Society has come to accept algorithms as arbiters of love. Millions of marriages each year owe their genesis to the matching smarts of back-end code belonging to a dating app. Algorithms, in this way, have fundamentally changed how we find a mate, arguably the most important decision of our lives. If we’re willing to entrust algorithms with this essential task, then it only makes sense that algorithms and bots will continue leaking into our lives’ other seminal processes.

Have you ever ordered something online and waited for the tracking number to appear in your inbox? Perhaps you get frustrated when it takes a day for you to receive an email with your tracking number and you decide to write a scathing review of the company you ordered from. You’re not the only customer who feels this way. Every year it seems as if consumers want their goods faster and faster.

This is Mentoring Moments (#23), a series of wow-you-need-to-know-these stories from successful women of multiple generations. Mentoring Moments is now a podcast. Sara Mearns is an athlete who knows how to rock a pink leotard. Sara is the 30-year-old principal dancer at the New York City Ballet. That’s huge. When Sara was three years old, she did what a lot of little girls do – she put on a pair of soft pink slippers and took a ballet class, just for fun.

There are two kinds of job-seekers. One kind of job-seeker is thrown completely off balance by finding him- or herself out of work or in need of a new job. Panic sets in quickly and the desperate job-seeker jumps at the first opportunity s/he can get. Within a month the formerly-panicky, now remorseful job seeker is thinking “Oh, dang. Why did I race to get this job? I hate this job. I need to start job-hunting again.

Tableau cofounders Christian Chabot and Chris Stolte (Photo: Rick Dahms for Forbes) The MGM Grand Garden Arena in Las Vegas is a 16,800-seat venue that frequently hosts Ultimate Fighting bouts, rock stars and pop idols. On a Tuesday morning last October the arena was thrumming yet again, except this time the star was a young man in a T-shirt and jeans with a giant number-filled spreadsheet projected behind him.

As a mother, I spend a lot of time thinking about the culture my son will grow up in. And lately, my analysis has been somewhat grim. The most pressing cultural issues seem like problems that I simply can’t address. I’m not a lawmaker, a psychologist or a social worker. I’m the Chief Strategy Officer for a marketing and PR firm, and I struggle to keep up with the latest parenting research, much less strategies for saving the world.

Dear Liz, I went to Silicon Valley after graduate school to dive into the high-tech startup world, and I did. I got my first job working in the marketing department for a wireless device company, ten years ago. I got paid the market rate which was very good, but as you know, Northern California is an expensive place to live. My first company got sold. I had stock options but they ended up being worthless after the deal. However, I had gained enough experience to get another marketing job quickly.

Are remote workers more satisfied with their situations, or more isolated and discontented? Do they feel more valued — or less?  Are they more productive — or not? Photo: Pexels With remote working arrangements becoming increasingly common, these are some of the valuable management questions addressed in a new survey, “What Leaders Need To Know About Remote Workers” from TINYpulse, an employee engagement firm.

You’re determined to start the next chapter in your career, and you’ve psyched yourself up for the inevitable networking frenzy that will ensue. You’re ready for the cocktail gatherings, coffee meetings and informational interviews. You’re armed with an elevator pitch on what you want next, and you’ve got the conversation art down to a science. But before you can get to those in-person scenarios, you’ve got to first connect via email.

Unfortunately, we’ve all been there. The boss finds his staff stumped by a problem and decides it’s time to step in. But, instead of taking the time to get the facts straight and work alongside his team to realize a viable solution, he swoops in squawking, dumps orders riddled with formulaic advice, and then abruptly takes off, leaving them behind to clean up the mess. Seagull managers only interact with their employees when there’s a fire to put out.