Dear Dad Part 2

[Chiquita Mcnicholas]

Whenyou write his name on the board, call him out on behaviors, yell at him, or give him expectations that he is not ready for emotionally or academically, he will feel intense levels of fear. That fear will build up all day until you see negative behaviors at school or I see negative behaviors the moment he gets off the bus and walks into our home.

He needs role models and trusted adults like you to come alongside him to help build up his feelings of self-efficacy and trust. My child wants to be part of a team, and he needs good leaders to show him the way. He needs you to see the good in him and build on that.

This is a big one. You may already have a beautiful laminated chart ready to hang up on your wall with your classroom rules, rewards, and consequences. Or you might have a stoplight system, or another plan based on a behaviorist approach to incentivizing good behavior.

Please consider throwing out these punitive systems and instead be open to a trauma-informed discipline plan for your classroom. Trauma-informed plans use relationship and communication as the currency instead of punishments and token rewards.

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Hello again friends! Welcome to Part 2 of our series on "Unpacking Employee Sponsored Insurance", where we look at some common misconceptions of employer insurance, and think about how startups can navigate opportunities in this interesting and complex space.

Last time we covered how employers are actually not interested in reducing healthcare costs. This time we are going to address another misconception: Employers are not uniform - not in their interests nor in their approaches.

A great article from JAMA from 2020 illustrates this point perfectly, exploring US healthcare spending by payer, health condition, and age. The article is cover the total US population, and we can look at one illustrative example:

The red circles are a good example of non-uniform employers. We can see that lower back, neck, and "other musculoskeletal disorders" are a major spend for private health insurance, specifically for employees aged 50-64. From age 65 we can see that public insurance (Medicare) kicks in. The most common "other musculoskeletal disorder", following back and neck pain, is arthritis, which interestingly skews toward women.

In general, back, neck, and arthritis are major factors of employee absenteeism in the 50+ demographic. An employer who has these types of employees is going to be more interested in increasing benefits that matter to this demographic than the Amazon or Facebooks of the world.

In addition, there are longer term macro-demographic trends that startups should be aware of that can potentially affect their Go-to-Market strategy. The US Bureau of Labor Statistics continuously tracks employment projections based on demographic cohorts.

The coming decade will see a noticeable increase in two cohorts of employees - people aged 35 to 44, and people aged 65 to 74. Drilling down even further into the projections reveals that the largest increase in labor force participation in the coming decade is men aged 35 to 44 and women aged 65 to 74. There are also ethnic considerations as well - Hispanic women specifically have the highest percent change in labor force participation over the coming decade. Interesting side note - 65 is when Medicare kicks in, but the US government is projecting that even with Medicare more and more people will still need to work... (I leave to you to debate why...)

These two burgeoning groups have radically different healthcare needs, and the groups will most probably work in different sectors of the economy. Therefore, it is important for startups to think deeply about who would be the best potential match to their product offering, and make sure to align incentives.

Employers are not uniform, and employer benefit managers are keenly aware of the demographic composition of their employees, and their needs. Pitching expanded maternity benefits will be relevant in certain sectors, and significantly less relevant in other sectors.

Startups who are looking to plug in to employer insurance should be aware of this fact and adjust their Go-to-Market strategies accordingly in order to maximize their potential for success. Tech represents about 10% of US GDP, and about 5.5% of the US workforce. This means that the vast bulk of US employers and employees do not work in corporations that function like Amazon or Google. Selling to tech may seem attractive, but selling to non-tech may actually be more efficient.

As someone who both coaches and races, I believe nutrition is often the hardest part of triathlon to nail. Many triathletes struggle every day with adequate fueling and proper hydration, without understanding how important both are for good sleep, consistent training, beneficial recovery, and a positive mindset.

2. Time Management: With only 24 hours in a day, you have to be very mindful of all your life commitments and responsibilities. Commuting, working, training for your next race, and sleep/recovery can quickly eat up your available time.

The change requires some buy-in (and behavior change), but your entire leadership team is really aligned on following through, plans to model the new behavior(s), and will support their teams through the change.

Misjudging the size of the boulder, or grabbing too many, is not the end of the world. But it tends to kick up lots of confusion and exhaustion around you, draining precious time and energy away from really important things.

In case you missed it, this is Part 2 of a series dedicated to new Ops leaders. These are all things I wish someone would have told me when I was just getting started. If you\u2019re just joining us now, read Part 1 here.

Thanks to a former boss, I regularly think about the story of Sisyphus. If you haven\u2019t heard it, in ancient Greek mythology, Sisyphus was a king, punished for his hubris. Hades sentenced him to push a large boulder up a hill, only to have it roll right back down, for ETERNITY.

I bring this up, dear new Ops leader, because throughout your tenure in this role, you will be punished presented with countless hills and insane boulders \u2014 and sometimes, you will have the opportunity to choose which are worth pursuing.

That\u2019s because behavior change is often harder than we imagine it to be. Also, your peers (and CEO) might be \u2014 ok, probably are \u2014 underestimating the complexity of what they are asking for. They may also be neglecting to internalize what the change means for them, personally.

No matter the ops role, it\u2019s likely that by the time you arrive, the team is in some form of operational debt. You\u2019ll see many opportunities to add immediate value, but before you jump in and start pushing \u2014 take a moment to ask yourself some questions.

The author of this post is a transgender person conducting research on higher education in the United States. Here, in Part One, they discuss the erasure of transgender and gender nonconforming people in gender scholarship, and next week, in Part Two, they provide insights on ways cisgender scholars may do gender expansive research.

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