRG really helped me as I transitioned from multiple roles and responsibilities in my Vanguard tenure. I highly recommend everyone get involved in at least one CRG to foster their professional development—and to find their own “comunidad.”
-Evelin M.
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Crew “go green” at Vanguard
Picture this: a handful of crew in client services looking to make a difference. A comment like, “Hey guys, I think we print too much paper for these meetings” started discussions about the environment and how we as crew have an opportunity to make a positive impact. As a team, we shared how we personally “go green” and how we could translate that into building and community-wide goals. Calling ourselves the Green Team, we started small, but enacted a lot of positive change. Getting crew on board First, we started with awareness. We wanted to inform crew of basic things, for example: recycling codes—what each mean and where to put each item, how to upcycle items, other quick tips, and even how much paper was being printed in a typical day. Crew became more interested in the green initiative as they became aware. Eventually we had enough volunteers to have Green Teams in each building. We partnered with Facilities to find out trends and statistics. As a team, we were looking to see if there was an opportunity to do better in each building and eventually throughout the company. Our growth remained steady so we started to take more action. Green Teams made internal webpages to list our goals and mission, we held monthly meetings, had guest speakers, made e-brochures listing local farmers markets and transportation options, made videos, and posted tips around the office to conserve energy and paper.
Dreaming bigger
We started to realize how important this initiative was—and we felt like we had a responsibility to be environmentally sustainable. Big changes were being made in our galleys (cafeterias) and all around campus. Crew loved our monthly “Green newsletters,” which included tons of information, ranging from ride share programs, paper printer totals, community recycle events, herb gardening for beginners and even an avocado face mask for dry skin!
Fast forward to today and the Green Teams’ efforts have evolved into the crew-driven Sustainability Ambassador program. We were able to take environmentally sound practices that we have learned personally, and implement them with support from our corporate-wide Environmental Sustainability team. Our impacts have become even bigger and stronger around the company. We’ve changed and influenced a lot through the years, including: single-stream recycling, a company garden, car charging stations, Earth day events, and a very engaged Sustainability Ambassador program.
It’s crazy to think back on how far this program has come and all the positive operational changes it has made through the years. I’m very thankful Vanguard listens to crew suggestions and continues to make positive changes for our Clients, our Crew, and our Community.
-Vanessa E.
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