Chief Change Officer - Global Evangelist Mary Shea: How Is the Science of AI Reshaping the Art of Executive Search?
Episode Date: June 27, 2024A Multi-Billion-Dollar Question for Employers: Is Your Next CEO More Likely to Be Chosen by an Algorithm or a Headhunter? In this episode of the Chief Change Officer podcast, host Vince Chan welcomes ...back Mary Shea, PhD, a seasoned tech leader in sales and revenue enablement, to discuss the evolving landscape of HR and recruitment. The conversation delves into Mary's career journey, from classical musician to a senior tech role, and her current collaboration with HR tech company HireQuotient. They explore how generative AI and sophisticated recruitment technology are transforming the hiring process, especially in identifying and engaging diverse candidates. Additionally, Vince and Mary discuss the importance of human touch in technology-driven recruitment, share personal anecdotes, and offer advice for job seekers navigating an increasingly AI-driven market. Episode Breakdown: 00:20—Welcome and Introductions: Meet Your Human Host (While I'm Still Employed) 03:17—HireQuotient: Where Mary Decided to Play Cupid Between Job Seekers and AI 09:01—Unveiling HireQuotient's Secret Sauce: Is It AI, Magic, or Just Really Good Coffee? 14:35—Myth-Busting Time: How Can AI Hire Better Fit and Higher-Skilled Candidates Than Just Entry-Level Positions? 22:28—Vince's Personal Tale: When AI Recruitment Felt More Human Than Human Recruiters (Plot Twist!) 32:26—Mary's Job-Seeking Wisdom: Navigate the AI Maze Without Losing Your Human Touch 36:51—Why You Should Still Network with Humans (At Least Until AI Learns to Enjoy Happy Hour) Connect with Us: Host: Vince Chan | Guest: Mary Shea Chief Change Officer: Make Change Ambitiously. A Modernist Community for Growth Progressives World's Number One Career Podcast Top 1: US, CA, MX, IE, HU, AT, CH, FI Top 10: GB, FR, SE, DE, TR, IT, ES Top 10: IN, JP, SG, AU 1.3 Million+ Streams 50+ Countries
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Hi everyone, welcome to the Chief Change Officer podcast. I'm your host, Vince Chan.
Today, I've got a treat for you. We are welcoming back a familiar voice to the show, Mary Shea.
If you caught our first season back in March, you might remember her from Episode 3 and 4.
If you missed those, don't worry. They're still there if you want to catch up.
But we'll cover plenty of ground today.
Now, let me tell you,
Mary's career path is anything but ordinary.
We're talking a journey from classical musician
to frontline salesperson,
all the way to senior tech leader
in sales and revenue enablement.
Talk about range, huh?
But here's what really makes Mary tick.
She's all about using tech
to shake things up in how we work.
As she put it in her last conversation,
she's not one for playing by the standard rulebook.
Nope, Mary's is all about making waves and driving positive change.
So it's no surprise she's now teamed up with a rising star in the HR tech world.
Let's talk about why this matters.
Our job market right now is like a roller coaster.
We've got layoffs, downsizing,
companies flipping the business models on their heads,
and AI stepping into the ring.
Throw in some political and economic curveballs, and you've got a recipe for a lot of people
hunting for jobs. But it's not just about finding work, isn't it? We are in this fascinating era where you might have four generations all working side by side.
And AI is like this double-edged sword opening doors for some while others are wondering wondering if it will show them the door.
So where does all leave us?
What's the future of work looking like?
That's exactly what we are diving in today with Mary.
She's going to give us the low down on what's happening in HR and recruitment.
Ready?
Let's jump in and hear what Mary's got to say.
Mary, welcome back.
Thank you, Vince.
It's wonderful to be here.
You've had a deep career journey from being an industry analyst
at Forrester to now collaborating with a rising star in HR technology.
What drew you to this HR tech space?
What makes you believe we are at a tipping point
for accelerated growth in this sector?
Wow, that's a great question. And there's lots of questions
within the question. And I think you're so wonderful at what you do. But thank you for
asking. So yeah, I won't go too far back in time, but I was an industry analyst at Forrester for
seven years or so. It's one of the most wonderful jobs that you could ever possibly have. You are
working with some of the most intelligent, creative, forward-looking colleagues and the
clients are the same as well. At a certain point in life, I decided to go back into industry and
I worked with a unicorn out in Seattle and was CEO of a revTech company based in Chicago recently. And I've absolutely fallen
in love with not only the technology that HireQuotient has, but the leader of the company,
who is Smarth Sidhana. He's a founder entrepreneur based out of India. The company's based in
Singapore and San Francisco. And I met Smarth at Sastr probably about two and a half or almost coming up on three
years now. And I was a keynote speaker and he and Aishwarya, one of his colleagues, cracked me down
pretty much the whole time that I was at Sastr. And they just wanted to talk tech and introduce
me to the burgeoning company and build a relationship with me because I'm fairly well
known in the industry and have a nice following,ateful for that. And we had so much to talk about that I invited him to come
have breakfast with me at the hotel the next day. And you probably know me a little bit, Vince. I'm
a bit of an introvert, even though I'm out there in the digital world and speaking, but I don't
typically invite people I meet for breakfast. And so that was a strong indicator of my interest in Smarth and the company and his vision.
The company essentially is HR tech, as you mentioned, with a focus on recruiting.
And it's a software company. It's not an agency. I just want to be really clear.
And the software really takes some of the most sophisticated uses of generative AI and also automation.
The company has built rich ecosystem partnerships with a range of data providers that you would know.
And it can essentially offload the first three quarters of the recruiting process for the recruiter.
And why is this important?
It's important because everyone's doing more with less these days. Many of the recruiters that I talk to, whether they're external or internal,
are one human band, so to speak. There's not a lot of them. And so having an AI agent,
that's how I like to refer to the technology, EasySource, to assist them and up-level the engagement process with candidates is absolutely
amazing. The company takes a wide swath looking at candidates across a range of platforms,
not just LinkedIn. And I know you and I will talk about that because there's some challenges
with just focusing on LinkedIn naturally. And it can go out and find very specific candidates with very specific skills,
but not limited to just one or two sources.
And so that really helps the recruiter manage against the bias problem
that I think sometimes we think about when we think about technology and automation and AI.
And so I'm just blown away.
The technology is elegant.
It solves a timely real world problem. And the team is there to support every single customer 24-7. And it's a really special company. And I'll just say one more thing and then I'll pause because I know you mentioned why is it the moment for HR tech? I've been following tech for close to two decades now. I started at Forrester back in the mid to late 90s.
And we saw the emergence of, I'll skip CRM, but we'll start with marketing automation, right?
Which we saw some amazing innovation in the 2000s, some consolidation around 2009.
And marketing automation really transformed the way marketers communicated
with their total addressable market in a one-to-many setting. That was so successful.
In fact, some may argue too successful. We got too good at that game, but that's another podcast.
Then you saw the emergence of sales tech in 2015, where many of these founders took some of the principles and approaches that
marketing automation showed us and applied it to a one-to-one scenario with the sales,
individual sales rep, allowing them to offload some of the downstream activities,
engage in more personalization and share digital content. And then we saw some consolidation around
2021, and we're still in a period where we're waiting to see what's next there.
As a former analyst and evangelist at multiple companies, I really had the strong sense that we were on the cusp of really being able to transform how recruiters did their jobs and their activities and their day-to-day activities and processes exactly the same way that we were able to do that
in marketing and sales digital transformation.
And so I know the timing is right,
and we are seeing tremendous momentum in the market
and incredibly positive responses from not only the tech, as I mentioned,
but our team as well.
Let's talk about HireQuotient,
with which you are partnering
in the U.S. market.
I check out the website.
They offer a full suite
of solutions and products
for businesses and enterprises.
I'm intrigued by the idea
of uncovering hidden talent pools.
Can you walk us through how that actually works in practice?
I believe this is what you call a differentiation
or differentiation factor in high quotient.
There's a couple of differentiating factors and many really.
One is the level of sophistication and quality of the AI
and the ability to use very sophisticated prompts.
The second is rich external relationships with database companies, whether that's Apollo, Zoom,
Navigator, Crunchbase. And I won't list them all out, but there's a very rich ecosystem which
allows clients to minimize their spend and focus on consolidating all of their tech providers.
But what this does is allows us to, the recruiter will have a search.
And maybe it's, I'll give you, without revealing the name of the soon-to-be client, I'll give you an example.
We were doing a search on the technology for a database company that's soon to be Unicorn, closing a round
of funding. And they wanted to hire a principal engineer. And that engineer had to have 10 years
of experience in engineering. They had to have the ability to understand Java, C++, a range of
other different code. They needed to work at a database company. So they were looking for someone that had come from a competitor,
understood the space.
And there were several others as well.
It's very detailed.
And so what we were able to do is enter in the prompts
around where we wanted this person to be located.
The amount of experience that they had to have
in not only database company, but in their coding languages, because the experience was different in either.
And we went on and on. It was pretty deep.
The recruiter had been having lots of challenges.
We immediately entered in the prompts, and the system went to work
and identified in two to three minutes about 50 candidates.
What was interesting was the response of the recruiter
was blown away. He said, I've seen hundreds of tools like this over my last 12 years in business.
I've seen nothing like this happen before. We looked through and we found the top candidates.
The system ranked the candidates based on the must-have and nice-to-have skills. We only looked
at the five-star candidates. And oh, by the way,
we found out they were only male candidates. I'm sure you're not terribly surprised.
And so we said, maybe your hiring manager wants to bring a more diverse set of candidates to the tables. Let's add in another prompt and let's look for some female candidates as well.
And we did, we found someone. And this person was not what we
would call a five-star candidate, but a four-star candidate because she didn't have every single
must-have aspect. And we said to the hiring manager, okay, let's take a look at this,
the skillset, the resume. And the other thing the system does is it automates out the beautiful
profiles of each individual candidate.
You can see at my blog what it looks like,
which allows the recruiter to share that with their hiring manager or client.
And we said to her, this is a case where a candidate may not have put on her LinkedIn
and other social profiles that she had C+, that she had Java,
that she had some of the other elements.
So we recommend you reach out to her, talk to her,
and see if that was just an omission.
This is how many underrepresented candidates, female and others,
get missed by bots, evaluating bots.
There's a human component that needs to be brought into this.
And so we're not trying to take the job away from the recruiter,
but rather augment the things that the machine is good at
and let the human have more time to do the things that they're good at. So the recruiter went out
to speak with that candidate. I don't know what the outcome is, but that gives you an example.
And then I'll give you one final point. We're focused on outbound. So if you think of
applicant tracking systems that just evaluate rank candidates and then track them through the back-end process,
our differentiator is that we will go out and actively find passive and active candidates from a range of sources, cross-check them, their experience.
Maybe you want a sales leader who's grown a SaaS business from 5 million to 100 million, and they don't have that on their LinkedIn,
the AI will quickly cross-check their experience and time with Crunchbase and come back with a recommendation. So then what happens is the AI will create outbound messaging through a range
of different omni-channels, whether it's text or LinkedIn or email, and the recruiter can go out
and have the email automate and reach out to all of these candidates. And the AI also picks,
based on each individual candidate, very specific aspects of their qualifications
to excite them about how qualified they are for the role. So automation, sophisticated use of or robust use of generative
AI, and working in concert with the recruiter. Those are the big differentiators I see.
There's a common belief that scalable HR tech solutions are best suited for lower-end, less skilled jobs versus higher-end, highly skilled
and senior jobs. I know you have some strong views on this. Can you share your perspective
and perhaps debunk some of the misconceptions around the topic? Yeah, that is so true, Vince.
I think there is, and I've had
this conversation with some of our business partners and with other folks, and there is
this misconception. Yes, this is great for the transactional roles. Look, this is great for any
role. I think maybe the best way for me to answer the question is to just give your audience an
example of when I was co-CEO at a revenue enablement company. I just raised
$50 million in funding, but simultaneously, we had to really streamline and restructure the
organization multiple times. We had a new VC partner, and they wanted us to be able to be
cash flow break-even on a dime within two quarters, to be frank. And we needed to really
make the company smaller, which is
difficult, obviously, on the human and personal side, but it's the reality of business and where
we are in the world right now. And then simultaneously, I needed to upskill several
very key roles. I had about 10 roles to fill. And I had one internal recruiter. That's a lot,
Vince. That's a lot for one individual. And he wasn't just sourcing after my go-to-market roles. He was sourcing engineers and a range of other roles that I wasn't intimately involved in at the time. And I couldn't afford to hire an external recruiting firm, which could have cost me 80 to 100 grand a role. You know that. I've done it many times and it's great. But again, it's just
not the reality, the business reality that many of us are in today. So I didn't use Hire Quotient
for every role. I hired them and I said, look, I can't, I don't know how I'm going to fill these
roles in the time that I need to do it with the highest quality candidates. And oh, by the way,
I have a personal platform around elevating and amplifying
the voices of underrepresented in business. So on every single role for my credibility within
the organization and externally outside of the firm, I need to bring in a diverse set of finalists.
That's no joke. I can't say one thing and then do another when the rubber meets the road.
And without HireQuotient, I never would have been able to do it.
So I didn't use them for every single search I had, but there were three that I used that I needed to.
One was I needed a demand gen manager. And as your listeners know, demand gen is really hard right now.
Now, that's not a senior role, but we couldn't fill it. And Hard Quotient did an amazing
job of finding someone that had three different degrees, two masters, data science, phenomenal.
The other role I had to fill was a sales rep based in Europe in the continent. And as you probably
know, all my contacts are pretty much in the UK, but we needed someone in the continent because we
had a deep partnership with SAP. And we needed that person to speak German, English, and at least one other European language.
We needed them to have worked at or understood or have relationships with SAP. And we needed
them to have come from a revenue enablement company. And there was no way I could find that
person. Hired Quotient found several candidates that met all of my criteria within, I don't know, two to three weeks.
And we had hired that role in four weeks, which blew my mind and exceeded all my expectations.
Those are two, I think, pretty inspiring examples.
But to directly answer your question about senior level talent or C-suite talent or talent where you need a white glove experience, this was the most eye-opening for me. I had to hire a chief customer officer.
This was the most important role that I needed to hire at the company for a range of reasons
that SaaS companies have been struggling with churn over the last 18 to 24 months. It's been
a very tough market. And so in order to grow your businesses, you need to first stop the leaky bucket. So I thought this was an incredibly important role.
I had a board member refer a candidate to me. I also found a candidate that I'd worked with
in the past, someone who had grown a business to about 100 million and a very strong candidate.
But to be frank, those were folks that they were both, one was a man, one was a woman.
They weren't people of color. They didn't really feel my deep need for more diverse candidates.
I posted online. I got a hundred applicants and HireQuotient went through and found the top 1%
on a daily basis, surfaced those to me. And I was very actively involved in this along
with our recruiter. He did an amazing job. And we found this amazing diamond in the rough.
We found several candidates that had scaled customer success organizations to 100 million,
that had been in SaaS businesses, that had experienced M&A because we were a highly
acquisitive company that was important, that had managed multiple SaaSA because we were a highly acquisitive company. That was important.
They did manage multiple SaaS products and so on and so forth.
And we interviewed those folks and they were great.
So what happened was we dramatically reduced the time
that it would have taken me and other executives on the interview loops
because by the time HireQuotient had surfaced the candidates,
they were really good. I was able to put four finalists together, which also included the
internal referrals. And I'll tell you, personally, I fully expected to hire my former colleague.
And as we went through the interview process, I was becoming more and more taken with the two
candidates that HireQuotient found. My final set finalists
was two women, two men, two people of color. And honestly, I would have been happy to hire
any one of them. They were all so strong. Everyone at the company thought it was an incredibly fair
and well-run process. And I hired an amazing person who is now doing a tremendous job in leading not
only her organization, but as a strong number two for the current CEO of that company. And I get it.
I understand. Maybe I'm not going to change the hearts and minds of diehard recruiters who truly
believe that the C-suite needs to be handheld every step of the way. But I will say because the AI can customize the external messaging so much
and because that's automated in Omnichannel,
it allows the person to stay in contact,
the recruiter to stay in constant contact with the candidate.
This is a whole other topic,
but how many times have you been ghosted and I've been ghosted by HR folks?
It happens.
So it created a better brand experience,
even for the candidates we didn't hire. And ultimately, once that three quarters of the
recruiting process was handled by higher quotient, we did white glove internally.
I was involved in every interview. I was talking as was our recruiter. And I was texting, talking with our finalists on a regular basis. So
just because you're augmenting a part of the process doesn't mean you walk away from a white
glove or blue chip experience. And so I really hope these stories help come to life, why I am
debunking, hopefully, that theory. And I know you have a different perspective, so I really want to
hear your thoughts. I can appreciate that if I were one of those candidates, by the way, in your
process, I totally appreciate the fact that someone senior like you and your colleagues
got really involved in the process. Because if I join, if you offer me a job, I will be working
with you. How you treat me is indicative of how I will be treated as a person.
Okay. So yes, I do have a story to share. I don't usually share a lot of personal story,
especially if I do interview because I want the focus to be on the guest. But this time for this
topic, I do have a personal story. So if you could allow me. This recent experience of mine really got me thinking about the challenges and opportunities in the HR space today.
So I was up for this senior position at a big international brand.
You know, one of those roles that asks for over 20 years of work experience.
Exciting stuff, right?
Now, here's where it gets interesting.
The person interviewing me, a young HR professional, maybe two or three years out of college.
And she asked me to join her on a Zoom call. She sent this request
through an automatic recruitment system. So I replied. I said yes. I picked a date.
And now keep in mind, this isn't during COVID and we are in the same city. So I offered to pop into the office for face-to-face conversation.
Well, she did not come back to me.
Maybe it's because of the automatic system.
Then when we got on the call, I once again mentioned to her that I would love to meet her in person.
I reached out to her before the call, and her response was,
Oh no, Friday is work from home. We just do the call.
All right, I thought, let's roll with it.
From the moment we started, I can tell she's just reading questions off a screen next to her computer.
It felt like I was in some kind of robotic interview simulator.
The questions were all over the place, barely touching on what the job was actually about.
And I can tell you, some questions were inappropriate, touching upon age and
generation. There, I'm thinking, where's the human touch in all this? It really left me wondering
about the company's culture. If this is how they'd treat potential candidates and executives, what's it like to work there?
It wasn't exactly the best first impression.
I think in today's world, where competition for top talent is getting more and more intensive. HR is not only for recruitment,
for administration, for training.
What sets one employer apart from another employer
for recruitment of top talents?
HR plays a very, very crucial role in the whole process.
HR is the frontline ambassador for the company. My
experience felt like a missed opportunity. It made me wonder in today's
market, do you think advanced tech and AI solutions might actually offer a more personalized and effective experience than human recruiters, especially when there is a significant gap in experience or multi-generational understanding.
How do you see technology potentially bridging these gaps?
Wow, there's so many layers to unravel here, as it always is with the events, which is why I just hear her speaking with you.
First of all, I'm so sorry that you experienced that, because no one deserves that, and it's a very poor experience.
I think I will get to your question about technology helping and bringing more humanity
into the process. But in this case, to me, I think this was just a miss, right? You said a
missed opportunity. Unfortunately, someone that early in their career,
in my view, should probably not have been running the interview search for a 20 plus year veteran
at a big international brand. And so to me, I don't know if you reached back out to the chief
HR officer, CHRO or senior executive there, but I think you would be doing them an
incredible favor if you just let them know what your experience was like. And maybe once you
package up this podcast, you can send them the podcast and they can listen to it and hear
the impact of someone who's just simply not ready in their career or has not had the appropriate training or support.
I don't want to be ageist against someone who's new in their career.
Unfortunately, that was just a miss.
And I don't think that company would want that to happen.
And I think the onus is on us to tell the executives.
The other thing I think is when you think about,
everyone always talks about how pricing is so important
and pricing is always inextricably linked to your brand.
And we talk a lot about that at Booth, right?
And JP Dubé has a class on pricing and we know how important pricing is.
But I think you bring up another really important point, which is the experience in the recruiting process is also linked to your brand. And whether or not you hire someone in some ways is irrelevant from a brand perspective.
You've got to deliver consistent professional experiences and you've got to weave some
humanity into the process, into what is quite a challenging process, particularly for a range of
different people out there looking. And it's not just not you're going to get a bad review on whatever the HR site is.
You want to make sure that every candidate has a stellar experience.
And I'll just give you one really quick experience of mine,
and then I promise I will directly answer your question.
But I interviewed Artner a little bit ago.
And like you, I'm deep into my career.
I'd done the job many years.
I think they had a more junior candidate in mind,
but they were incredibly professional and kind to me.
I worked with a recruiter and I also reached out to an executive
three or four or five levels above the recruiter to introduce myself
and ask her to look after the process. And she did. And every single executive that I talked to treated me with the utmost
responsibility or respect. Sorry. I don't think they ever intended to actually hire me. They
have a playbook and I didn't fit into it. And I was probably too expensive, Vincent.
You can say two, two, two, and it's all fine. It turned out great. But I had an amazing experience in working with them.
And I did a lot of work for the interview.
I wrote a report.
I did a presentation.
Like, it's no joke when you interview for these senior level positions.
I walked away sad that I didn't get the position.
But I was like, you know what?
It's probably for the better.
And now I'm a Gartner client. I mean, the way Gartner looks
at it is everyone they interview, this is how I, everyone they interview is a potential client.
And so I think that's how this international brand should have looked at it. All right.
Now to answer your question, I don't think that technology can overcome some of the limitations that you described, because the technology is designed to be that agent or a partner, not to disintermediate the recruiter.
And I think that's where a lot of people get confused.
So you have to have a strong professional in partnership with the tech, just like you need a strong sales rep in partnership with the sales
tech, right? Sales tech's not going to close the deal. People buy from people they know and trust,
and they want to look someone in the eye at that final moment. And they want someone's throat to
choke if something goes wrong. So it's not going to solve for the kind of problem that you described.
But what it will do is let someone who's very talented,
who's maybe overloaded with work,
who can't respond back or can't meet you for coffee,
it frees them up from the downstream activities
so that they can interact in more meaningful ways
with a candidate like yourself.
And so that's the way I see it.
Sure, the fact that we have an automated communication
system that's on a workflow cadence helps because we're constantly, folks who use our software,
constantly in communication with that candidate. And I think that helps, but it won't take away
a problem of someone who's simply not qualified or trained to do their job effectively. And I hope
it's very long-winded, but I hope that gets to the crux of what we're looking for.
Wow, this is all good. It's really good.
As we speak, a lot of the issues I've raised,
the solutions to these issues,
the approach to dealing with and managing the risks
of what AI technology can and will bring to the table
are still being developed and explored.
That's the beauty of change.
Change is changing itself.
We'll come back to this in our next episode together.
Before we wrap up, I have one more question for you.
We've talked about a lot of technological potential and advancements in HR for employers.
Let's flip the table and talk about job seekers.
Given your experience in this area,
your read on this industry,
what advice would you give to job seekers
in this increasingly AI-driven market?
How can they position themselves better and stronger
in the AI-driven recruitment process to become
a standout candidate, for example, and effectively communicate the value, the real value to the
employers?
For this question, you and I know very well that using ChatGPT or any AI tool to create a 100% polished resume and cover letter is not the answer.
So what's your advice?
Yes.
Dear Vince, I hope this email finds you well and in good health.
No, we can't do that.
That's not going to help you get a job.
Sure. And I want to acknowledge that it is so difficult out there right now. I know so many
wonderful folks who are on the beach, who are job seeking right now, who are
Salesforce, Zoom Info, Forrester, super high quality companies. And it's tough for every
search. You're getting hundreds, if not thousands of applicants. I applied for a ServiceNow position and there were thousands and thousands of
positions or applicants rather. There's a couple of things and I'll go over some of the basics,
but I think, again, it does come back to your humanity and your network and your community,
really. But sure, you've got to make sure you've got a resume
that is going to signal or provide the right triggers
to whatever AI is evaluating your experience.
The biggest thing you can do is provide excruciating detail,
whether you're a software engineer
in terms of all of the skills,
development languages, certifications, or if you're in sales or sales leadership or all of the skills, language, development languages,
certifications, or if you're in sales or sales leadership or some of the other roles,
like you've scaled businesses from 5 million to 15 million, or like you need to be super specific
on exactly what you've done. Be very granular there. The next piece of advice I would say is
make sure that your LinkedIn really matches that level of detail because LinkedIn, for better or for worse, is the primary
source that a lot of internal and external recruiters use. And so what I see is LinkedIn
profiles are typically have a lot less detail, right? And if you have less detail on your
LinkedIn, you could be completely looked over, even though you might be perfect for the job.
And so that's where you see this is advice I give to a lot of underrepresented folks who are job seeking.
Be very detailed in LinkedIn.
And then it comes down to your community and your network.
I don't know if this is true for you, Vince.
Even in the post-digital age, every single position I have had comes from a relationship. And I don't know if I
shared, maybe I shared on this pod or you and I spoke about it before, but I met Smarth Sidhana
close to three years ago at SASTR when he came up to speak with me after I did a keynote speech
and brought one of his colleagues. And we became professional friends through that interaction.
And we stayed in touch even though we didn't work together, even though I wasn't a client.
For years, I eventually became a client.
And then I eventually became a customer, an employee.
So focus on your human connections.
Have community.
If you don't have a community or a personal board, use some of the
communities that are out there. There's Wednesday's Women, there's Sales Assembly, there's a range of
different Women in Revenue. I skew a little bit more to the go-to-market, but I'm sure there's
many other communities for HR and technical professionals. Pay to be involved in those
and get the advice and build that network.
And network like hell, don't stop doing that.
So those are the pieces of advice I would give folks.
You answer one of the questions on my list.
It's about networking.
You and I started and built our careers before the digital age.
So outframing our experience involved a lot of human touch, a lot of personal touch.
For example, phone calling, industry event, socialization, face-to-face, keeping in touch, in close touch with people before we had LinkedIn.
The gesture of reciprocation,
yet the younger generations,
they've grown up in a digital era.
So the definition of networking,
the approach to communicating with people,
to building and developing sustainable, meaningful relationships
so much different from ours.
Yeah, I thank you for bringing that up because I think, you know, it wasn't exactly top of
mind and you're absolutely right.
And I've had, you know, bringing that analog to the sales world when, you know, when I
was an operator, what I saw from digital natives would be,
you know, they were really great at many aspects of the sales process. But when it came to asking
the difficult questions, when it came to looking someone in the eye and being a little uncomfortable,
when it came to closing, some of the folks that were early in their career just were lost in space they couldn't
do it and i instituted bilateral mentorship programs so that would help i'd get more tenured
folks with more junior folks on the sales side the junior ones would help the tenured ones be
more effective with technology and using it for greater efficiencies. And the tenured would help them really understand some of the nuances of reading the room, eye contact. And
in sales as Vince, if you're not making someone feel a little bit uncomfortable at some point in
the process, you're not selling, right? There's always that moment. And yeah, that's such a great
point. I think technology should not be designed to replace human interactions.
It should be designed to augment them or to make our lives better.
And we know from social media and some of the terrible horror stories we've heard
and the impact of younger folks and preteens, that's not always the case.
And so we're struggling with that at a societal level.
But for some of these folks that haven't done it,
I'm not saying you need to go to the old Dale Carnegie meetups or whatever.
I don't want to disparage anyone.
You've got to morph sort of these networking opportunities
into what's relevant today.
So Women in Sales is a wonderful community that Alexine Mudar has built.
And I love what she does.
She takes her team and she goes to different cities and she does regional dinners with women in sales who are climbing the corporate ladder.
There's only a third of women, a third of B2B sellers are women.
She has lots of classes, courses, certifications, a range of things that can be done digitally, right?
But she does smaller group formats where these folks get together.
We see all kinds of industry events and even just anything as simple as virtual coffees and virtual wine tastings and things of that nature.
So put yourself out there.
I'm not saying you have to go to some old school, awkward job fair.
I would never do that. I'm not saying you have to go to some old school, awkward job fair.
I would never do that.
But you've got to use an omni-channel approach.
And you've got to rely on the human connections.
And you're right.
If you're not connecting with people, at a certain point, you're not going to feel good. I started my day on the deck, looking out over a meadow in a stream, which is my backyard.
I'm fortunate.
Watching the birds. And I take 20 minutes each day to do that, to level set and to practice gratitude. And then
I'm on Zoom like everyone else and I take breaks. But I guess the big piece of advice is transfer
yourself to the right formats and lean in, don't lean out to the human connections. And those can be omni-channel,
but don't forget in person because that's what feeds us. That feeds our humanity.
A hundred percent agree. That's why I never see myself building a podcast, a show. I am building
a community, a global community involving minds like yourself who is progressive about developing, evolving, and revolutionizing their careers, their future.
With that, Mary, thank you so much for your time today.
Thank you for having me, Vince, and thank you for all you do.
Special thanks to Mary for coming back to our show.
As said, if you want to learn more insights and foresights from Mary
regarding career development and tech and leadership,
check out Season 1, Episode 3 and 4.
If you like what you heard, please subscribe to our show.
That's a wrap on today's episode.
Thanks again for listening.
I'm your host, Vince Chen.
Catch you next time. Thank you.