Succeeding in "virtual" internships

Succeeding in an internship – in a virtual way

Each year at this time, I send a note to the Master of Human Class that I teach class at the University of South Carolina with some thoughts about how to best position themselves for success in the upcoming internships. For sure, each Company has slightly different requirements based on their culture and the nature of the roles that they are looking to fill. But, in my view, many of those characteristics will enable you to succeed in pretty much any Company. I believe the same can be said for different disciplines – the characteristics of success have many commonalities.

A while ago, well before the Corona virus pandemic, I was asked to talk about the future workplace and what that might dictate in terms of changing talent requirements. As I looked towards the already predictable changes, such as artificial intelligence, increased virtual and flexible working, I identified 5 characteristics that the types of Company in which interns would be working would be looking for.

Here is what I came up with, along with some words of advice about how to show up in way that demonstrates the characteristics.

1.   Smartness. Without that the rest is pretty much irrelevant. They are looking for people that are smart. There is good news and bad news with that. The bad news is that this essentially is the entry ticket. You will be working with smart people. The good news is that YOU ARE SMART. If you were not you would not be in the program. But realize that others are also smart – so always be looking to learn from them.

2.   Emotional Intelligence.

a.   Are you self-aware? Do you understand the impact you have on others and is that obvious to those with whom you work? The phrase “ I just tell it how it is and others have to deal with it” is about as self-destructive as it gets – unless you are the CEO perhaps. Firstly, it is not “how it is” it is how you perceive it. Secondly, it can create friction if it comes across the wrong way. I am not suggesting that you should not be authentic or pretend to be something you are not. I am suggesting that you are acutely aware of the impression you create when you communicate or interact with others.

b.   Do you manage yourself effectively? Are your moods obvious to others in a negative way? Do you control your emotions,? Don’t let frustration, or even boredom, be apparent to others? For example, yawning in a meeting (even a virtual one) will NOT go down well and I see that quite a lot in my lectures. While it does say something about the excitement of my material and delivery (I own that feedback) in your internship YOU are on display 100% of the time. 

c.    Social awareness. Can you read the moods of others and adapt your behavior using empathy and patience, as well as observation, to know how best to approach a colleague or a supervisor? Bosses have bad days too and right now they are running on fumes with all that COVID-19 has thrown at them.

d.   Social skills. Do you look to build networks, to find common ground, to look for ways to connect? Are you seen as an intern who supports your peers or as someone who is wanting to leave them in the dust (If you don’t think companies notice, they do)!

3.   Agility. This is a critical attribute at all times but perhaps now more than ever. We are in the middle of the “Perfect Storm.” I have managed crisis responses to SARS, Hurricanes, employee deaths, lay offs, business crashes and economic downturns. Each one of them brought out the best and the worst in people. But they also showed who were merely managers and who were true leaders. What I have NOT handled, and nor has anyone of whom I am aware, is all of these coming at the same times. These are not unusual times. These are unprecedented times and each business will be affected in some way, and so will the people working within them. I have heard it said that the crisis does not develop character, is reveals character. You can tell a lot about the Companies for whom you will work by how they have handled or are handling this crisis. And YOUR ability to be nimble and adapt to these abnormal circumstances and show initiative will be tested and will be critical. 

4.   Learners. There is a wonderful quote from Eric Hoffer. “In times of change Learners will inherit the earth while the knowers will find themselves perfectly equipped for a world that no longer exists.” These are certainly times of change. Much of the advice that I would normally give before entering the summer I believe stands up to the test of changing time but the DELIVERY of what I suggest will be needed for you to succeed will be very different. It will accentuate the need to make the efforts to connect and deliver as well as calling on a greatly increased need for self-discipline and willingness to learn and apply new skills. And you are NEVER too smart to learn. 

5.   Connectors. This involves a willingness and ability to form useful connections to get things achieved. People who succeed in today’s highly networked Companies have the energy and ability to interact with people across boundaries and hierarchies and organization charts. Shell used to assess upward ability on three dimensions: Capacity – simply raw intellect. Achievement – how you USED that intellect to get useful work done and this included work ethic and a sense of the practical. Relationships – how did you work in a way that fostered positive relationships in a way that others were willing to collaborate, support and help? One of the brightest and hardest working people that worked for me worked 24/7 and had a mind the size of Mars but he ticked people off consistently to the extent that when the problems got too large or complex and he needed people to help they rarely would do so unless they had no alternative.

So given all this, what can YOU do to succeed in this coming summer?

Firstly one point is key. You are NOT alone. These are uncharted waters for the Companies too. You are nervous about whether you will be able to get a good sense of the “fit” with the Company and how you can make a positive impression with them to enhance your chances of converting to a full time role. THE COMPANIES HAVE THE SAME PROBLEM. So bear that in mind as you map out a path forward.

Let’s start with the work side of it.

Most of the work you will do will be done virtually and will be largely project based. Some of you may get some client or physical interaction but I would think it would be fairly limited. You will work with a supervisor who may not have a lot of experience in managing people virtually. The good news about that is that you can score points by making it as easy as you can on that individual.

How can you do that?

1.   Listen to instructions. One of my elementary school teachers had this phrase permanently written on his blackboard. “First, listen to instructions. Then carry them out.” Be clear what the task is and do as much as you can to map out how to get that done. Think outside the box and look at the problem from as broad a scope as possible. You may only be given a limited scope but don’t automatically settle for the narrowest scope possible.

2.   Be proactive. Do work on your own between calls or meetings. Some of that work may not prove to be immediately relevant but if you learn something in the process it may be worthwhile at a different time or in a different context. For example. If you are asked to design a New Hire Orientation Program, think about how you would integrate that to their selection process or recruiting program. 

3.   Be independent. You will need guidance – of course. But don’t let lack of immediate answer allow you to come to a grinding halt. One of the best hints for solving problems is to ask who has solved this problem before. Reach out to other interns, other contacts, your professors, alumni etc. They may not have all the answers but they could have some that will enable you to move things forward. Don’t just wait for guidance – come up with alternatives and possibilities and test them with your supervisor rather than asking “what do you want me to do?”

4.   Try and establish a routine pattern for call frequency (once a week, every other day etc.) Stick to that routine unless you have a major issue or burning question. Otherwise hold the questions until the next call. And have a stab at answering the question so that you can offer potential answers to your supervisor rather tan a blank sheet.

5.   Ask questions for clarification but do so in an organized way. Gather your thoughts and map them out in a logical fashion. Don’t make 8 phone calls or send 10 e-mails in a day. Your supervisor will NOT appreciate it. And I said before, look at it from their point of view. This is an extremely stressful time for many of them. They may be worried about their job, they will have bunches or other priorities so the smoother you can make it for them, the better it will be.

6.   Don’t delay. You only have 7-8 weeks. So resist the temptation to leave the project work until the last 4 weeks. You are ALWAYS being evaluated so if the supervisor doesn’t see any early progress they may draw the wrong conclusion.

7.   Make an impression. Come to meetings or project updates well prepared and with a “point of view.” Don’t be taken by surprise if you are asked for an opinion or suggestion. Seize that as an opportunity to shine BUT make sure you balance that with allowing others to share the limelight

Deliver the basics BUT….

1.   If there are opportunities to do additional work – volunteer.

2.   If there is work you consider to be beneath your qualifications or purely administrative – DO IT ANYWAY and keep the thoughts to yourself.

3.   The HR admin staff can make or break young HR professionals. They can be your best friend or your worst enemy and YOU will be the one that determines which. And HR leaders listen to how their interns or entry-level professionals are perceived by them. So be willing to ask them for help and be appreciative of them.

4.   Be the connector. This will be a lot harder on those who are introverted than the extroverts. I have given the speech to you about why I have a participation grade in my class. I know some of you don’t think it is fair to be judged on how proactive you are in offering suggestions but if you get to the end of 7 or 8 weeks and someone asks “which one is George?” – then George you are in a heap of trouble. Make sure that you don’t do this without your supervisors knowledge but:

a.   Reach out to interns in other parts of the organization.

b.   Reach out to HR or relevant functional leaders in other parts of the organization and set up Get To Know You Zoom meetings with them if you can.

c.    Organize virtual Happy Hours with the other interns

In other words be the intern that is known for building networks and bridges and taking the initiative to involve and engage as wide a population as possible.

My last thoughts concern work ethic and discipline.

You have a few weeks to relax before you start the real work. Use some time to recharge the batteries but do a good deal of work to research the Company, it’s major markets, how it may be impacted by COVID-19 etc. But once you get in the workplace this should be like the start of training camp for an NFL team. You have 7-8 weeks to get done what you would plan to do in 12. So you should be working 1.5 times the hours that you would have done. If you work less than 55 or 60 hours a week in some way related to the business – well you can follow my math.

Discipline. You will be working at home and will not have the artificial discipline of a normal work schedule. That can lead to bad habits. So here are a few tips to help cope with that.   

1.   Act as though you were going to the office. Get up, shower, dress in work clothes and maybe even leave the house for a 15 minute walk to start the adrenalin going and break from the bedroom. 

2.   Have a routine. Start at 8, work till 10.30, have a cup of coffee, work till 1, take 45 minutes for lunch, work till 3, take 15 minutes to stretch and walk about, work till 6. One of my colleagues said that if you do not have a routine you will either never start your workday or you will work all the time. I can relate to that.

3.   Make a separate physical space. As much as you can – and I know some of you have space limitations/restrictions – carve out a quiet space in your apartment or home and have all your work stuff available to you there. Make that as organized as you possible can. (If you can remember my office you know how tough that is for me.)

4.   Pets are cute but they don’t have a place on a conference call or especially a videoconference. The same goes for roommates, children, other family members etc. On a Zoom meeting they are REALLY distracting to you and the other people on the call.

5.   Have a calendar for the day with a list of action items to be achieved that day – and tick them off one at a time.

6.   Prepare for every phone call you have scheduled with a list of what you want to achieve from it or information you need to give or receive.