1

Leadership strategies I learned in MALE-DOMINATED CAREERS

Alison Walden SXSW 2016 @lsnrae

Hi, my name is Alison Walden. Thanks for checking out my presenta;on. Im looking forward to sharing some of the leadership strategies Ive learned in male-dominated careers with you. I work at SapientNitro. I lead the Canadian Experience Technology prac;ce. When I started back in 2005 as a web developer, it wasnt the first ;me I found myself in a job where I was surrounded by men. Thats because my former career was as an Explora;on Geologist.

2

GEOLOGY CLIP ART

All you have to do is a google image search on geologist to get the impression that this is a male-dominated fieldand this was my experience too

3

GEOLOGY CLIP ART

My search did bring up one womanThe ouOit explains why I used to get eaten alive by mosquitosMy joke is, when people ask me why I leQ geology to become a web developer, I tell them that its because I was sick of working with so many men. So heres where Im at now

4

WEB DEVELOPER CLIP ART

The search results for web developers was even more dire. I found no results that depicted female developers. I realize this wont change the world, but these results bothered me so much that I asked our execu;ve crea;ve director for Toronto to engage our design team to create some new ones that we could s;ck online to get indexed. We posted them on our blog on Interna;onal Womens Day, and here are some of them

5

WEB DEVELOPER CLIP ART NEW!

Illustra;ons by Rafael Cas;llo: www.cas;llographicdesign.com)

The hope is that these will get indexed by search engines and if a woman does this same search several weeks from now shell find some representa;ons she can relate to a bit more. Not that I think that doing a google image search is a par;cularly scien;fic way to determine whether an industry is gender imbalanced

6

WOMEN IN COMPUTING FIELDS

Women receiving bachelors degrees in computer science in the US

Women working as web developers in the US

Source: http://www.catalyst.org/knowledge/women-computing

18% 35% Source: http://www.dol.gov/wb/stats/gender_shares_emp_comp_it_2014.htm

These are US sta;s;cs for 2014. Women are underrepresented in technology programs in universi;es. And they are underrepresented in the workforce. This has been my experience. Some of the things Ill share with you today are pieces of advice. And because of my experience, these are pieces of advice that came from men. Other things are things Ive no;ced myself. Li\le things that leaders do. And in the stories Ill share, the leaders Ill tell you about have been men. BUT IT DOESNT MATTER WHERE GOOD ADVICE COMES FROM.

7

Gina Trapani, Developer, founder of Lifehacker

Marissa Mayer, Engineer, President and CEO of Yahoo!

Tracy Chou, Software engineer at Pinterest

Nicole Sullivan, Performance engineer and international evangelist for Yahoo

Amanda Wixted, Game programmer and iPhone tech lead at Zynga

FEMALE TECH LEADERS

WOMEN CAN AND DO SUCCEED IN THE TECHNOLOGY INDUSTRY. This is especially evident here at SXSW. Its amazing to be speaking here at this conference where many of these great, inspira;onal female tech leaders in our industry today have spoken. Some are here this year. But were not done, we s;ll need more female leaders.

8 We need to gather good advice, and share it with women we know in the technology field, and help enable them to become the next genera;on of technology leaders and mentors.

9

UNIVERSAL THINGS

The other thing about good advice is its universal. My hope is that youll find something in my presenta5on today to help you move forward whether youre a man or a woman. In fact, when I was first inspired to speak on this topic, I was envisioning delivering it to my front end development team, that includes many men. Im focusing on the li>le things today, because

10

SMALL SHIFTS IN APPROACH CAN MAKE

BIG DIFFERENCES IN HOW YOU ARE PERCEIVED

11 Four Words That Knocked Me Flat (The Second One Will Surprise You)

12 There it is, the SapientNitro Bangalore office. Looking strangely devoid of people. We were moving one of our automo;ve clients websites into a content management system. It was a huge site. Over 32,000 pages. It was a large front end team. 20 people across North America and India.

13

Bloomberg/Ge\y Images photo by Namas Bhojani

And heres some good old Bangalore traffic. Im showing you this to illustrate how complicated this project was. It was more complicated than this scene. It would have been considerably easier to drive in Bangalore as a Western visitor, than it was to work on this project. The requirements kept shiQing and there were always more ques;ons than answers.

14

On the ground, we were this huge 80-person tech team making things happen. I was running the front end development track of work, and I was SO PUMPED because I was working directly with some very senior people. Id never had the chance to even meet them before. Up un;l that point, Id only seen their pictures in those kind of company-wide email newsle\ers. (Photo by Subin Paul)

15

One reason why I was viewed as a good choice as the front end development lead was because I had context with the client and with their current website. My team had been maintaining their exis;ng site and doing their campaign work for the last two years. Everyone else on the account was fairly new, and they were really excited to gain a team member with so much context. At first it seemed like a good thing for me, too.

16

But it didnt take long for my context to become a real road block to me gehng anything done. I was no;cing my inbox filling up, and it was taking me a long ;me to get to answering everyones emails when I had a website to build and a team to manage. Being helpful is great, but I started to no;ce a decline in the quality of the ques;ons. People werent necessarily thinking much anymore,

17 they were coming to me for answers first. And I wanted to help! It didnt ma\er how strange the ques;on was. It didnt even have to make sense. If someone sent it to me in an email, Id set aside some ;me and work on it.

18 I live in Atlanta, but I think you meant where am I from originally.

If the ques;on made absolutely no sense, Id spend ;me considering what the sender might have actually meant, and give them alternate responses based on the various possibili;es. Were gehng to the part now where the 4-word sentence came in.

19

I came in the office one morning and no;ced a buzz happening in the corner of the room. Some rumour was moving across the room like a wave and it was fascina;ng to watch. Finally it got to me and I asked a colleague, whats going on? He told me that the s;r was about our vice president of technology. Apparently he had received a long-winded ques;on via email from one of our architects, but had not gone to the same great lengths that I would have to provide a response. His response had only 4 words. THE 4 words! They werent TL;DR, they were:

20

I dont get it.

His response was, I dont get it. Heres where my 8 year old daughter would say,

21

BOOM!

22

And the developers on the floor were like this. Im not even really exaggera;ng. As a group I think technology team was a bit of a tough crowd. For one of us to ask a ques;on of this guy we respected, expec;ng him to know the answer, we were fairly shocked by this basic response. But was that a fair reac;on? A bunch of us literally stopped work to have a gossip session. Why did his statement affect us so much? I couldnt speak for the rest of the team, but I could figure it out for myself. So I took some ;me to reflect why it was bothering me, And I dis;lled it down to a few reasons.

23

UNDERLYING ASSUMPTIONS

First of all, I had some underlying assump;ons of how senior leaders behave. I wanted to BECOME a senior leader. And I thought I was paving my way there by answering these vague ques;ons I was gehng on an hourly basis. By spending my ;me trying to figure out what people were trying to say. But here was this guy, already a leader, and he didnt spend his energy that way.

24

UNDERLYING ASSUMPTIONS

INNER CONFLICT +

So it conflicted with my expecta;ons for myself. This is not how I would have handled someone asking me a confusing ques;on. I would have done some research or simply tried to guess what the person was asking. Was I going about things the wrong way?

25

UNDERLYING ASSUMPTIONS

INNER CONFLICT +

A CULTURE OF KNOWING +

I also realized that Im not used to hearing people say I dont know. That there is this culture of knowing that I think is especially prevalent in the tech industry.

26

Designed by Freepik So on the way back to my hotel that night, sihng in traffic, horns blaring all around me, I took some ;me to reflect on if it made sense or not for me be uncomfortable in a world where people admit that they dont know. And how would it impact me if I did the same thing?

27

Designed by Freepik Well, Id definitely save ;me. Imagine if I placed the burden of explaining things on someone else. Someone sends me a confusing email? I ask them for more informa;on instead of trying to figure it out.

28

Designed by Freepik

Id save energy. Instead of scrambling to learn something in the moment just because someone asked me about it, I could admit that I didnt know. This comes up so oQen in the world of front end development, where theres something new to learn every day. If I dont know about some new framework, chances are someone on my team has used it. I could defer the ques;on to them.

29

Designed by Freepik And I could let go of stress by refusing to be a part of that culture of knowing. Why pretend to know everything? Why perpetuate the idea that that is even possible?

30

I dont get it.

Four words. With those four words, I was done with guessing, pretending, and faking it. If this person who I respected so much could say straight out that he didnt get it, then so could I. And thats when I realized that that was actually, how a real leader would behave.

31

True confidence lies in not having to know the answer

True confidence lies in not always having to know the answer. This wasnt the only learning moment I had on this project. The ;meframe for the next story was also on this project.

32

THE HIDDEN BENEFITS of being organized

I call it the hidden benefits of being organized. The ;meframe for this story was when I was just star;ng on that project for our automo;ve client. (I got tons of mileage out of this client in terms of learning!) I was new to the team, with new eyes to see the chaos, and I had some sugges;ons for some new processes I wanted to implement, both on the front end development track and for the project overall, that I thought could make the project run more efficiently. So I shot this amazing mee;ng invite to our delivery lead.

33

Hi Dave, Let me know if this ;me doesnt work for you. Alison

The subject was Mee;ng. If youve ever worked with a strong program manager then you can guess how this turned out.

34

Alison

Re: Mee;ng

Hi Alison, What is the mee;ng agenda? How do I know that I need to a\end this mee;ng? Dave

Dave very reasonably asked for an agenda, probably not as politely as shown here. And although that in itself if a valuable point, it was actually in crea;ng the agenda for this mee;ng that I had the A-HA moment that I will share with you today.

35

Designed by Freepik

Once I had taken the ;me required to reflect on what this mee;ng needed to be about so that I could make an agenda for this picky guy, something interes5ng happened. I actually ended up changing the purpose of the en;re mee;ng. This made me realize that I wasnt taking the ;me required to think things through before ac;ng. Hold this thought. Well come back to it.

36

Shoo;ng out mee;ng invites with no agenda wasnt the only instance where I was running too fast in this project.

37

Over a year and a half I made 7 trips to India for this project to set up the team, communicate requirements, set up the content migra;on, and help the team through user tes;ng phase. Every ;me I visited the Bangalore office, I kicked off my ;me there with a mee;ng with our vice president. This was a mee;ng he scheduled. He wanted to get a project status, and understand what my goals were for my ;me in Bangalore. A good opportunity, right? It would have been amazing if I had actually prepared topics for us to discuss together, instead of just winging it. For our conversa;ons, instead of planning what to discuss, I generally employed this strategy.

38

BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH

I had a bit of an epiphany when he cut me off one day with 2 words:

39

ALISON: KEY ISSUES.

Its important to remember as youre doing the job, that

40

DOING THE JOB IS NOT THE ONLY JOB.

41

In subsequent trips I planned in advance how to ar;culate the status of the project with him. Similar to crea;ng the mee;ng agenda, when I took the ;me to think of the project from a high level, something interes;ng happened. We not only had to clearer, more succinct communica;ons, but this reflec;on in itself led to new ideas on how to improve the project. It took making a conscious decision on my part in order for me to organize my thoughts at the right ;mes.

42

ORGANIZED IN THOUGHT

ORGANIZED IN SPEECH +

ORGANIZED IN ACTION =

A catchier way to say this is

43

TAKE what you

NEED

And here, we have the last piece of pizza. Does anyone want it? In my country, nobody would take this last piece of pizza. Were too polite. Wed all be thinking that someone else is hungrier than us and needs it more. But I call this story, Take what you need.

44

Ok. Lets start with a quick game. This woman is frustrated and there is something she needs. Can anyone tell me what she needs? Now this seems really obvious to say, but no, you cant tell me what she needs just by looking at her. You need her to tell you what she needs. I come across this issue all the ;me. It is so rare that people say what they need, and it actually drives me crazy. And its not enough for you to tell me that you need something, I need to know exactly what.

45

But you could have taken the same picture of me several years ago. My team was engaged in maintaining one of our clients websites. This client had some challenges with their marke;ng calendar. The challenge was that they pre\y much didnt have one. They couldnt seem to keep track of when their campaigns would appear in print, so they kept finding new web projects that needed to be done at a moments no;ce. I had a team of 10 developers and found that my toughest job was shuffling people around to ensure this work got done. I didnt have ;me to a\end wireframe or design reviews, or to focus on the technical aspects of the work. Maybe at the ;me this picture was taken, I was reading an email from my counterpart technical lead in Chicago finding out that he had resigned, and that he wouldnt be replaced. I was ready to freak out at the thought of losing his support.

46

Source: NBCs The Office So I went to my VP of technology and let him know that unless he hired another tech lead to work with me, the quality of work was going to go down.

47

BOOM!

Obviously. There could be no other solu;on to this problem that I thought about for 30 seconds.

48

Source: NBCs The Office Lucky for me, this guy really was the worlds best boss, so instead of reac;ng nega;vely to my ul;matum, he sat down with me and helped me outline all of the issues I was having that were taking up my ;me. It looked a bit like this:

49

TOO MUCH ADMIN WORK

NEED FOR TECHNICAL

QUALITY +

NEED A PROJECT

MANAGER? =

What a great idea. With a junior project manager to offload my administra;ve work to, I was able to resume my technical work without the assistance of another tech lead. Now in this case, he helped talk me through it. But youre not always going to get a VP who has ;me to do that, and really, if I had taken the ;me to think it through myself, I probably could have come up with the same idea.

50

PROBLEMS

THE POINT IS, When you have a problem, your unique insights will provide the best solu;on. Youre the closest person to that problem. In the end you have to figure out WHAT YOU NEED. Then ask for it, from the person who can give it to you.

51

PROBLEMS SOLUTIONS

It means that instead of coming to someone with problems, you're coming to them with poten;al solu;ons. Youll be perceived in a completely different way.

52

KNOW YOUR VALUE

Now Im going to completely switch gears and talk about knowing your own value. The ;tle of this story reminds me of a one of my best friends in high school. This happy go lucky guy who never used to mind if someone called him arrogant. He used to say that if he didnt have a high opinion of himself, how could he expect anyone else to? I thought it was a fair point.

53

Im going to start here with this ecard. A few years ago, working on yet another challenging project (theyre all challenging in their own way, right?), a few of us sent this ecard around to make each other feel be\er. Weve all been there. Im talking about when youre so busy working on low level things that you dont have ;me for any big picture thinking.

54

This par;cular project was a redesign of a coupon-clipping website for a grocery store chain based here in the US. I was located in Toronto. The designers were in Chicago, my front end team was in Poland, and the back end team was in India. The clients head office was in Grand Rapids. We really were globally distributed on this project. I had just started on the project, and no;ced that my tech director was always trying to get me to travel somewhere. Whether that be to Chicago to work with the design team, or to the client site. One day he asked me if I could go to Grand Rapids for a mee;ng, and I answered the way I always answered such a request back then. I asked,

55

Am I really needed at the meeting?

56

Designed by Freepik And the director of technology looked at me like this. Am I needed at the mee;ng can be construed as a valid ques;on, but be careful. What it does, it it puts the onus on someone else to assess the value of YOUR CONTRIBUTION to a mee;ng, and this is a dangerous thing to do.

57

Designed by Freepik

The DoT got kind of sarcas;c with me, Well I dont know, do you ever find that your viewpoint as a front end technologist comes in handy during client mee;ngs? I had to admit that in the past, that had happened. How about in design conversa;ons? Sure. And he said, Well, I never know what will come up on these trips so yeah, Id say youre needed at the mee;ng. And he asked me, Why are you front end devs so averse to travelling? And I realized that we were. Thats really changed since then but at the ;me

58 Source: Mar;n Handford

We wanted everyone to seek us out to ask for our opinion on things, but we werent puhng ourselves out there and insis;ng that we be part of the process. We were being passive. We needed to make the decision ourselves on if we needed to be part of the mee;ng.

59

You need to be part of the meeting. YOU NEED to be part of the meeting

And as a front end developer, you need to be part of the mee;ng. This one is an easy decision. What about the harder ones?

60 Source: h\ps://juliandradurkin.files.wordpress.com/2014/08/paths.jpg

The good news is that even making a decision at all will make you more of a leader than the people who wont. The reason that people dont want to make decisions is because theyre afraid theyll make the wrong one. My career manager at Sapient told me this:

61

TO BE A LEADER IS TO NOT BE AFRAID TO MAKE A MISTAKE.

He said this in reference to a mistake he had made himself. He had been leading the implementa;on of an eCommerce storefront for a retail client and had made a bit of a dire error in his technical design.

62

Source: WashingtonPost: h\ps://goo.gl/qxm6ZX

We had to redo a lot of work for free to fix it. One thing here that impressed me is that he didn't get fired. It struck me how lucky I was to work in an environment where people are allowed to fail. When he talked with me about his decision-making process in that situa;on, he pointed out that nobody else on the team was deciding anything, and that part of being a leader is making decisions, even if they turn out to be the wrong ones. Here, lets fix this .

63

Source: Huffington Post: h\p://goo.gl/76k3eD

Thats be\er. As humans, we dont like messes, and we dont like talking about mistakes. But making mistakes is a great way to learn things youll never learn otherwise. My career managers story reminded me of one of my own failures. And now I'm going to invite you in to my former life, as an explora;on geologist.

64 This failure probably s;cks in my mind because it was my first big mistake I made in a full-;me job. I was doing explora;on work in the Canadian arc;c with a team of fellow rookies.

65

We were in the helicopter flying out to our area that we needed to map, but none of us were direc;ng the pilot. This would always be a challenge, Drop us off at the flat spot, with the water and ice. NO, THAT flat spot But at least we should make an a\empt. We had aerial photographs that showed us where we were supposed to be. So the pilot, maybe this is a classic case of a guy not wan;ng to ask for direc;ons? He took us to where he thought we needed to go and dropped us off. None of us checked our posi;on, its no surprise that we ended up in the wrong place. Before the pilot leQ he said, Ive got some stuff to do for the next 6 hours, and Im gonna be out of radio signal range, but Ill be back later. So dont break your leg or anything. Ill be back. We didnt try to orient ourselves un;l aQer he was gone, at which point we realized we were way off course, and nowhere near the area we were supposed to be mapping.

66

So there we were, stuck in a remote part of Victoria Island for about 6 hours with nothing to do. And it was just like my career manager had described nobody was making a decision on the next steps. People were bickering and shou;ng out ideas, but nobody had enough convic;on to really stand behind any of them. So I decided to make a decision.

67 I told everyone that there were plenty of rocks, and we were 4 geologists. Since we were stuck in that area all day anyway, we might as well map them. At the end of the day we had mapped a substan;al area of this land that our company did not own.

68 Back at the camp, my boss was less than impressed. He did take the data we gathered, and I think he even sent our samples in for assay (that means crushing them and tes;ng them to see if they contain gold). But he made a big show of telling me that we had wasted our day.

69

But it wasnt a waste for me. Reflec;ng on it later, I realized I had learned something important: My team members had listened to me. I had the ability to convince people. I had the courage to put my stake in an idea and run with it. It might not have turned out well, and that is fine. Believing in myself really set me up for the roles I was to play at Sapient. And this brings me to my last story, about a mentor of mine who believed in me when I was just star5ng out in my career.

70

It was early in my career. I was running the front end development track of work for an eCommerce implementa;on for a telecom client. This was a large-scale implementa;on, with the front end team alone having more than 20 people spread across NA and India. We were in tes;ng phase and it had go\en messy. It seemed like whenever we closed a defect two more would open. I had just got back from maternity leave and didnt feel comfortable going to India. So that was fine,

71

I went to Kansas instead! This was where our back end team was sihng at the client site. I went there to at the request of our then VP of technology who is now our CTO, to talk about PROCESS CHANGES WE COULD MAKE TO IMPROVE MY TEAMS DEFECT RESOLUTION RATE. Now, I had a few ideas on how to turn our stats around that I was happy to share.

72

FOOLPROOF PROCESS CHANGE TO IMPROVE DEFECT FIX RATE

I sat down with the VP, now our global CTO, and the senior architect, I myself was a senior developer at the ;me, and outlined a plan by which wed tackle the defects one page at a 5me. I described a scenario where the developers could focus on fixing ALL issues on a per page basis and no;ce if they were breaking something else in the process. I men;oned the feeling of sa;sfac;on that the team would get and the sense of momentum that would come from seeing a page completely fixed. He said, ok, and I went back to my desk.

73

The very next day, when the defect logging process had turned completely from a fish into a rainbow, I was mildly surprised and didnt immediately connect it to the conversa;on I had had the day before with the VP. I remember saying to the developer who had come with me from Toronto, Hey, check it out, this is cool. They are only logging defects on the homepage today! And he was like, Yeah, isnt that what you asked them to do? One page at a ;me?

74

BOOM!

BOOM! The VP of technology had ensured that my idea was implemented. I could never have done that on my own. It can be temp;ng to do everything yourself. Im sure our VP of technology could have figured out a solu;on to our quality assurance issues. But he gave me a chance to tackle them my own way, and I had never felt more empowered. Which brings me to my last point

75

TRUST A JUNIOR.

76

"Make yourself available, and when you can lift somebody up,

lift somebody up -Suzy Deering, CMO eBay, NA

I really like this quote I heard from Suzy Deering at the 3% conference last fall.

77

LEADERSHIP STRATEGIES I LEARNED IN MALE-DOMINATED CAREERS: TRUE CONFIDENCE LIES in not always having to know the answer Organized in THOUGHT, organized in SPEECH, organized in ACTION TAKE what you NEED To be a LEADER is to not be afraid to make mistakes Trust a junior (if you can lift someone up, lift someone up)

RECAP

So that was my final story that Ill share with you today. Lets do a quick recap of the leadership lessons Ive learned in my male dominated careers When Ive done this talk in the past, the feedback Ive received is that people expected the advice to just be for women, and they think that advice on this topic will be different for a woman than for a man.

78

But my experience has overwhelmingly been that the hardest part of solving the gender diversity problem in tech is in building up a female presence the team. Once women are on the team, they dont need any special advice to succeed. AND THATS A GOOD THING, RIGHT? Because women are just as talented at web development as men. I havent seen one area in which the women on my team struggle where the men dont also struggle. They struggle most with the areas Ive shared with you today. For the problem of building up the team, I do have some gender-specific advice based on the opportuni;es Ive had to interview candidates.

79

GENDER-SPECIFIC STRATEGIES FOR MALE-DOMINATED CAREERS: Be confident about your skills in your resum. Speak confidently about your abilities in an interview. No need to be pragmatic about your

abilities you are trying to sell yourself. For people in a position to interview, be careful about your own unconscious bias when

considering applicants and consider the two points above. Dont be apologetic if you are singled out in a positive way: If you think you got an opportunity

because youre female, TAKE IT. Then prove how much you deserved it as a developer.

ADVICE JUST FOR WOMEN

80

HI, WERE SAPIENTNITRO

I consider myself very fortunate to have spent the last 10 years of my career at SapientNitro, where I learned these points and where I prac;ce them now, myself.

81 Its a safe place to try and fail and grow.

82

WOMENS LEADERSHIP

NETWORK

ENABLE YOUR

POTENTIAL

10,000 COFFEES

RETURNSHIP PROGRAM CMTOU

OUR PROGRAMS

Not only in the challenging project work, but in the great clients, and the programs available to our people to help them grow. -Our career growth framework itself is called enable your poten;al, and revolves around growth through coaching and conversa;ons. -10,000 coffees is an extension of our career framework, mentorship done via coffee connects facilitated through the 10,000 coffees website. -The WLN provides mentorship and coaching and provides a forum for meaningful dialog on current issues facing women in the crea;ve and technology industries. -Our returnship program gives an internship style opportunity to women that have been out of the work force for an extended period of ;me. -This last one is dear to my heart since Im par;cipa;ng in it right now, and the name was too long to put in the circle

83

CHIEF MARKETING TECHNOLOGY OFFICER UNIVERSITY (CMTOU)

Senior technologists from around the world have the opportunity to do extensive studies in business and marke;ng related topics, as well as expand our breadth in technological topics. Its a year long program, in which Sapient partnered with presenta;on training experts Duarte and crea;ve business school Hyper Island, to facilitate 4 1-week intensives in different loca;ons around the world. Its an amazing learning and networking opportunity and Im excited to be part of it this year. Because learning never ends, and that includes learning how to lead.

84

LEADERSHIP IS A CHOICE. IT OCCURS WHEN SOMEONE DECIDES THAT ITS IMPORTANT THAT THEY LEAD.

- SETH GODIN

I want to leave you today with some inspira;onal quotes. American author, entrepreneur, and marketer Seth Godin said that leadership is a choice, and that leadership occurs when someone decides it's important that they lead. But I like how Beyonce said it be\er.

85

POWER IS NOT GIVEN TO YOU. YOU HAVE TO TAKE IT.

- BEYONC

86

THANK YOU TO PIXABAY, FREEPIK AND THESE OTHER SOURCES: Geology clip art: http://www.philipmartin.info , Can Stock Photo, Shutterstock,

http://image.shutterstock.com/z/stock-photo-attractive-geologist-researcher-cartoon-career-97510088.jpg Surprised cat: http://i.huffpost.com/gen/1856592/images/o-SURPRISED-CAT-facebook.jpg Traffic in Bangalore: Bloomberg/Getty Images photo by Namas Bhojani Sapient Bangalore tech team: Subin Paul http://subinpaul.com/ Liana Fincks New Yorker cartoon I live in Atlanta, but I think you meant where am I from originally. NBCs The Office Martin Handfords character Wheres Waldo Two paths: https://juliandradurkin.files.wordpress.com/2014/08/paths.jpg Fish becomes a rainbow: http://ocshsart.blogspot.ca/2013/02/art-2-morph-project.html

IMAGE ATTRIBUTIONS

87

THANK YOU