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^{Clockwise, from top left: Kate Johnson, 2004 Olympics; Timothy Goebel, 2002 Olympics; Aleksandra Jarmolińska, 2020-2021 Olympics; Natalie Dell O’Brien, 2012 Olympics; Petri Kokko, 1994 Olympics; Matt Brittin, 1988 Olympics}

Professional athletes are resilience experts. They’re constantly pushing their minds and bodies to new limits, all while staying motivated to reach their goals and tackle new challenges. If you don’t believe me, ask Matt Brittin. Matt is Google’s President of EMEA Business and Operations — as well as a former Olympian. Matt competed in the 1988 Olympics on the U.K. men’s rowing team, and he’s tapped into what got him to that stage in this last year. “We’re in a state of long term uncertainty and building resilience takes knowing yourself well and takes time,” he says. “It’s all about how you manage your energy and approach the unknown.”

As this year’s games come to a close, we asked Matt and several of other former Olympian Googlers to share how their experiences helped them in the workplace. 

Petri Kokko – Country Sales Director of Brands, former Olympic figure skater

“Giving your maximum doesn’t help you achieve optimal results, but working optimally will help you achieve your maximum effort,” says Petri, who represented Finland in figure skating at the 1992 and 1994 Olympics. “And often people, especially motivated people, think that the more they work the more they achieve and that’s not the case. We’re not trying to achieve our best tomorrow, we’re trying to develop ourselves over the years.” 

Petri falls back on his training to find a healthy work-life balance. He builds variation into his calendar, making sure some days and weeks are lighter, so he doesn’t burn out and can give his best over the long term. As an Olympic athlete, Petri learned the value of rest and recovery to avoid injuries and to deal with stress. At Google, mental health and wellbeing are highly valued, and these resources were expanded over the last year. 

Aleksandra Jarmolińska – Cloud Software Engineer, former Olympic sports shooter

Calling Aleksandra a “former” Olympian is nearly a misnomer — she just competed in this year’s games in Tokyo, as well as back in 2016. “I interviewed for my role at Google during the same month that I qualified for the Tokyo Games,” she says. Fresh off her competition, she says  an important lesson she’s learned in her athletic career that translates to work is to keep trying. “This may be a bit of a cliche, but I always appreciated Samuel Beckett’s philosophy of: ‘Try. Fail. Persist. Fail better.’”

In sports shooting, she explains, you can’t necessarily succeed with athleticism, you need to step back, clear your head and adapt. “This applies to lots of things — programming included,” Aleksandra says. “I cannot count the times I’ve started from scratch on some feature I worked on.”

Timothy Goebel – Marketing Mix Modeling Partner Manager, former Olympic figure skater

“It’s important to adapt instead of just giving up when things are challenging,” says Timothy, who won a bronze medal in figure skating for the U.S. in 2002.  “It’s about finding small wins, like effectively communicating with stakeholders and finding the humanity in each other. At the end of the day, we’re all teammates!” A strong, supportive community is just as important as the training itself, he says. 

Natalie Dell O’Brien – Head of Industry for U.S. Financial Services, former Olympic rower

“We see Olympians as individuals, but you might not realize there’s a village of people they put into their orbit to support them,” says Nataile, who won the bronze medal at the 2012 Summer Olympics in the quadruple rowing event for the United States. 

Like Petri, Natalie recalls her Olympic training schedule when tackling business planning, breaking things down into “digestible training blocks” and communicating smaller milestones with her team. But Natalie says her support system was  equally important to her professional athletic career and she continues to build a similar network at Google.  

“Some of the smartest decisions and biggest leaps in performance I made in my rowing career were made possible because I leaned on others for help,” Natalie said. “ And any time I’m up against a challenge at work, I remember that even Olympic athletes have ‘phone a friend’ moments. Vulnerability can lead to better performance.”

Unlike other forms of funding, philanthropy is in a position to take risky, long-term bets on solutions to society’s biggest challenges. Government funding generally needs to show taxpayers that money is going to proven solutions, and private investors tend to operate on short timelines and have to make financial returns. That’s why some call philanthropy “society’s risk capital’; it can put impact first and be patient about the results. 

Google has a big appetite for risky bets, or, as we call them, “moonshots.” This approach has led to some of our biggest successes — from search to self-driving cars to translation. And, of course, some failures along the way. We’ve tried to take the same approach at Google.org,  looking for places where we can direct risk capital toward big problems, often by helping organizations capture the potential of new technologies like artificial intelligence.  

Through our Google.org Impact Challenges, for example, we invite social innovators of any size to give us their best ideas for transformative impact and we make sizable contributions of time and money to help them grow. Some of these bets have gone on to become the largest and fastest-growing nonprofit organizations in the world, like Give Directly, Khan Academy, and Equal Justice Initiative. And some have even failed. But through the success and failures, we’ve learned a lot:

• There’s a place for risk and a place for sure bets: In our early days nearly everything we funded was in this category of risk capital, which made it tough to have steady, reliable impact or manage multi-year programs. We’ve shifted to a portfolio approach, carving out space for true risk capital and supporting immediate needs such as housing, food, and clean water. 

• Bet on the team and roll with the punches:Even good ideas fail, but a strong team will roll with the punches and continue iterating to find success. By establishing shared outcome goals in partnership with amazing people, we’ve been able to achieve great results — even when the initial idea foundered.

• Invest in what you know:For us, that expertise often involves technology, which is why so many of our best examples have technology at their core.

• Give adequate and flexible resources:Too often projects fail because they’re under-funded or funders too constrained in their use of money to make changes when a project takes an unexpected turn. Multi-year, general operating support is generally the right move with risky bets, and we aim to be generous in our support of both time and resources. 

For a perspective from the other side, read on for how some of our Google Impact Challenge grantees were able to have outsized impact after we bet on them at ‘risky’ stages of their development. 

In case you missed it 

Speaking of Impact Challenges, we recently unveiled the 13 grantee organizations for the Google.org Impact Challenge Central and Eastern Europe. Funding recipients include a group working to create opportunities for people who are Deaf or hearing impaired, an organization running science, technology, engineering, the arts and mathematics (STEAM) courses for children in foster care, and a team creating coding courses for LGBTQ+ people in Lithuania.

Hear from one of our grantees: TalkingPoints

Chatbots have become a normal part of daily life, from that helpful customer service pop-up on a website to the voice-controlled system in your home. As a conversational AI engineer at Google, Lee Boonstra knows everything about chatbots. When the pandemic started, many of the conferences she spoke at were canceled, which gave Lee the time to put her knowledge into book form. She started writing while she was pregnant, and now, along with her daughter Rebel, she has this book: The Definitive Guide to Conversational AI With Dialogflow and Google Cloud. 

Lee, who lives and works in Amsterdam, is donating the proceeds of her royalties to Stichting Meer dan Gewenst, a nonprofit organization that helps people in the LGBTQ+ community who want to have children. The charity is close to her heart; as an LGBTQ+ parent herself, she wants others like her to have a chance at the joy she feels with her daughter. 

The book itself is for anyone interested in using chatbots, from developers to project managers and CEOs. Here she speaks to The Keyword about the art (and science) behind building a chatbot. 

What exactly is a chatbot?

A chatbot is a piece of software designed to simulate online conversations with people. Many people know chatbots as a chat window that appears when you open a website, but there are more forms — for instance, there are chatbots that answer questions via social media, and the voice of the Google Assistant is a chatbot. Chatbots have been around since the early computing days, but computers, they’ve only recently become more mainstream. That has everything to do with machine learning and natural language understanding. 

Old-school chatbots required you to formulate your sentences carefully. If you said things differently, the chatbot wouldn’t know how to answer. If you made a spelling mistake, the bot would run amok! But there are many different ways to say something. A chatbot built with natural language understanding can understand a specific piece of text and then retrieve a specific answer to your question. It doesn’t matter if you spell it wrong or say things differently. 

What benefits can the use of chatbots offer companies?
A chatbot works quickly, knows (almost) everything and is available 24/7. That basically makes it the ideal customer service representative. The customer no longer has to wait, the company saves money and the employees experience less stress. As a customer, you get a chatbot on the phone that listens to your question and can answer like a human thanks to speech technology. This way, most customers already receive the answers they need. If the chatbot doesn’t know the answer, it can transfer them to an employee. The customer will not be prompted for information again, as the agent will see that the chat history and system fields are already filled.

Companies are finding more and more ways to use chatbots. For example, since the advent of artificial intelligence, KLM Royal Dutch Airlines has been handling twice as many questions from customers via social media. And technical developer Doop built a Google Assistant Action in the Netherlands in collaboration with AVROTROS, specifically for the Eurovision Song Contest. Anyone who asks for information about the Eurovision Song Contest will hear a chatbot with the voice of presenter Cornald Maas talk about the show. 

How do you build a chatbot?
You can build a chatbot using the Dialogflow tool and other services on the Google Cloud platform. Dialogflow is a tool in your web browser that allows you to build chatbots by entering examples. For example, if you already have a FAQ section on your website, that’s a good start. With Dialogflow you can edit the content of that Q&A and then train the chatbot to find answers to questions that customers often ask. Dialogflow learns from all the conversation examples so that it can provide answers.

But just like building a website, you probably need more resources, such as a place to host your chatbot and a database to store your data. You may also want to use additional machine learning models so that your chatbot can do things like detect the content of a PDF or the sentiment of a text. Google Cloud has more than 200 products available for this. It’s just like playing with blocks: by stacking all these resources on top of each other, you build a product and you improve the experience, for yourself and for the customer.

Do you have any tips for getting started?
First things first: Start building the chatbot as soon as possible. Many people dread this, because they think it’s hugely complex, but it’s better to just get going. You will need to keep track of the conversations and keep an eye on the statistics; what do customers ask and what do they expect? Building a chatbot is an ongoing project. The longer a chatbot lasts, the more data is collected and the smarter and faster it becomes. 

In addition, don’t build a chatbot just for one specific channel. What you don’t want is to have to build a chatbot for another channel next year and replicate the work. In a large company, teams often want to build a chatbot, but different chat channels are important to different departments. As a company you want to be present on all of those channels, whether that’s the website, on social media, via telephone or on Whatsapp. Build an integrated bot so there’s no duplication of work and maintenance is much easier. 

How do chatbots make life easier for people?
Many of the frustrations that you experience with traditional customer services, such as limited opening hours for contact by phone, waiting times and incomprehensible menus, can be removed with chatbots. People do find it important to know whether they are interacting with a human being or a chatbot, but, interestingly, a chatbot is more likely to be forgiven for making a mistake than a human. People might also have a specific preference for human interaction or a chatbot when discussing more sensitive topics like medical or financial issues, either because they want to have personal, human contact or they would rather not discuss a topic with a human being because they don’t feel comfortable doing so. Chatbots are getting better and better at understanding and interacting, and can be very helpful for interactions about these topics as well. 

Welcome to the latest edition of “My Path to Google,” where we talk to Googlers, interns and alumni about how they got to Google, what their roles are like and even some tips on how to prepare for interviews.

Today we spoke with James Frater, a business intern working virtually in London. Learn how James’s passion for equitable solutions and love of learning brought him to Google.

What do you do at Google?

I am a Business Development Representative Intern for Google Cloud working in the Europe, Middle East and Africa (EMEA) region. In the role, I help leaders within organizations to work through their specific pain points and match them up with the arsenal of specific solutions that Google has to meet their needs. 

I am fortunate to be in one of the most supportive and encouraging teams I have ever had the pleasure of working in. It means that everyday when I wake up, I look forward to coming to work because I know that irrespective of the challenges that lie ahead, I have a team that will support me.

What made you decide to apply to Google?

My decision to apply to Google was simple. I wanted to be somewhere that allowed me to build sustainable and scalable tech solutions that measurably improved the lives of the people that needed the most help. In particular, a long term goal of mine is to make sure that everyone in the Caribbean has access to good healthcare, education and technology that makes their lives easier. Google is a positive and transformative vehicle that serves the needs of billions of people. I wanted to be a part of that.

I had applied to Google before; this was the third year in a row, in fact! I was really determined to get in because I knew what a great opportunity this was and I really believe I had what it took to be a Googler. I was fortunate enough to attend a Google Black talent event in 2020 and I was able to get some really great advice about applications. For example, in the interview it’s less about arriving at the right answer and more about the thought process. Being able to ask clarifying questions, especially when you’re not sure, will impress your interviewer. It was definitely third time lucky for me!

How would you describe your path to Google?

My path to my current role was… unconventional to say the least. I am a medical student, who has completed a management degree and also dabbles in efforts to reduce inequitable access to opportunities. I have completed internships in insurance, professional services, education and technology.

Editor’s note: This the third in a four-part series of interviews between expert panelists for the Google.org Impact Challenge for Women and Girls.Today’s interviewer, Kate Garvey, is the co-founder of Project Everyone, which aims to make progress in achieving the United Nations’ 17 Sustainable Development Goals. 

Amika George is a 21-year-old activist who, after learning about the lack of awareness around period poverty, started a movement in the UK that turned into a tidal wave of change. She went on to write a book about the lessons she learned from that experience…all before graduating from university.  

Her commitment to this issue made her the perfect fit to be an expert panelist for the Google.org Impact Challenge for Women and Girls. Along with 27 other incredible women, Amika and I have the honor of helping select the grantees — nonprofits and social enterprises that are leading the way to a better future for women and girls — who will be announced later this year.

Until then, here’s my conversation with Amika George.

What drove you to become an activist? 

At first I didn’t identify as an activist because I didn’t know what it meant and it felt like a loaded term. But the issue of period poverty — when people who menstruate can’t afford period products — made me think more critically about activism. I started Free Periods in 2017 after learning about girls in the UK who miss a week of school every month as a result of period poverty. I was shocked and upset by the reality of it.

Free Periods began online as a petition and branched out to organizing protests and events. Our efforts led to a legal case that required schools to provide free menstrual products. Now we can confidently say that every student in England can get the products they need.

What is one lesson about activism that you would pass on?

For many marginalized people, or even people who aren’t old enough to vote, activism is how you can have an impact in a productive way. For young people, the issues we’re most scared of — structural racism, the climate crisis, widening gender inequality — aren’t always prioritized or reported on. You need your own way to have an impact and shape our future.

What’s next for you?

My generation is realizing that it’s more productive and effective when you focus on one thing. I often get asked, “What about the climate crisis, is that what you’re going to focus on next? Are you going to address poverty as a whole?” But no one individual can end poverty or the climate crisis. You can choose one small thing, find your niche and focus on that. And frameworks like the UN’s Global Goals are useful — they’re the roadmap to a better world. You can take the one thing you’re working on and see how it links to one of the Goals.

There must have been low moments or moments when things went wrong. What advice do you have to deal withthat?

I learned too late that you can’t do things on your own. There wasn’t a huge amount of public discussion about period poverty before Free Periods, and it gave me a platform to reach people. But I was still only 17. 

There’s a whole chapter in my book on mental health and how it wasn’t sustainable for me to carry the movement on my own. It’s difficult not to take things personally, but when you have a community you can find strength when everyone is working hard and committed to the cause. 

Any final words of wisdom for the grantees of the Impact Challenge, and those fighting for women’s economic empowerment?

Be creative, especially right now. In lockdown, our lives changed in a drastic way and we had to think differently. We couldn’t have protests or speak face to face, and we continue that creativity going forward. Creativity is an essential part of activism.

Last month, we explored mental health resources for journalists in the U.K., inclusive news coverage and innovation in Latin America, leadership training for reporters in Asia Pacific and more. Keep reading for July updates.

Promoting mental health in the media industry 

Many of the challenges that impacted the mental health of journalists in the months and years before the global pandemic have been exacerbated by COVID-19. We’re supporting the Headlines Network to test out a new form of training in the United Kingdom to strengthen and promote mental health in the media industry. Independent industry experts will offer a safe space for early career journalists, new managers, mid-career journalists and senior leadership.

Reflecting on diversity in Latin American Journalism

We partnered with The Knight Center for Journalism in the Americas to publish the ebook “Diversity in Latin American Journalism,” which was announced at the annual conference of the National Association of Hispanic Journalists. In the book, 16 journalists from seven countries reflect on how to make newsrooms and news coverage more inclusive across gender, sexual orientation, racial and ethnic issues and disability. The ebook is available for free in Spanish.

Celebrating Innovation Challenge recipients

Building on the Digital News Innovation Fund in Europe, Google News Initiative Innovation Challenges have supported more than 180 projects that bring new ideas to the news industry. Around the world, we’re learning from former Innovation Challenge recipients who are using their funding to drive innovation in news.