Vanguard crew innovate new technology through the Discovery Challenge
One fall day in 2017, it was time for my 1-on-1 discussion with my manager, Christine. I work as a solutions architect and my team researches emerging technologies and ways to experiment with these technologies. So it made sense when, during our 1-on-1, Christine asked me “How do we get more innovative?” I thought about it for a few seconds and said “we ask the crew.” My manager’s eyes lit up, and she said “let’s do it!” What sounded like a simple answer spun into a new web of ideas on how we could get the crew equally excited about this new opportunity. After shopping around our idea and gaining support from leaders to move forward, Discovery Challenge was born. Discovery Challenge was basically an ideation event for crew to submit ideas that would solve a business problem using a new or existing technology. Amber, a participant in this event, described it as “Vanguard’s version of the TV show, Shark Tank. It was an opportunity to take an innovative idea and plead its case for viability.” Over a 3 week period, 196 people participated and submitted a total of 121 creative ideas! The 4th week consisted of crew getting 5 votes to use on the ideas they liked. An astounding 5,255 votes were cast! After 2 rounds of narrowing down ideas, 5 ideas were selected to present in front of a panel of senior business and IT leaders at what we called Discovery Challenge Day.
Planning an event like this is definitely not easy and I now have a new appreciation for event planning. Of course, I could not do it all myself. My planning team was just as much involved in the intricate details as I was. And keep in mind, we were doing this as an extracurricular activity. We still had our day jobs, but we were meeting at least twice a week to coordinate all aspects of Discovery Challenge. My partner in planning, Charlotte, summed it up as, “Discovery Challenge was about discovering new ideas, but I also discovered my own potential while planning the event. I was able to develop skills that I don’t normally use in my day-to-day job. I feel grateful to have the opportunity and the support of my manager and team to learn new things and be creative in a new way at work.” Planning also involved marketing to get people thinking and excited about submitting ideas. We held promotional events to entice participation. We created a positive energy for Discovery Challenge, as well as generated an opportunity to have fun at work. Our efforts even led to getting idea submissions from departments we didn’t market to. It was amazing to actually see this event getting around to so many people!
Discovery Challenge Day was full of energy! What was even more special about this event was we were able to successfully do it cross-site with crew from Pennsylvania, North Carolina, and Arizona. The teams and individuals presenting their ideas did a fantastic job impressing the judges and the audience. Claire, a planner and emcee for the presentations, said it best: “My favorite part of the Discovery Challenge was seeing the innovation and creativity of my fellow crew. I was blown away by their intelligence and how connected they are with cutting edge technology and how we can use it to better serve our clients and crew.” It was awesome to see crew showcase their talents outside of their everyday work. The winning team from our North Carolina site, husband and wife, David and Jess, were very appreciative of the opportunity, “When we submitted our idea to the Discovery Challenge there was an excitement that so many people wanted to be a part of. We bounced our ideas off crew members across job disciplines, divisions, and job sites. The enthusiasm we received while we looked for feedback blew us away. By the time we presented our idea to management we had all the business knowledge we needed to make an effective pitch. It’s a good thing too because the judges didn’t go easy on the Q&A portion! The whole experience made us realize that innovation is on everyone’s minds all across Vanguard.”
Since the challenge ended in April, the rest of the planning team and I have been busy trying to find a home for as many of the ideas as possible. We feel it is important to connect ideas to owners to show that every idea is important and has the potential to make a difference. Alex and her team had a great experience with Discovery Challenge, “The Discovery Challenge was a great process for our team. We were able to submit a problem with divisional impact and that we knew had been an ongoing opportunity. Although our idea was not selected as a part of the competition, we still felt validation knowing our idea was heard and is currently being pursued by the impacted groups.”
Our mission for the Discovery Challenge was to provide an opportunity for crew to share an innovative idea on how to use technology to meet a business need, to be creative, and to give crew exposure to a forum outside of day-to-day project work. The whole experience was gratifying for everyone that participated. I am so proud of this event and to have accomplished the mission set forth. It has been personally satisfying to be able to make a difference, especially when you have the right support from your leaders. This whole experience has emphasized Vanguard’s dedication to crew development.
Who would have thought a random idea in my 1-on-1 could positively affect as many people as it did? Pretty powerful.
-Linda C.
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Our most popular careers blog posts from 2018
The end of the year is often a time to reflect on all that’s been accomplished in the last twelve months. We pulled together the top five career stories from 2018. Whether it’s your first read or you’re revisiting a favorite, we hope you enjoy!
https://www.vanguardjobs.com/career-blog/2018/08/31/chief-investment-officer-story/
Greg looks back at his upbringing, his early job history, and why he ultimately came to–and stayed at–Vanguard.
“Although I never thought of pursuing Vanguard as an employer, I was curious about their trading floor and Vanguard’s approach to investment management. I started researching the markets and the investment side of the insurance industry. I had no idea I was planning my future career.”
https://www.vanguardjobs.com/career-blog/2018/06/13/daughter-book-club/
We celebrated Father’s Day with this story about how three things drove a crew member to start a book club with his daughter.
“Has the universe ever given you a sign? An unmistakable, it’s-time-to-act type of signal? Well, as I was sitting at Vanguard’s Leadership Symposium in Philadelphia last fall, a topic hit my radar for the third time in the span of a few months…”
https://www.vanguardjobs.com/career-blog/2018/05/07/working-mom-love/
Schuyler reveals why she loves being a working mom at Vanguard and how she was supported during maternity leave.
“I love my job and I wouldn’t trade it for the world, in fact, I would go as far to say I love being a working mom. There is no secret formula to create a balance or even a magic number of how much time should be spent at home vs. work. Instead, it is all about flexibility.”
https://www.vanguardjobs.com/career-blog/2018/07/27/prepare-vanguard-interview/
Not sure what to expect for your first interview at Vanguard? Whether it’s a phone screen, or an in-person interview on one of our campuses, these tips will give you a behind-the-scenes look at questions to prepare for, how to stand out, and general best practices for our entry level interviews.
https://www.vanguardjobs.com/career-blog/2018/11/11/boots-suits-veterans-day/
Anne-Marie, a US Air Force veteran, shares how she made the transition from boots to suits, and how her military experience prepared her for a career at Vanguard.
“At Vanguard, as in the military, leaders are expected to prioritize their people. I learned very early on that if you take care of your people, they will take care of you. Vanguard does an exceptional job of prioritizing and committing resources to crew development—and the results of that focus are crystal clear to me each and every day.”
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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Debunking 5 Common LinkedIn Myths
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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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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
