- Surface Area
- Posts
- Lessons from My First Job
Lessons from My First Job
Sign up to receive Surface Area or follow me on Linkedin or Twitter. Book a meeting here to talk about ghostwriting from my agency, Principals Media.
My first job after college was at an English-language newspaper in Mexico City called The News. It paid $70 a week and came with a stack of business cards.
I was hired to cover finance because no one wanted that job. Everyone else wanted to write about politics, sports and culture.
It turned out to be a blessing. The country was on the verge of an economic transformation spurred on by the privatization of banks, renegotiation of debt and signing of a free trade agreement.
I was assigned speeches by Mexican President Carlos Salinas de Gortari and interviewed American executives, including John Reed, the head of Citibank.
I learned the basics of journalism, but also a lot about how companies operate.
Or mostly how companies shouldn’t operate.
For example, my employer had one copying machine, but because it was so prestigious it was placed in the CEO’s office where no one could use it. The building had two elevators, but one was reserved for senior executives. Not the best use of resources.
My aspiration at the time was to work at the Wall Street Journal, a unit of Dow Jones. I befriended reporters at the Journal who explained how the company operated.
It did not sound great.
Dow Jones maintained three offices in Mexico City at the time. One for the Wall Street Journal, another for Dow Jones newswires reporters and a third for a joint venture DJ had with the Associated Press.
The three groups of reporters competed aggressively and rarely collaborated.
Dow Jones owned Telerate, an online system for financial professionals, but to save money the company rarely provided those machines to their reporters.
That lack of access to data and information hurt their reporting.
One of the reporters said he had been hired over the phone and never met his boss in New York.
A year later I joined Bloomberg. The company provided every new hire with a terminal.
That decision
a) put reporters on a level playing field with their sources
b) became a powerful recruiting tool
c) created motivated beta testers who pressed for improvements.
It would take more than a decade for Dow Jones to begin merging their newsrooms. And it would only come well after the colossal failure of Telerate.
Several years later, when I was managing Bloomberg’s Latin American news operations, I ended up hiring that reporter who had never been visited. I made it a point to fly down and see him.
Your first job is an opportunity to learn what doesn’t work as much as what does.
Some of the lessons I took away for a successful company:
–Encourage a culture of collaboration
–Provide employees the tools they need
–Make it a priority to support/visit key people
Learn AI in 5 Minutes a Day
AI Tool Report is one of the fastest-growing and most respected newsletters in the world, with over 550,000 readers from companies like OpenAI, Nvidia, Meta, Microsoft, and more.
Our research team spends hundreds of hours a week summarizing the latest news, and finding you the best opportunities to save time and earn more using AI.
BRIEF OBSERVATIONS
WHO IS WORTH LISTENING TO: I think Tom is on to something.
ELON’S POSTS: If you think Elon is tweeting more often you would be right.
EVERYONE WILL NOT JUST: When I worked corporate, we would find ourselves in meetings and inevitably someone would say: “Why won’t everyone just do XYZ.” This post is a reminder that everyone will not just do XYZ!
EGGS: Visited my parents recently and mom broke out the recipe book to make eggs. I love the recipe, and I love the handwriting.
COOGAN’S LAW: I think John is right about this. What is your phrase?