Tala Akhavan on Opening Up Access to Female Entrepreneurship as a Working Mom

ABOUT THE EPISODE

Before becoming the Chief Operating Officer at Pietra, Tala Akhavan was an Uber executive for 5 years, coinciding with some of the app’s most transformative years. But as a first time mother, Tala struggled to pair her professional goals with motherhood, so she made the decision to not return to work after maternity leave—instead she focused on being the mom she always dreamt of. She also used this time to search for a career that would allow her to find fulfillment in both motherhood and entrepreneurship.   

Tala landed at Pietra, the platform powering the creator economy. As COO she’s spearheading the initiatives that are making it possible for anyone to launch the brand of their dreams. She’s found a true passion for democratizing access for female entrepreneurship, where her mission is to lower the barrier of entry for all creators. On this episode of WorkParty, Jaclyn talks to Tala about navigating career growth as a new mother, what the next wave of the creator economy could look like, and lowering the barriers of entry for female entrepreneurs.

LISTEN TO THE EPISODE

RESOURCES

IN THIS EPISODE WE DISCUSS . . .

  • How she landed the job at Uber

  • What attracted her to the creator space

  • Advice for balancing work and motherhood

  • How Pietra can help you launch in under 90 days

  • Lowering the barrier to entry for female founders

  • Integrating innovation into your brand roadmap

OTHER EPISODES YOU MIGHT LIKE . . .

Using Technology to Drive Social Impact with AllVoices Founder, Claire Schmidt

Live from Austin Pop-Up: How to Define Goals and Rise to Your Potential with Payal Kadakia, Founder of ClassPass and Author of LifePass

Live from Austin Pop-Up: Lauryn Bosstick on Uncensored Advice, Female Empowerment, and Building Brand From Scratch

Golde Founder Trinity Mouzon Wofford on Approachable Wellness, Mentorship, and Superfood Success

Your Mind is the Strongest Muscle with Tunde Oyeneyin

THIS EPISODE IS BROUGHT TO YOU BY...

Vinovest | Go to zen.ai/workparty and be sure to mention WorkParty to start investing in wine today.

Bliss | Get 25% off your purchase of Block Star Daily Mineral Sunscreen on Blissworld.com with code PARTY at checkout.

Printfresh | Head to printfresh.com/workparty or use code PARTY for 15% off your first order!

Do You Really Need to Be a Full Stack Employee?

If you really want to land that dream job, you need to be sure that you’re making yourself as marketable as possible to a potential employer. Obviously, if you are more experienced and have a wide variety of skills you already have a leg up on the competition and are one step closer to getting hired. However, is catering to a broader spectrum of tasks in order to impress an employer more efficient, or is it a recipe for spreading yourself too thin? 

Being a full stack employee doesn’t mean that you need to be able to do every job there is to do under the sun. By allotting yourself a list of tasks that are catered to the position that you’re looking to get, you’re able to give yourself and your employer/client a better understanding of what you’re able to do rather than promise to do tasks that you might not be able to do to their full capacity.

IS BEING MULTIFACETED MARKETABLE? 

There is no doubt you should find the ways to get a leg up on the competition and stand out to your potential employer. If you’re a marketer, and your potential employer hears that you know how to produce content, edit, write RFP’s, know how to manage social, know how to edit a website, and even walk their dog; there’s a pretty good chance that you’ll get the job. However, there’s a difference in being able to cater to your employer/client’s needs and over-promising on things that you won’t be able to fully execute.

We won’t argue that there is a large demand for full-stack employees today, especially in the startup world, but the more your over-promise the more you run the risk of running into  situations where your attention is pulled into so many directions your work is suffering and you are not getting tasks completed to their full potential.

THE MORE TASKS YOU HANDLE, THE LESS FOCUSED YOU CAN BE.

Think about it you’re writing and being your own editor, running meetings, taking notes, creating content, shooting photos, creating graphics, handling events, running production and now you're at the point where you’re not even sure what your title is anymore. Are you even a marketing director anymore, or are you more along the lines of a creative director? Or are you something completely different then what you began as? You don’t even know what to label yourself as.

Sure tackling on all these tasks can look impressive on paper, but you might be doing yourself a disservice by having your attention divided on so many different tasks that you less focused on the more important ones. Not only that, but if your employer may start to see that you are not able to fully dedicate yourself to the tasks you promised; they might start to think that you lied on your resume to get the job. If you want to truly make yourself a full-stack employee, you have to start off with prioritizing and focusing on the most important task and then see how you can branch off into the specifics. 

NARROW IT DOWN.

Even if you’re a full stack employee, you still need  to set your limitations, while understanding that you can still be niche and specific. For example: if you’re an editorial director you can also say that you write content, handle an editorial team, edit content, shoot content, pitch sponsorships, and even edit content for your social media manger. Know yourself, your limits, your capabilities and be confident in them. 

At the end of the day, you want to be able to do your job to its full potential and still be able to wear a lot of hats. That’s what will make you truly marketable and will ultimately land you that dream job.

MORE ON THE BLOG

What Does a Magazine Editor Do? Domino's Digital Content Director Explains

How many times have you peered voyeuristically into the lives of people you admire via social media, video, or published interviews and wondered what it must be like to do their job? We’ve all been down that research rabbit hole on our quest to create and cultivate the career of our dreams, but often we’re still left pondering about the realities of their day-to-day—so, what is it really like? Well, in this series, I Want Your Job we uncover the truth by getting down to the nitty-gritty on what it’s actually like to work in your quote-unquote “dream job” and if the reality stacks up to the expectation. Up next, Sophie Miura, Digital Content Director at Domino.

When it comes to your career trajectory, there really is no clear path anymore (or a gold watch at the end!). Today, it’s fraught with twists and turns, ups and downs, curves, and sideway maneuvers but that’s what makes it so exciting. Sure, there are challenges along the way, even a few mistakes, and wrong turns, but ultimately, we all land where we’re meant to be. And oftentimes, it’s in a position you never expected to be in either.

This was the case for Sophie Miura. While she had a passion for media, she was unsure of which area to pursue, so she tried them all—from radio to broadcast, print and digital—until she found the one she really loved: magazine publishing. But breaking in and landing a job in the very competitive world of magazines wasn’t easy.

Read on to learn how Miura interned her way to the Digital Content Director at Domino (where she has helped to launch compelling new series, such as New Voices, that spotlight and celebrate women who are shaping the design world), the lessons she’s learned along the way, and why she believes in the importance of on-the-job experience.

I Interned Everywhere to Get My Foot in the Door

As soon as I finished high school, I started interning and worked at almost every type of media outlet, from broadcast radio to television, until I found one I really loved: magazine publishing. When I wasn’t studying media and communications at university, I was interning at Hearst, and, after three months of fetching coffee, organizing the fashion closet, and sourcing rare purebred dogs for a cover shoot (yes, really), I scored a full-time offer as the assistant to the editor in chief—I was ecstatic! 

I spent four years working my way up, from picture and production editor to health and features writer. Then, the magazine closed. I was devastated, but ultimately, there was a silver lining: I was invited to join the launch team of Elle Australia. It was a crazy experience, and I learned to be incredibly resourceful and do whatever I could to just get the job done. By age 25, though, I was totally burnt out. I took a giant leap and quit my job, bought a one-way ticket to Bangkok, and spent five months backpacking without a plan. It was so liberating after spending my early twenties working so hard. 

I was so worried that it would halt my career but it actually did the opposite. I knew two things by the time I finished traveling: that I wanted to live overseas and that I loved writing about travel. I reached out to every person I knew in publishing, sent a lot of cold emails, and after a lot of hustling, landed a job as a lifestyle editor at MyDomaine in New York. It was a whirlwind. I traveled to far-flung destinations like the Arctic Circle and Bora Bora to write about new hotels and airlines as I cut my teeth as a digital editor.  

All in all, I must have done at least six internships before landing a full-time role. It was the best way to figure out what kind of career I actually wanted. Certain media roles sound impressive but are completely different in reality. Interning helped me to fast-track that learning experience and really zero-in on what I wanted to do. 

On-the-Job Experience Often Trumps a Degree

I have a Bachelor of Arts in media and communications. It was a great entry course but the best experience I had was on the job. If I hadn’t consistently interned while studying, I don’t know where I’d be.  

I Set an Agenda Each Morning and Prioritize Tasks

I’m the digital content director at Domino, which means that I oversee digital editorial as well as the social media and email team. My days are pretty varied, but typically, I’m in the office early and use that first hour of silence to do the most important tasks: I set an agenda for the day (I find that three priority tasks are realistic; any more is a stretch), review our daily content mix, take stock of industry news and competitor coverage, and dive into overnight traffic to make sure I’m across any fluctuations. The rest of the day tends to be dominated by meetings! I manage a team of eight and work with the print and branded content teams so face time is really important.  

I Have My Dream Job, But Reality Doesn’t Always Match Expectations

It’s much more strategic and team-facing than my last role, which was a senior editor at MyDomaine. Fortunately, Domino is a pretty flexible workplace and we’re really encouraged to shape our own roles. When I crave a dose of creativity, I jump into a brainstorm or workshop stories with our editors.  

There’s much more to my job than overseeing the website. What you see (whether it be on Domino.com, Instagram, or our other social channels) is really a fraction of the role. It’s much more numbers-based than you’d expect.  

I Worked in Several Adjacent Roles and Industries Before Landing on This One

My advice is to try as many different roles within media or publishing before you choose a path. The industry has really evolved in the last three years, and chances are, there are roles that you don’t even know exist. The most valuable thing I did was to intern in radio, television broadcast, and publishing, then, within publishing, I tried advertising, brand partnerships, and editorial. Give yourself time to test and learn before you specialize—it might feel like lost time, but it’ll be worth it in the long run. 

I Chose Jobs Based on Who I Wanted to Learn From, Not What

Apply for positions based on the people you’re excited to work with. Your manager plays such a formative role when you’re starting out—learn good habits from the best! My first editor in chief, Lizzie Renkert, helped pave the way for me today. She offered me my first job in publishing and consistently challenged and supported me.  

I’m Constantly Paying It Forward and Leading With an Outstretched Hand

I’m always impressed when someone cold contacts me, and even though my schedule is packed, I try to grab coffee with students and interns when possible. Unintentionally, it’s also how I’ve found some really talented employees. 

I Found Mentors Over Time, But I Didn’t Force It

I think it’s helpful for anyone trying to build a career to have a mentor, but in my experience, it has to happen organically. If you do find someone who you click with on a professional level, be proactive. Reach out regularly (for me, that’s every two months) and always offer to work around their schedule. 

“Work Hard and Be Kind” Is My Motto (and It’s Served Me Well)

Work hard and be kind. My mom wrote this simple quote on a chalkboard in our kitchen when I was about 15, and I’ve never forgotten it. It might sound naive, but I really believe that if you do your best and try to act with kindness at work (and in life!) good things will come your way.  

I Am Constantly Learning From Other Women in My Field

Stella Bugbee, the editor in chief of The Cut, consistently pushes the boundaries, and I’m so inspired by her work, voice, and point of view. I learned a lot from her interview on Bon Appetit’s Foodcast podcast.

Have an Appetite for Media (and Consume as Much as Possible)

For me, it’s less about career books and more about constantly staying on top of digital articles from publications and writers I admire. The sites I check daily are The Cut, The New York Times, Bon Appetit, Medium, Digiday, and Domino, of course. 

I listen to the Digiday podcast to stay up-to-date with industry news, The Daily for current affairs, The Cut on Tuesdays for storytelling, Offline for work-life perspective, and The Minimalists to remind me that less is more.  

Never Stop Learning

It’s almost impossible to feel like you’ve truly mastered your craft when you work in media, and you have to learn to be okay with that. There’s always a new platform, a new algorithm, a new way to tell a story. The most successful people are those who like to be kept on their toes.  

Digital Media Isn’t Easy, But I Find Inspiration in the Challenge

A healthy dose of reality. Digital jobs can be tough—the 24-hour news cycle is relentless and you’re constantly “on”—so sometimes it helps to take a step back and remember why you started. At its core, Domino aims to inspire readers with beautiful home tours, clever DIYs, and feel-good decorating ideas. I try to remember that when I’m stressed and need to find my center. 

I Swear By the One-Touch Rule for Maximum Productivity

Email is the biggest source of stress for me. It’s never-ending and I hate feeling like I’m not on top of it! Lately, I’ve been trying the one-touch rule which means that as soon as I open an email, I have to action it (respond, forward, or archive) and remove it from my inbox. It takes a lot of discipline (I’m guilty of leaving messages unanswered) but it means that I never do the same task twice or let inbox anxiety simmer. 

I’m Always Looking for Contributors, So Hit Me Up

I’d love to hear from you! I’m always on the lookout for beautiful home tours and sharp contributors. If you have an idea for Domino or are interested in collaborating with us, shoot me an email at pitches@domino.com. 

MORE FROM THE BLOG

7 Easy Ways to Improve Employee Check-Ins for a Happier Team

Never underestimate the power of a simple check-in. It might seem like a small gesture, but check-ins are an essential element of strong communication and can be a source of employee empowerment. While regular check-ins are valuable in all sorts of relationships, when you’re building a business, checking in with your employees not only improves morale but can also drive growth, retention, and long-term success.

1. Practice healthy communication. 

These communication themes can impact a range of outputs, from efficiency to engagement and retention. 

  • Positive: “How’s that report on widget theory coming along—any support I can provide?”

  • Neutral: “Do you have that report on widget theory finished?”

  • Negative: “Where’s the widget theory report I asked for yesterday?”

While all of these questions are driving toward the same topic, the outcomes of those question styles will differ dramatically. Not surprisingly, good check-in outcomes rely on good check-in questions. 

2. DO check in, DON’T micromanage.

While a check-in can be helpful and motivating, micromanagement is often de-motivating and hinders progress. Without thoughtful framing, a well-meaning check-in question could be perceived as micromanagement. For anyone who has worked under a micromanager, you know precisely how much it can erode trust and respect. 

3. Optimize check-in cadence, context, and cause.

Understanding these three key elements is critical to making your check-ins mutually beneficial.

Cadence helps define the value of both the question and answer. If the answer isn’t likely to change since the last check-in, the cadence is too short. Anyone who has been on a long car ride with kids has likely heard, “Are we there yet?” countless times. The more a question is asked, the less valuable it gets.

On the flip side, you can miss a lot of important information if you wait too long between check-ins. If you’re asking how happy your employees are once a year, you’ve almost surely missed opportunities to provide support and guidance.

There’s no perfect cadence for all check-ins or all employees. The key is simply paying attention. Find a cadence that aligns with your mutual goals and adjust as needed.

Context aligns your check-in to the topic at hand, setting your recipient up to give the most relevant and useful response. If you schedule a meeting to ask someone who’s in the midst of a time crunch how connected they feel to their remote peers, that’s an example of poor context. Whereas checking your employee’s calendar in advance and scheduling your meeting with their time in mind sets the stage for a more valuable check-in.

Cause defines the level of discretionary effort and cooperation you’re likely to experience.

If you’re checking in because you want to provide support during a difficult time or on a challenging pursuit, there’s a greater chance you’ll get candid and helpful responses. However, if your check-in exists purely to serve your own interests, it’s less likely to inspire the same discretionary effort.

4. Find your balance.

A successful check-in strategy hinges on the balance of individual and shared benefits. This simple litmus test can help you find that balance.

Are these questions:

  • Asked often enough?

  • Asked too often?

Is this check-in:

  • Contextual to the situation?

  • Relevant to the recipient?

Is this check-in:

  • For my benefit?

  • For my employee’s benefit?

  • For our mutual benefit?

5. Know your data needs.

A successful check-in starts with formatting the questions in a way that helps your employees give meaningful answers. Next, you need to determine what kind of data you’re hoping to capture. 

  • Quantitative Data - Data that can easily be quantified, codified, and viewed in aggregate. Quantitative answers are usually much faster and take less mental bandwidth to give.

  • Qualitative Data - Data that cannot easily be quantified and typically require more time and thought.

To determine what type of data you need, check in with yourself as you’re forming questions:

  • “What do I need to learn from this check-in?”

  • “Why do I need to learn that?”

  • “What will I do with the knowledge?”

6. Standardize your check-in formats.

The number of formats you can ask a question in are almost unlimited, but to standardize the answers, these are some of the most popular and easy-to-digest options: 

  • Open-ended: Do you feel appreciated?

  • Multiple choice: What makes you feel appreciated?

    • a) Positive feedback from my boss

    • b) Positive feedback from my peers

    • c) Raises/bonuses

    • d) All of the above

  • Multi-select: What would make you feel more appreciated?

    • ☑ More schedule flexibility

    • ☑ More praise 

    • ☑ Better benefits

  • Numeric range: On a scale of 1-10 with 1 being not at all, and 10 being extremely, how appreciated do you feel?

    • 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10

  • Descriptive range: I feel appreciated:

    • always

    • sometimes

    • never

  • Illustrative/emoji range: Thinking about how I’m appreciated at work makes me feel:

    • 😃🙂😐😕☹️😫

If you’re looking for a laser-focused answer, then it’s only logical to ask it in a quantitative format, such as the 1-10 scale. But that data can only tell you if there’s a problem - not why. That’s where qualitative follow-up questions come in. 

For example, if your goal is improving your team’s remote work experience, follow your 1-10 scale with an open-ended question: “What’s one thing that would improve your remote work setup?” This allows you to see that there’s a problem and start working toward a solution. 

7. Structure your questions to better answers.

The trick to getting a useful answer without burdening your audience is to narrow the response range. You want to narrow the range enough that it makes the question easy to answer, but not so much that you lose the depth needed to move forward.

If you ask a series of open-ended questions, you may find that your employee struggles to answer in good time (or at all). Again, balance—between the type of info you need and the burden it requires—is the key. 

Just remember, whether you’re the CEO or just starting out, we all simply want to be heard. Doing a little work on the front-end to ensure you’re giving your team the best possible employee experience can go a long way in growing your business.  

"A successful check-in strategy hinges on the balance of individual and shared benefits."

About the author: Audra Aulabaugh is the head of people operations at Polly. Over her people-focused career, Audra has built talent acquisition and people experience frameworks to support a variety of tech companies at various stages of growth and scale.  She is passionate about people and creating experiences that allow them to shine and do their best work.

Featured image: Smith House Photo