STARTING OUT
working model
<
Deputy Campaign
Director
Name Scott Coccaro
Age 25
Occupation Deputy campaign director for
Betsy Gotbaum, a possible candidate in 2001 for
public advocate of New York City
Degree Bachelor’s degree in psychology,
Boston College
Just looking Coccaro works for a campaign
that has not yet officially begun: “It’s just
exploratory at the moment—politicians don’t like
to put all their eggs in one basket before seeing if
they have a shot. Right now we’re just getting her
name out there.” If everything goes according to
plan, Gotbaum will officially declare her Candida
cy this winter. For now, Coccaro helps with the preliminary phase of her bid.
Exploring, but committed Even in the exploratory stage, working for a campaign
demands total commitment. “I work 70 hours a week, and that will probably increase
between the announcement and the primary in the fall of 2001." Coccaro spends those
hours working on a variety of tasks: discussing issues with Gotbaum, scheduling meetings
with community leaders, and collaborating on reports and speeches.
Practicing with the preacher The long hours and late nights demand Coccaro’s
devotion to more than just winning the election. “The burden really tests your belief in
what the candidate is doing. You can’t do this half-heartedly. Betsy and I share the same
views on how to help the five boroughs. This election is more about implementing the poli
cies we believe in than getting any one person elected.”
Mr. Coccaro goes to Washington? Perhaps, but not to run for public office. If
Gotbaum wins, Coccaro would like to remain on her staff in an advisory role. Further down the
road, he’d like to work at a national political consultancy or a think tank. But he won’t rule out
anything entirely, including public office. “A lot of people say they’re going to stay behind the
scenes but then decide they can get more done by running,” he says. “So you never know.”
-Topher Bordeau
Rookie Mistakes
One hundred fifty executives from the nation’s 1,000 largest companies were
asked, “What is the biggest mistake an employee at your company has made dur
ing the first three months on the job?” Their responses:
Misunderstood corporate culture 17%
Didn’t ask enough questions 16%
Lacked integrity 6%
Didn’t follow the rules 6%
Lacked attention to detail 5%
Made job-related errors 5%
Communicated poorly 4%
Misinterpreted the job description 4%
Other 14%
Don’t know/no answer 23%
“OTHER" RESPONSES INCLUDED LACK OF TRAINING OR READINESS FOR THE JOB, POOR INTERAC
TION WITH COWORKERS, AND A DESIRE TO CHANGE THINGS TOO FAST. SOURCE: PR NEWSWIRE.
facts
s
0
30
0
0
0
T1
S
0
30
X
1
▼ P2P Path to profitability—
the pre-IPO plan of a start-up.
“Internet news service apb.com
folded when investors balked at
the site's ill-defined P2P and
took their money elsewhere.”
■■1
V Pharmers The new
I breed of farmers who are rais
| ing genetically engineered
i crops and livestock.
“Morgan won’t be impressed
I with pharmers until they can
I engineer a broccoli that tastes
I like buffalo wings.”
Slanguage The jargon and
buzzwords often heard in cor
porate meetings.
“There was so much slanguage
being thrown around the man
agers meeting that I could
hardly follow the conversation
Spyware Software applica
tions that covertly track and
store a user’s activity.
“Considering the countless
hours Kate spends shopping
online, the company’s decision
to install spyware should save
her hundreds.”
SOURCES: U.S. NEWS. TIME, HARRIS
INTERACTIVE, ADVERTISING AGE,
BUSINESS WEEK