WEBVTT - How to Actually Win at Work (Without Playing Yourself) With Ginny Clarke

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<v Speaker 1>No one has all the answers, but when we ask

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<v Speaker 1>the right questions, we get a little closer, closer to truths,

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<v Speaker 1>closer to each other, even closer to ourselves. I'm journalist

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<v Speaker 1>Danielle Robe, and each week, my guests and I come

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<v Speaker 1>together to challenge the status quo and our own ways

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<v Speaker 1>of thinking by daring to ask what if, why not?

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<v Speaker 1>And who says? So? Come curious, dig deep, and join

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<v Speaker 1>the conversation. It's time to question everything. I don't know

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<v Speaker 1>about you, but my algorithm is hitting me with so

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<v Speaker 1>much career advice lately. Like every scroll, I see a

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<v Speaker 1>new how to win at work post, and I've started

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<v Speaker 1>to notice something. A lot of it sounds right in theory,

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<v Speaker 1>but a lot of it doesn't actually work once you're

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<v Speaker 1>in the room. Have you thought that too? I think

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<v Speaker 1>the rules of work are changing, and pretty fast. The

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<v Speaker 1>pandemic reset absolutely everything, and the return to office has

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<v Speaker 1>left a lot of people unsure how to navigate. Add

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<v Speaker 1>in an unstable economy, the rise of AI, and a

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<v Speaker 1>job market that seems to raise more questions than it answers,

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<v Speaker 1>and it's no wonder a lot of people feel really stuck.

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<v Speaker 1>Today's guest Jenny Clark has a really refreshing take on

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<v Speaker 1>all of this. Ginny spent more than thirty five years

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<v Speaker 1>in executive recruiting and talent leadership, including as a partner

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<v Speaker 1>at Spencer Stewart and Director of executive Recruiting at Google.

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<v Speaker 1>She specializes in working with leaders high performers, and her take,

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<v Speaker 1>work is just a game and a win. You're going

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<v Speaker 1>to have to learn how to play.

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<v Speaker 2>It's a game, and once you understand that, you won't

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<v Speaker 2>fight against it all the time. You've got broken people,

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<v Speaker 2>brilliant people, happy people, angry people, disturbed people, all here

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<v Speaker 2>thrown together to do something. And it's a game and

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<v Speaker 2>it's not always well played, so learn to play it.

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<v Speaker 1>In this conversation, we get into what recruiters actually care about,

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<v Speaker 1>the mistakes that quietly kill your chances, and the truth

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<v Speaker 1>about work that people avoid, like why your title might

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<v Speaker 1>be limiting you and why success doesn't always go to

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<v Speaker 1>the most qualified person. So here's the question that I

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<v Speaker 1>can't shake. If work is a game, why does it

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<v Speaker 1>feel like no one ever taught us how to play?

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<v Speaker 1>Or worse, are we playing by rules that don't even

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<v Speaker 1>work anymore? It's time to question everything with Jenny Clark. So, Genny,

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<v Speaker 1>we say unfinished business, funny business, mind your business, back

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<v Speaker 1>to business, and lately standing on business.

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<v Speaker 2>I love that all of them.

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<v Speaker 1>When it comes to work, do most of us not

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<v Speaker 1>even know what our business is?

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<v Speaker 2>Yeah? I think that's probably true in what ways. I

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<v Speaker 2>think we can be sort of myopic. We have a job,

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<v Speaker 2>we show up, and we do what's expected of us

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<v Speaker 2>or what someone tells us in the moment to do.

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<v Speaker 2>I'm not sure we ask enough questions, even small questions

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<v Speaker 2>like am I kind of doing this right? If someone's

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<v Speaker 2>still learning philosophical questions? Do I even care about this work?

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<v Speaker 2>You know? Should I be here? I go sort of

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<v Speaker 2>micro to meta, you know, sort of out there. So yeah,

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<v Speaker 2>I think we can do better about understanding the business

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<v Speaker 2>that we're in and why.

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<v Speaker 1>I love that you talk about the why, because your

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<v Speaker 1>work actually really centers around story, Like you feel, each

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<v Speaker 1>of us should have our personal story down in a

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<v Speaker 1>way that we can communicate to our employers, to our peers.

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<v Speaker 1>I don't know that I've ever thought about that. I

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<v Speaker 1>think about it in terms of communicating to my audience, right,

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<v Speaker 1>but I've never thought about it in the corporate world.

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<v Speaker 1>How did you come up with that?

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<v Speaker 2>I became an executive recruiter. That was sort of the

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<v Speaker 2>midpoint of my career roughly, so I interviewed literally thousands

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<v Speaker 2>of people, and I would ask I always started the

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<v Speaker 2>interview with tell me about yourself, and people would say, well,

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<v Speaker 2>you know, it's my resume. I'm like, no, I read it.

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<v Speaker 1>It's the dreaded question, though, Jenny. I get when someone says,

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<v Speaker 1>tell me about yourself, I'm like, oh, where do I start.

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<v Speaker 2>Well, you can textualize it in the context of sitting

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<v Speaker 2>across from an executive recruiter, then yes, I want you

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<v Speaker 2>to tell me the stuff that's relevant to this job,

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<v Speaker 2>but that's not on your resume.

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<v Speaker 1>So don't say, well, I was born in Chicago.

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<v Speaker 2>It all depends on who you're talking to. I mean,

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<v Speaker 2>if we're sitting here just getting to know each other,

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<v Speaker 2>that's a connection point. That's actually part of what you're

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<v Speaker 2>trying to do is connect Now, it might not always work,

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<v Speaker 2>but you're offering something about yourself that hopefully is relevant

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<v Speaker 2>to why you're sitting across from each other.

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<v Speaker 1>I've never like really worked in the corporate world. I've

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<v Speaker 1>worked in newsrooms, so you might have to speak to

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<v Speaker 1>me in this interview like I'm a baby not to worry.

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<v Speaker 1>What is relevant information to a recruiter?

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<v Speaker 2>Well, your journey and why? And maybe I'm especially sensitive

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<v Speaker 2>because someone called my path meandering someone I was interviewing with,

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<v Speaker 2>and I said, I don't see it that way at all.

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<v Speaker 2>I made very de liberate decisions. It wasn't linear, but

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<v Speaker 2>I decided what I wanted to do. Well.

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<v Speaker 1>I learned from you people make five to seven career

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<v Speaker 1>transitions in your.

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<v Speaker 2>Lifetimeutely, of course, and that's fine, and the number is

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<v Speaker 2>going to go up.

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<v Speaker 1>So if I'm thinking, if I'm trying to be strategic

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<v Speaker 1>and give you relevant information. You were a recruiter for Google, right,

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<v Speaker 1>and it's obviously a tech company, but.

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<v Speaker 2>First at a global search firm, So yes, Google was different,

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<v Speaker 2>very different.

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<v Speaker 1>I only bring up Google because I think that in

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<v Speaker 1>the zeitgeist, it's become known for its recruiting. The company

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<v Speaker 1>wants the best talent and oftentimes gets it. So I

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<v Speaker 1>think just having that as your background is such a

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<v Speaker 1>feather in your cap. But in terms of what's relevant,

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<v Speaker 1>did you ever interview somebody and thought, Wow, they nailed it?

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<v Speaker 1>And why?

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<v Speaker 2>Here's part of what I'm getting at as I sit

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<v Speaker 2>here and think about it, listening to you playing it back.

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<v Speaker 2>I'm looking for and this is me because every recruiter

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<v Speaker 2>is different. Some recruiters are looking for have you done

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<v Speaker 2>it before? Have you done it before? Have you done

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<v Speaker 2>it before? Check? Check, check, you're qualified. Go. I've learned

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<v Speaker 2>that that doesn't necessarily correlate to one's level of competence

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<v Speaker 2>in a role.

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<v Speaker 1>The best person I've ever hired for social media had

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<v Speaker 1>no social media experience, And.

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<v Speaker 2>How do you know that they should be good? You're

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<v Speaker 2>taking a bit of a bet.

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<v Speaker 1>But you know what, it didn't even feel like a

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<v Speaker 1>bet because I looked at her and I thought, you

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<v Speaker 1>are a proactive person. You are a figure it out,

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<v Speaker 1>can do person, and you'll figure out anything. And she

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<v Speaker 1>was better than all the other people I hired that

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<v Speaker 1>had social media experience. I believe it is that what

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<v Speaker 1>you're looking for.

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<v Speaker 2>Well, I'm looking for a level of self awareness such

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<v Speaker 2>that you can reflect on your own career and extract

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<v Speaker 2>from me what's the most relevant to why we're sitting

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<v Speaker 2>here today. Okay, in general, when I was recruiting, that

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<v Speaker 2>was it. It was how are you responding to me.

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<v Speaker 2>I think I'm very conversational in my interviewing style, and

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<v Speaker 2>so I wondered the extent to which they were actually

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<v Speaker 2>listening to me and interacting with me, versus taking very

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<v Speaker 2>calculated pauses to consider what they think might be the

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<v Speaker 2>perfect response. That's not flow, that's not being in the moment,

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<v Speaker 2>that's having been rehearsed.

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<v Speaker 1>That's really interesting. I don't know that I would have

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<v Speaker 1>considered that. Like, I go into an interview and I

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<v Speaker 1>want to be so prepared that sometimes, like you might

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<v Speaker 1>answer a question with a prepared SoundBite versus being in

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<v Speaker 1>the moment, and you're saying that wins over the preparation

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<v Speaker 1>for you.

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<v Speaker 2>For me, Yeah, every recruiter is completely different. I'll tell

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<v Speaker 2>you if I can. When I was at Google, I

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<v Speaker 2>took on an additional role than what I was hired

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<v Speaker 2>for to create an internal mobility program. So I wanted

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<v Speaker 2>to hire people from within Google. So I put it

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<v Speaker 2>out there and started interviewing just a handful of folks,

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<v Speaker 2>and one of the women did something I will never

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<v Speaker 2>forget that was so impressive to me. I asked a question.

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<v Speaker 2>These were all qualitative questions, no calculation required, and I

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<v Speaker 2>asked it and she said, give me a minute. And

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<v Speaker 2>she put her head down, and she had brought a

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<v Speaker 2>pen and pad, and she wrote out her thought. For

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<v Speaker 2>whatever reason, I thought it was somewhat courageous to have

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<v Speaker 2>the presence of mind to say I need a minute.

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<v Speaker 2>It said so much. I'd never seen anybody do it

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<v Speaker 2>before or since.

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<v Speaker 1>It signals confidence.

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<v Speaker 2>Well, here's the thing. So she ended up working for me, okay,

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<v Speaker 2>and then she now works for me again. I've been

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<v Speaker 2>gone for five years and she moved to Connecticut, but

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<v Speaker 2>she's working with me part time. And I mentioned it

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<v Speaker 2>to her and she said, Ginny, that was because I'm

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<v Speaker 2>actually very introverted, which I actually didn't know about her,

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<v Speaker 2>and introverted is different from shi, right, But she said,

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<v Speaker 2>I just needed to get my head clear because I

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<v Speaker 2>had stood on an elevator with you. You didn't know

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<v Speaker 2>who I was, and I was so completely intimidated by you.

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<v Speaker 2>Sitting across from you. I was getting flustered, and I

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<v Speaker 2>knew I wanted to respond succinctly, so I wrote it down.

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<v Speaker 1>That is so impressive, and to have the presence of

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<v Speaker 1>mind to do that, that's right. My dad always said

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<v Speaker 1>to me that if you feel like people are going

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<v Speaker 1>on and on in phone calls that you should actually

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<v Speaker 1>always say, can you just email me? And it's not

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<v Speaker 1>to be rude or push them off. It's because when

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<v Speaker 1>people are writing, they have to be succinct. They're thinking

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<v Speaker 1>about being succinct.

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<v Speaker 2>Yes, yeah, otherwise people will just drone on and on yeah.

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<v Speaker 1>So doing that in an interview is amazing.

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<v Speaker 2>I thought it was impressive.

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<v Speaker 1>So to go back kind of to our first question,

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<v Speaker 1>if we take away the titles and the LinkedIn profiles

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<v Speaker 1>and all of our email signatures, what would we really

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<v Speaker 1>know about our business? What our business is.

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<v Speaker 2>In general, Like we as a populist or an individual.

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<v Speaker 1>Individual, I think we hang our hat on these titles,

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<v Speaker 1>and it's hard to communicate what we really do. Like

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<v Speaker 1>I can tell you I'm in the business of interviewing,

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<v Speaker 1>but that's not really what I do. I really am

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<v Speaker 1>a storyteller. I am a connector.

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<v Speaker 2>You know.

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<v Speaker 1>I could give you four things of what I actually do,

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<v Speaker 1>but I think that's hard to deduce, especially like if

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<v Speaker 1>you're in mortgages.

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<v Speaker 2>Well, but you tell a story about maybe starting with

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<v Speaker 2>how you came here, and again the most relevant parts

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<v Speaker 2>to the other person listening to you. It was so

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<v Speaker 2>funny when I'd asked that question every single one of

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<v Speaker 2>my interviewees, tell me about yourself, and some people would

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<v Speaker 2>just choke like, well, I you know, I don't know

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<v Speaker 2>what to say. It's just you know, it's right there

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<v Speaker 2>on the resume. Other people would just kind of say

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<v Speaker 2>something summary of the resume and stop after three minutes,

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<v Speaker 2>and then I'd have to start probing. And I'm not

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<v Speaker 2>judging people harshly necessarily, but it was more the answers

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<v Speaker 2>than the process. Then I had people who would go

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<v Speaker 2>on and on and tell me, well, in first grade,

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<v Speaker 2>you know I did this, and then I'm like, okay, no,

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<v Speaker 2>let me give you a quick outline. Here's what I'm

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<v Speaker 2>looking for. I'm looking for connection points of how do

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<v Speaker 2>you think That's part of what I'm looking for, not

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<v Speaker 2>just what you've done. Why did you make these moves?

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<v Speaker 2>What precipitated some of these moves? You can tell me

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<v Speaker 2>part of your personal story. You had to care for

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<v Speaker 2>a sick parent, or you had to take time off to,

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<v Speaker 2>you know, deal with the child with special needs. Tell

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<v Speaker 2>me those things that to me is interesting, is a

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<v Speaker 2>directly relevant to the job, Not necessarily, but it gives

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<v Speaker 2>me some insight into some of the things that you've

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<v Speaker 2>been through that might help shape how you think. And

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<v Speaker 2>that's what I'm really looking for.

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<v Speaker 1>So the personal is professional in your mind.

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<v Speaker 2>Yeah. I'd learned that probably the most when I got

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<v Speaker 2>to Spencer Stewart, because I've just gone through some of

0:11:16.600 --> 0:11:20.120
<v Speaker 2>the hardest times in my life, and so I needed

0:11:20.120 --> 0:11:23.680
<v Speaker 2>to integrate what was going on, just having lost my mother,

0:11:24.080 --> 0:11:26.840
<v Speaker 2>my son being one year old, asking my husband for divorce,

0:11:27.200 --> 0:11:30.400
<v Speaker 2>I say that kindly telling him and then showing up

0:11:30.520 --> 0:11:33.600
<v Speaker 2>at this global search firm. That was my first month

0:11:33.600 --> 0:11:35.600
<v Speaker 2>in all that had happened.

0:11:35.800 --> 0:11:38.040
<v Speaker 1>And you were the only person of color there. Yes,

0:11:38.200 --> 0:11:40.320
<v Speaker 1>So you were navigating that too, Yes.

0:11:40.679 --> 0:11:43.599
<v Speaker 2>And I had been working with a healer. He's so

0:11:43.679 --> 0:11:46.040
<v Speaker 2>much more than a healer. He's a shaman, a guru,

0:11:46.160 --> 0:11:50.360
<v Speaker 2>close personal friend, really gifted. He's a therapist, he's a theologian.

0:11:50.800 --> 0:11:52.920
<v Speaker 2>And so I had been on my spiritual journey for

0:11:52.920 --> 0:11:55.800
<v Speaker 2>a number of years, and I just knew I needed

0:11:55.800 --> 0:11:58.360
<v Speaker 2>to integrate these things. It's not like I can meditate

0:11:58.360 --> 0:12:02.400
<v Speaker 2>in the morning and and be fine and sort of peaceful,

0:12:02.559 --> 0:12:05.120
<v Speaker 2>or at least seeking having that place as my place

0:12:05.160 --> 0:12:08.480
<v Speaker 2>of respite and meditation and reflection and then come to

0:12:08.520 --> 0:12:11.200
<v Speaker 2>work and just be like going hard. I needed to

0:12:11.320 --> 0:12:14.480
<v Speaker 2>be the same person at my core, never trying to

0:12:14.920 --> 0:12:18.560
<v Speaker 2>impose my beliefs on anyone in the workplace, but just

0:12:18.640 --> 0:12:21.400
<v Speaker 2>showing up as who I am. There's one of me,

0:12:22.000 --> 0:12:25.000
<v Speaker 2>and yeah we code switch, but at my core, what

0:12:25.120 --> 0:12:27.920
<v Speaker 2>I believe in, what I believe about myself, that needs

0:12:27.960 --> 0:12:30.120
<v Speaker 2>to show up every day, and I'm not going to

0:12:30.160 --> 0:12:32.480
<v Speaker 2>suppress that because that weakens me.

0:12:32.840 --> 0:12:37.360
<v Speaker 1>That's interesting because I guess in my profession as a broadcaster,

0:12:37.920 --> 0:12:39.920
<v Speaker 1>I've often thought, is it chicken or the egg? Like

0:12:39.960 --> 0:12:42.960
<v Speaker 1>I used to do morning TV, and I could be

0:12:43.000 --> 0:12:46.120
<v Speaker 1>going through something so terrible in my personal life, but

0:12:46.200 --> 0:12:48.200
<v Speaker 1>you have to show up and be really sunny on

0:12:48.240 --> 0:12:51.000
<v Speaker 1>TV like you do. Have to kind of compartmentalize. And

0:12:51.040 --> 0:12:53.720
<v Speaker 1>I always think, are people who are good at that

0:12:54.000 --> 0:12:56.560
<v Speaker 1>drawn to that profession or do you learn it in

0:12:56.600 --> 0:12:59.200
<v Speaker 1>the profession. I'm not sure, but I really like the

0:12:59.240 --> 0:13:01.360
<v Speaker 1>idea of finding a way to integrate.

0:13:01.120 --> 0:13:03.600
<v Speaker 2>And it can be quiet, it can be internal, not

0:13:03.640 --> 0:13:07.560
<v Speaker 2>necessarily perceptible to others. Although people kind of saw me

0:13:07.600 --> 0:13:11.679
<v Speaker 2>as the spiritual one, I had this aura about me.

0:13:11.960 --> 0:13:14.400
<v Speaker 1>Yeah, I was told I think people were drawn to

0:13:14.400 --> 0:13:15.960
<v Speaker 1>you and that's why they're drawn to you on social

0:13:15.960 --> 0:13:16.640
<v Speaker 1>media today.

0:13:16.800 --> 0:13:18.520
<v Speaker 2>Well, that'd be nice. I appreciate that.

0:13:18.600 --> 0:13:22.719
<v Speaker 1>It's true. I feel like, at least on my algorithm,

0:13:22.760 --> 0:13:25.960
<v Speaker 1>I'm swimming in career content. Do you think that any

0:13:26.000 --> 0:13:26.880
<v Speaker 1>of it is valuable?

0:13:27.280 --> 0:13:30.559
<v Speaker 2>Yeah, you know, depending on where you are in your career,

0:13:31.000 --> 0:13:32.760
<v Speaker 2>what it is that you're looking to get out of it,

0:13:32.880 --> 0:13:34.840
<v Speaker 2>and then I think a lot of it is noise.

0:13:35.240 --> 0:13:38.360
<v Speaker 1>Unfortunately, I agree, But I've actually learned a lot from

0:13:38.600 --> 0:13:43.319
<v Speaker 1>online career coaches or little resume tips. I had no idea,

0:13:43.360 --> 0:13:45.480
<v Speaker 1>and we're going to talk about AI later, but I

0:13:45.559 --> 0:13:48.320
<v Speaker 1>learned the other day on TikTok some woman was saying,

0:13:48.480 --> 0:13:52.120
<v Speaker 1>on your resume, you should put a bunch of keywords

0:13:52.200 --> 0:13:55.400
<v Speaker 1>in white ink so that they get past the computer

0:13:55.480 --> 0:13:58.640
<v Speaker 1>system that's looking for certain keywords, so you can get

0:13:58.640 --> 0:14:00.800
<v Speaker 1>to the next level, to get to a human I

0:14:00.840 --> 0:14:02.000
<v Speaker 1>was like, I would have never known that.

0:14:02.240 --> 0:14:05.800
<v Speaker 2>I didn't know that because I never worked with algorithms.

0:14:06.400 --> 0:14:08.280
<v Speaker 1>Yeah, it's a whole different thing.

0:14:08.480 --> 0:14:09.080
<v Speaker 2>Yeah.

0:14:09.160 --> 0:14:12.880
<v Speaker 1>Do you think that professionalism is important nowadays or does

0:14:12.920 --> 0:14:14.200
<v Speaker 1>it feel manufactured?

0:14:14.280 --> 0:14:16.160
<v Speaker 2>I don't know what it is anymore, you know, I mean,

0:14:16.200 --> 0:14:18.840
<v Speaker 2>I go back to I came out of graduate school

0:14:18.880 --> 0:14:21.680
<v Speaker 2>in the eighties. All right, I'm seriously dating myself. So

0:14:21.800 --> 0:14:24.920
<v Speaker 2>it was skirts and pantyhose and all of that. So

0:14:24.960 --> 0:14:27.880
<v Speaker 2>it was very different, but I kind of yearned for

0:14:28.560 --> 0:14:33.040
<v Speaker 2>a little bit more formality. I mean, going to Silicon Valley, it's,

0:14:33.080 --> 0:14:36.000
<v Speaker 2>you know, the epitome of casual. I just did a

0:14:36.080 --> 0:14:39.240
<v Speaker 2>video talking about what we wear and how there's an

0:14:39.280 --> 0:14:42.440
<v Speaker 2>element of I'm not remembering the word that they use,

0:14:42.480 --> 0:14:44.960
<v Speaker 2>but there's a psychological term that says that when you

0:14:45.120 --> 0:14:47.480
<v Speaker 2>like the way you dress, when you feel good about

0:14:47.520 --> 0:14:50.680
<v Speaker 2>yourself in the way that you're dressed, you think more clearly.

0:14:50.880 --> 0:14:52.040
<v Speaker 2>You show up differently.

0:14:52.640 --> 0:14:55.000
<v Speaker 1>Also, people take you more seriously whether you want to

0:14:55.080 --> 0:14:55.680
<v Speaker 1>do better or no.

0:14:55.840 --> 0:14:59.840
<v Speaker 2>Yes, absolutely they do, and understanding who it is your

0:15:00.240 --> 0:15:03.840
<v Speaker 2>across from. I was in professional services. We served clients.

0:15:04.160 --> 0:15:06.320
<v Speaker 2>You had to show up, You had to present yourself

0:15:06.360 --> 0:15:08.640
<v Speaker 2>well to your clients, and some of that is the

0:15:08.640 --> 0:15:09.440
<v Speaker 2>way that you look.

0:15:09.840 --> 0:15:14.080
<v Speaker 1>Early in my career, I was financially struggling a lot,

0:15:14.440 --> 0:15:18.000
<v Speaker 1>and I always made sure that part of my small

0:15:18.040 --> 0:15:22.520
<v Speaker 1>budget went to hair and makeup and clothing. And a

0:15:22.520 --> 0:15:24.720
<v Speaker 1>lot of people would have said that's a waste and

0:15:24.720 --> 0:15:27.840
<v Speaker 1>that's crazy. But I really felt like no one was

0:15:27.920 --> 0:15:30.920
<v Speaker 1>going to hire me unless I looked the part.

0:15:31.240 --> 0:15:31.600
<v Speaker 2>I believe.

0:15:31.680 --> 0:15:33.760
<v Speaker 1>Did you always do that? Did you dress for the

0:15:33.840 --> 0:15:35.280
<v Speaker 1>job you wanted? Yeah?

0:15:35.560 --> 0:15:40.120
<v Speaker 2>And I just have my own personal style and standards

0:15:40.320 --> 0:15:42.840
<v Speaker 2>of dressing. You know, my mother was one of those

0:15:42.880 --> 0:15:45.320
<v Speaker 2>women who you don't go to the grocery store without

0:15:45.320 --> 0:15:49.000
<v Speaker 2>putting lipstick on it. Literally, she would say that. So

0:15:49.480 --> 0:15:52.960
<v Speaker 2>I grew up. It wasn't bussy, it wasn't showy, but

0:15:53.120 --> 0:15:55.120
<v Speaker 2>she taught me how to dress for my body. I'm

0:15:55.160 --> 0:15:58.680
<v Speaker 2>six feet tall and super long legs, and so I

0:15:58.680 --> 0:16:01.800
<v Speaker 2>couldn't wear with all the three girls we're wearing.

0:16:01.800 --> 0:16:03.600
<v Speaker 1>So you look like this going to get coffee in

0:16:03.600 --> 0:16:04.000
<v Speaker 1>the morning.

0:16:04.120 --> 0:16:04.680
<v Speaker 2>Pretty much.

0:16:05.560 --> 0:16:10.080
<v Speaker 1>I aspire to that level of professionalism. I am homeless

0:16:10.120 --> 0:16:13.720
<v Speaker 1>or Hollywood. There is no in between. It's truly amazing.

0:16:13.840 --> 0:16:16.000
<v Speaker 2>You know. I'm not obsessive. And again, it's not for

0:16:16.040 --> 0:16:16.480
<v Speaker 2>your show.

0:16:16.560 --> 0:16:18.120
<v Speaker 1>It's just it's who you are.

0:16:18.360 --> 0:16:19.680
<v Speaker 2>This is how I show up.

0:16:31.080 --> 0:16:33.840
<v Speaker 1>I think we live in this era of main character energy.

0:16:33.960 --> 0:16:36.280
<v Speaker 1>Do you think that kind of energy helps or hurts

0:16:36.320 --> 0:16:36.680
<v Speaker 1>at work?

0:16:36.920 --> 0:16:38.400
<v Speaker 2>Some of that is going to fly in the face

0:16:38.440 --> 0:16:41.720
<v Speaker 2>of collaboration, which is for most people, even if you're

0:16:41.720 --> 0:16:44.520
<v Speaker 2>an individual contributor at work, you need to be able

0:16:44.560 --> 0:16:47.840
<v Speaker 2>to get along with others, plain nice with others as

0:16:47.880 --> 0:16:50.800
<v Speaker 2>they say. So. Yes, I think it can fly in

0:16:50.840 --> 0:16:54.920
<v Speaker 2>the face of this showing up and being the main character.

0:16:55.200 --> 0:16:57.000
<v Speaker 2>It's not always about you, I know.

0:16:57.120 --> 0:16:59.920
<v Speaker 1>I think about like how you can show up and

0:17:00.080 --> 0:17:03.600
<v Speaker 1>be the main character without pissing people off. And it's like,

0:17:03.840 --> 0:17:05.560
<v Speaker 1>be extra competent.

0:17:05.520 --> 0:17:09.960
<v Speaker 2>Be competent, be perceptive, watch signals. What is your goal

0:17:10.160 --> 0:17:12.560
<v Speaker 2>in being there? Because depending on what the gathering is

0:17:12.600 --> 0:17:15.600
<v Speaker 2>about your participant. Now, if you're the one sucking the

0:17:15.640 --> 0:17:17.359
<v Speaker 2>air out of the room, always wanted to raise your

0:17:17.400 --> 0:17:20.840
<v Speaker 2>hand and say the most important thing that gets tiresome,

0:17:20.840 --> 0:17:22.000
<v Speaker 2>you're going to turn people off.

0:17:22.240 --> 0:17:25.520
<v Speaker 1>Do you know Bozoma Saint John. That is somebody who

0:17:26.200 --> 0:17:28.640
<v Speaker 1>I look at her and I'm like, you brought main

0:17:28.720 --> 0:17:32.120
<v Speaker 1>character energy to your jobs and people loved you for it.

0:17:32.240 --> 0:17:35.880
<v Speaker 1>She must be really perceptive because she knew like when

0:17:35.920 --> 0:17:38.119
<v Speaker 1>to bring it and when to listen. And if you

0:17:38.160 --> 0:17:40.680
<v Speaker 1>bring that kind of energy, you have to be really perceptive.

0:17:40.720 --> 0:17:44.600
<v Speaker 2>It seems you absolutely do. And I think what's really

0:17:44.800 --> 0:17:48.440
<v Speaker 2>dare I say in Vogue now is the authenticity. Are

0:17:48.480 --> 0:17:51.480
<v Speaker 2>you putting on a show, are you doing something actually

0:17:51.600 --> 0:17:55.440
<v Speaker 2>just for someone else to observe, or are we seeing

0:17:55.440 --> 0:17:55.840
<v Speaker 2>the real you?

0:17:56.160 --> 0:17:56.400
<v Speaker 1>Yeah?

0:17:56.440 --> 0:17:59.280
<v Speaker 2>Because I think some people wear masks at work.

0:17:59.400 --> 0:18:02.600
<v Speaker 1>You've talked about something called role prison. Can you explain

0:18:02.680 --> 0:18:03.199
<v Speaker 1>what that is?

0:18:03.560 --> 0:18:05.800
<v Speaker 2>Well, people get into a role and they think that's

0:18:05.840 --> 0:18:08.399
<v Speaker 2>all they can never do. Is that what you're referring to.

0:18:08.640 --> 0:18:11.320
<v Speaker 1>Yeah, Like people start behaving according to what they think

0:18:11.359 --> 0:18:14.320
<v Speaker 1>their title requires, yeah, rather than what the work needs.

0:18:14.720 --> 0:18:17.800
<v Speaker 2>That's dangerous because part of it tells me that on

0:18:17.920 --> 0:18:21.399
<v Speaker 2>just a personal level, you're caught up in a title.

0:18:21.680 --> 0:18:25.080
<v Speaker 2>That's your first mistake. Because these titles anywhere pick a place,

0:18:25.560 --> 0:18:27.920
<v Speaker 2>they tend to be ridiculous, right, I mean we've seen

0:18:27.960 --> 0:18:29.320
<v Speaker 2>some that are just really crazy.

0:18:29.600 --> 0:18:31.040
<v Speaker 1>Do titles matter anymore?

0:18:31.119 --> 0:18:34.520
<v Speaker 2>We're still in a hierarchical environment, and so to the

0:18:34.560 --> 0:18:38.840
<v Speaker 2>extent that it shows rank or level, people in those

0:18:39.280 --> 0:18:44.359
<v Speaker 2>roles want that. They want others below them subordinates to

0:18:44.680 --> 0:18:49.159
<v Speaker 2>respect their title and hopefully there's a commensurate amount of

0:18:49.200 --> 0:18:51.440
<v Speaker 2>competence that goes with the title. That's a big if,

0:18:51.480 --> 0:18:54.159
<v Speaker 2>because I've worked for people who had big titles who

0:18:54.200 --> 0:18:56.560
<v Speaker 2>weren't always as competent as I would have expected.

0:18:56.840 --> 0:18:59.639
<v Speaker 1>How do you navigate that situation when you feel like

0:18:59.800 --> 0:19:01.080
<v Speaker 1>you know more than your boss?

0:19:01.400 --> 0:19:03.399
<v Speaker 2>Do your best to build them up. That's what I

0:19:03.400 --> 0:19:06.000
<v Speaker 2>would say. It's not going to serve you well to babmoutholm.

0:19:06.040 --> 0:19:08.919
<v Speaker 2>Other people are probably aware of it, and so to

0:19:08.960 --> 0:19:11.919
<v Speaker 2>the extent that you can fill the gap, do that.

0:19:12.240 --> 0:19:14.879
<v Speaker 1>I've heard you talk about competence a lot. Yeah, and

0:19:15.200 --> 0:19:17.320
<v Speaker 1>you've said that it's the real currency in the room.

0:19:17.600 --> 0:19:18.679
<v Speaker 1>What do you mean by that.

0:19:18.720 --> 0:19:21.480
<v Speaker 2>Well, let me describe what the term and I talk

0:19:21.520 --> 0:19:24.760
<v Speaker 2>about competencies. I was trained to do competency based assessment

0:19:24.800 --> 0:19:28.600
<v Speaker 2>as a recruiter. The way I describe competencies as the

0:19:28.640 --> 0:19:32.239
<v Speaker 2>deconstructed elements of how you do something. It's not just

0:19:32.440 --> 0:19:35.400
<v Speaker 2>that you've done it. That doesn't tell me that you're competent.

0:19:35.480 --> 0:19:37.320
<v Speaker 2>I know lots of people have done stuff and they're not.

0:19:37.760 --> 0:19:39.480
<v Speaker 1>You know, you're savage in the best way.

0:19:39.800 --> 0:19:42.720
<v Speaker 2>I'm oh, you have no idea. You know my nickname

0:19:43.040 --> 0:19:47.000
<v Speaker 2>Maybe you don't. It's GMFC G C Oh my god.

0:19:48.160 --> 0:19:51.360
<v Speaker 1>I was given it Jenny MF Clark for anybody listening,

0:19:52.320 --> 0:19:52.760
<v Speaker 1>got it.

0:19:53.240 --> 0:19:57.479
<v Speaker 2>I'm kind, I'm loving, but I just see things very clearly,

0:19:57.520 --> 0:20:00.360
<v Speaker 2>and they're not absolute. This is all through my lens, right,

0:20:00.600 --> 0:20:05.400
<v Speaker 2>But you were competent, competency thinking, deconstructed elements of how

0:20:05.400 --> 0:20:06.119
<v Speaker 2>you do something.

0:20:06.359 --> 0:20:08.280
<v Speaker 1>How do you communicate that to somebody?

0:20:08.320 --> 0:20:08.560
<v Speaker 2>Though?

0:20:08.760 --> 0:20:11.120
<v Speaker 1>Like if I'm in an interview, how can I describe

0:20:11.119 --> 0:20:12.600
<v Speaker 1>my how storytelling?

0:20:12.720 --> 0:20:15.560
<v Speaker 2>We're back to that, okay, And the way I seemed

0:20:15.560 --> 0:20:18.439
<v Speaker 2>to fall into this before I became an executive recruiter.

0:20:18.520 --> 0:20:21.840
<v Speaker 2>I recruited for two years after I graduated from undergrad

0:20:21.960 --> 0:20:26.080
<v Speaker 2>University California at Davis, and then I went to business school.

0:20:26.119 --> 0:20:29.400
<v Speaker 2>Then I went into banking, commercial real estate executive recruiting.

0:20:29.840 --> 0:20:32.919
<v Speaker 2>In the interviews, the more time and the more varied experiences,

0:20:32.960 --> 0:20:35.280
<v Speaker 2>I had to create the through line for the person

0:20:35.440 --> 0:20:39.000
<v Speaker 2>I was speaking to so that they understood what was

0:20:39.040 --> 0:20:41.840
<v Speaker 2>it that I had learned and what skills had I

0:20:41.920 --> 0:20:44.879
<v Speaker 2>developed that made sense to what it is that they do? Now?

0:20:45.280 --> 0:20:46.119
<v Speaker 1>What did you say?

0:20:46.320 --> 0:20:48.600
<v Speaker 2>When I was going into Spencer Stewart, I was able

0:20:48.640 --> 0:20:52.520
<v Speaker 2>to talk about how I developed business when I was

0:20:52.520 --> 0:20:55.159
<v Speaker 2>in the commercial real estate investment management business because I

0:20:55.200 --> 0:20:57.439
<v Speaker 2>had clients and I had to go out and find them.

0:20:57.560 --> 0:21:01.200
<v Speaker 2>I talked about how I thought, how I processed and

0:21:01.560 --> 0:21:05.440
<v Speaker 2>worked on different challenges in that space, How I innovated,

0:21:05.520 --> 0:21:09.359
<v Speaker 2>how I developed things, how much I recruited, I did recruiting.

0:21:09.480 --> 0:21:12.320
<v Speaker 2>I wasn't a recruiter in these other companies, but they

0:21:12.359 --> 0:21:14.920
<v Speaker 2>would send me on campus on behalf of the company

0:21:14.960 --> 0:21:17.639
<v Speaker 2>to recruit for them because I was a line person

0:21:17.680 --> 0:21:22.480
<v Speaker 2>who could interview. So I just dropped these little nuggets

0:21:22.520 --> 0:21:25.399
<v Speaker 2>of things that I had done that were relevant and

0:21:25.480 --> 0:21:26.240
<v Speaker 2>it made sense.

0:21:26.640 --> 0:21:30.119
<v Speaker 1>I'm like deducing here. Would you say that you could

0:21:30.160 --> 0:21:34.440
<v Speaker 1>look at a company's objectives if it is to grow

0:21:34.480 --> 0:21:37.200
<v Speaker 1>their business, whatever those are, if you could name three

0:21:37.240 --> 0:21:40.320
<v Speaker 1>of them and then try and fit in how your

0:21:40.359 --> 0:21:43.680
<v Speaker 1>personal story give them the how for a few of those,

0:21:43.720 --> 0:21:44.800
<v Speaker 1>and that would be a good interview.

0:21:44.880 --> 0:21:48.160
<v Speaker 2>Well, and it's not just the company. Yes, that's the container,

0:21:48.359 --> 0:21:51.160
<v Speaker 2>but it's the role. To talk about the role, because

0:21:51.200 --> 0:21:53.639
<v Speaker 2>so many people, as I was saying, they assume if

0:21:53.680 --> 0:21:55.720
<v Speaker 2>you've done it, if you have a similar title, ooh,

0:21:55.720 --> 0:21:57.960
<v Speaker 2>that makes it really easy. They've done this before. You're

0:21:58.000 --> 0:21:59.600
<v Speaker 2>not asking nearly enough questions.

0:22:00.000 --> 0:22:03.320
<v Speaker 1>There are three really good questions to ask somebody when

0:22:03.359 --> 0:22:04.840
<v Speaker 1>you are being interviewed.

0:22:05.200 --> 0:22:07.919
<v Speaker 2>Give me an example. That's one. So give me an

0:22:07.920 --> 0:22:10.720
<v Speaker 2>example of when you had to deal with someone who

0:22:10.800 --> 0:22:13.320
<v Speaker 2>was difficult, you had a difficult client, to offer them

0:22:13.359 --> 0:22:16.560
<v Speaker 2>a hypothetical situation and say how would you handle this?

0:22:16.960 --> 0:22:19.840
<v Speaker 2>That's quite telling, So it's not just the what, it's

0:22:19.960 --> 0:22:21.159
<v Speaker 2>the how back to that?

0:22:21.560 --> 0:22:23.960
<v Speaker 1>And then how about the reverse side. If you are

0:22:24.000 --> 0:22:27.440
<v Speaker 1>being interviewed, what are a few questions that are really

0:22:27.880 --> 0:22:29.440
<v Speaker 1>thoughtful and great to ask?

0:22:29.720 --> 0:22:33.080
<v Speaker 2>The basic ones of tell me something about your organization

0:22:33.160 --> 0:22:35.159
<v Speaker 2>that you don't like, or there's some simple ones that

0:22:35.200 --> 0:22:40.000
<v Speaker 2>really aren't that thoughtful, So do your homework. And I

0:22:40.040 --> 0:22:42.760
<v Speaker 2>would advise people to get as granular as possible so

0:22:43.200 --> 0:22:45.560
<v Speaker 2>you can know something about damn near anybody that you're

0:22:45.560 --> 0:22:48.520
<v Speaker 2>talking to. So do your homework on the interviewer, and

0:22:49.080 --> 0:22:52.280
<v Speaker 2>I would ask a question that's more specific to them

0:22:52.720 --> 0:22:55.600
<v Speaker 2>and maybe the role that they're in, how they think

0:22:55.640 --> 0:22:58.679
<v Speaker 2>about the work that the company is doing, or the

0:22:58.800 --> 0:23:03.040
<v Speaker 2>role that this individual plays in the organization from their perspective,

0:23:03.160 --> 0:23:06.240
<v Speaker 2>so that you're actually learning something so the question doesn't

0:23:06.280 --> 0:23:07.560
<v Speaker 2>become just a platitude.

0:23:07.720 --> 0:23:09.480
<v Speaker 1>What do you think? And be honest, what do you

0:23:09.520 --> 0:23:13.160
<v Speaker 1>think of the question like what is your biggest pain

0:23:13.240 --> 0:23:16.280
<v Speaker 1>point day to day? And what would somebody in this

0:23:16.480 --> 0:23:19.000
<v Speaker 1>role do to make your life a lot easier.

0:23:19.160 --> 0:23:20.080
<v Speaker 2>It's not a bad question.

0:23:20.320 --> 0:23:22.680
<v Speaker 1>Don't seem excited by it. It's not a great question.

0:23:22.600 --> 0:23:24.680
<v Speaker 2>To the extent that it might have already been answered.

0:23:24.960 --> 0:23:27.560
<v Speaker 2>When people hold on to they have this sort of

0:23:27.600 --> 0:23:29.720
<v Speaker 2>list and they have these questions, and it's like, well,

0:23:30.040 --> 0:23:32.040
<v Speaker 2>I actually already talked about a lot of that. It

0:23:32.080 --> 0:23:34.080
<v Speaker 2>doesn't feel probing, it feels rehearsed.

0:23:34.280 --> 0:23:36.399
<v Speaker 1>Well, what I'm hearing you say, though, is that a

0:23:36.400 --> 0:23:39.679
<v Speaker 1>lot of this is practice. Because I think about myself

0:23:39.720 --> 0:23:42.199
<v Speaker 1>at twenty two, There's no way I'm going to be

0:23:42.200 --> 0:23:45.159
<v Speaker 1>present in an interview. I'm so nervous. I'm not practiced.

0:23:45.680 --> 0:23:48.719
<v Speaker 1>Like I could go in now at thirty five and

0:23:48.760 --> 0:23:50.480
<v Speaker 1>be present. I don't even know if I could have

0:23:50.520 --> 0:23:51.480
<v Speaker 1>done that three years ago.

0:23:51.760 --> 0:23:54.720
<v Speaker 2>I get that, and keep in mind I was interviewing

0:23:55.160 --> 0:23:58.119
<v Speaker 2>as a recruiter. These were very senior people. When I

0:23:58.200 --> 0:24:01.359
<v Speaker 2>was a college recruiter was more Those were very different

0:24:01.400 --> 0:24:04.280
<v Speaker 2>kinds of conversations. Okay, so thank you for like kind

0:24:04.320 --> 0:24:07.040
<v Speaker 2>of making that distinction. But I still think back to

0:24:07.040 --> 0:24:10.360
<v Speaker 2>your original question around what I call the narrative. Everybody

0:24:10.400 --> 0:24:13.560
<v Speaker 2>needs one be able to tell your story, even if

0:24:13.560 --> 0:24:16.240
<v Speaker 2>no one's giving you any real guidelines. Have something in

0:24:16.280 --> 0:24:18.040
<v Speaker 2>your head about why you're sitting here?

0:24:18.160 --> 0:24:21.919
<v Speaker 1>Are there certain beats in the story to hit, Like

0:24:21.960 --> 0:24:23.800
<v Speaker 1>if you could break down what are the beats you

0:24:23.800 --> 0:24:24.280
<v Speaker 1>want to hit?

0:24:24.600 --> 0:24:28.480
<v Speaker 2>Why you're here? You're trying to hit why I'm interested,

0:24:28.960 --> 0:24:31.840
<v Speaker 2>because you'd be surprised how many people take interviews and

0:24:31.880 --> 0:24:36.240
<v Speaker 2>they actually don't know much about the organization, don't really care. Really,

0:24:36.320 --> 0:24:39.200
<v Speaker 2>it's an opportunity, it's an opening, and they're sitting here.

0:24:39.240 --> 0:24:41.680
<v Speaker 1>But it's such a competitive job market nowadays.

0:24:41.960 --> 0:24:44.000
<v Speaker 2>Yeah, but some people are there just because someone said

0:24:44.080 --> 0:24:46.040
<v Speaker 2>yes to them and they haven't given it a lot

0:24:46.040 --> 0:24:47.439
<v Speaker 2>of thought, and that's unfortunate.

0:24:47.640 --> 0:24:50.880
<v Speaker 1>I'm really surprised to hear that, especially you're having done

0:24:51.080 --> 0:24:52.880
<v Speaker 1>like senior recruiting. That's shocking.

0:24:53.080 --> 0:24:54.760
<v Speaker 2>Or you're supposed to be impressed by them. All right.

0:24:54.800 --> 0:24:59.040
<v Speaker 1>Eight, So you've considered yourself a former executive recruiter, conscious

0:24:59.119 --> 0:25:04.199
<v Speaker 1>leadership expert, executive coach, keynote speaker, and workplace activists. What

0:25:04.320 --> 0:25:06.520
<v Speaker 1>do you consider your competency.

0:25:06.320 --> 0:25:11.000
<v Speaker 2>My competencies are around how I think. I'm a holistic thinker.

0:25:11.080 --> 0:25:13.639
<v Speaker 2>I look at things. I'm able to zoom in and

0:25:13.760 --> 0:25:18.760
<v Speaker 2>zoom out. I'm highly analytical, qualitatively analytical. I'm a systems thinker,

0:25:19.160 --> 0:25:22.439
<v Speaker 2>and that I think comes from my training in language

0:25:22.600 --> 0:25:26.680
<v Speaker 2>linguistics in French and loving to read the dictionary. So

0:25:26.800 --> 0:25:30.040
<v Speaker 2>I perceive things in a deeper way than a lot

0:25:30.040 --> 0:25:32.320
<v Speaker 2>of people who just might give it a cursory observation.

0:25:32.800 --> 0:25:36.920
<v Speaker 2>I see everything, watching people, I'm sensing, I'm using all

0:25:36.960 --> 0:25:40.360
<v Speaker 2>of my senses. I'm highly intuitive, so I see a lot.

0:25:40.520 --> 0:25:43.320
<v Speaker 1>You're hired give a moment, but can I tell you

0:25:43.359 --> 0:25:45.320
<v Speaker 1>what stood out for me? I was thinking, like, okay,

0:25:45.520 --> 0:25:48.840
<v Speaker 1>I'm sitting across from her. When you said I think

0:25:48.920 --> 0:25:53.240
<v Speaker 1>more deeply and see what other people miss, I'm like, oh, yeah,

0:25:53.240 --> 0:25:55.680
<v Speaker 1>that's what I'm looking for. Like you hit something there

0:25:56.080 --> 0:25:57.959
<v Speaker 1>with the way you described it. I just think that's

0:25:58.000 --> 0:25:59.800
<v Speaker 1>good for people to notice they're thinking about how to

0:26:00.000 --> 0:26:01.199
<v Speaker 1>describe their own competency.

0:26:01.400 --> 0:26:03.840
<v Speaker 2>Absolutely one of the ways I came up with the

0:26:03.880 --> 0:26:07.320
<v Speaker 2>five dimensions of conscious leadership, and it's not just for

0:26:07.359 --> 0:26:10.720
<v Speaker 2>people in leadership roles. By the way, know yourself, speak

0:26:10.720 --> 0:26:16.040
<v Speaker 2>your truth, inspire love, expand consciousness, and activate mastery. I

0:26:16.160 --> 0:26:18.240
<v Speaker 2>came up with those when I was getting ready to

0:26:18.320 --> 0:26:21.600
<v Speaker 2>leave Google, and I look back on my entire career

0:26:21.840 --> 0:26:27.080
<v Speaker 2>to reflect on what did I think make leaders good

0:26:27.240 --> 0:26:30.400
<v Speaker 2>or great or terrible? And these are the personal characteristics

0:26:30.400 --> 0:26:34.919
<v Speaker 2>that I think underlie any functional expertise, any leadership expertise.

0:26:35.000 --> 0:26:40.080
<v Speaker 2>These are personal attributes that people need to consider, because

0:26:40.119 --> 0:26:41.639
<v Speaker 2>I think a lot of people don't. They're just like,

0:26:41.680 --> 0:26:43.800
<v Speaker 2>I'm here, I'm good, I've done all these things. Their

0:26:43.880 --> 0:26:47.120
<v Speaker 2>identity is their resume, which you were alluding to earlier,

0:26:47.320 --> 0:26:49.880
<v Speaker 2>and that's very dangerous. I think we need to step back.

0:26:49.920 --> 0:26:52.440
<v Speaker 2>You're not your job. You need to know who you are,

0:26:52.640 --> 0:26:55.680
<v Speaker 2>what you stand for, what your values are, why you're here.

0:26:56.080 --> 0:26:58.199
<v Speaker 2>It's simple stuff, but I think a lot of us

0:26:58.200 --> 0:26:58.720
<v Speaker 2>are lost.

0:26:59.080 --> 0:27:00.760
<v Speaker 1>Well, I have to tell you. I've had the woman

0:27:00.840 --> 0:27:04.640
<v Speaker 1>on the podcast named Susie Welch who created something called

0:27:04.640 --> 0:27:08.399
<v Speaker 1>the Values Bridge, and you take a simple quiz and

0:27:08.440 --> 0:27:10.880
<v Speaker 1>it tells you what your sixteen values are in order,

0:27:11.160 --> 0:27:15.080
<v Speaker 1>and we conflate values and virtues. So kindness is really

0:27:15.119 --> 0:27:17.919
<v Speaker 1>important to me, and I thought that was a value,

0:27:18.160 --> 0:27:21.280
<v Speaker 1>that's a virtue. I ask myself questions all the time.

0:27:21.320 --> 0:27:22.840
<v Speaker 1>I ask questions for a living, and I had no

0:27:22.960 --> 0:27:25.320
<v Speaker 1>idea what my real values are. I think, like you

0:27:25.400 --> 0:27:27.760
<v Speaker 1>really have to carve out the time, it's very difficult

0:27:27.960 --> 0:27:29.120
<v Speaker 1>to really know yourself.

0:27:29.240 --> 0:27:32.040
<v Speaker 2>It is especially now, especially with social media.

0:27:32.280 --> 0:27:36.240
<v Speaker 1>Yeah, because you have everybody else's opinions. I have found

0:27:36.800 --> 0:27:41.840
<v Speaker 1>that in my career, my professional life really only expands

0:27:41.960 --> 0:27:45.560
<v Speaker 1>as much as my personal development. Have you found that

0:27:45.600 --> 0:27:47.120
<v Speaker 1>to be true in your life.

0:27:47.080 --> 0:27:51.840
<v Speaker 2>Yeah, because my personal development matters more. I can't be

0:27:52.040 --> 0:27:54.840
<v Speaker 2>someone totally different when I show up at work from

0:27:55.080 --> 0:27:57.720
<v Speaker 2>the essence of who I am. Maybe some people can,

0:27:58.119 --> 0:28:00.000
<v Speaker 2>maybe they have to. Yeah, you get all of them,

0:28:00.600 --> 0:28:03.280
<v Speaker 2>you know, it's kind of all or nothing again, you

0:28:03.280 --> 0:28:06.600
<v Speaker 2>know what's appropriate. Yeah, But at my core, I'm the

0:28:06.640 --> 0:28:09.760
<v Speaker 2>same person, and I wish that for everyone because I

0:28:09.800 --> 0:28:13.640
<v Speaker 2>think trying to be something you're not is exhausting and depleting.

0:28:13.960 --> 0:28:16.880
<v Speaker 2>And if you don't know, then I think you're missing

0:28:17.320 --> 0:28:20.879
<v Speaker 2>big aspects of yourself that you could be bringing into

0:28:20.920 --> 0:28:23.800
<v Speaker 2>the workplace, bringing into the rest of your life that

0:28:23.880 --> 0:28:26.640
<v Speaker 2>you haven't. And it's more than just the language. It's

0:28:26.920 --> 0:28:33.600
<v Speaker 2>the awareness.

0:28:39.120 --> 0:28:43.000
<v Speaker 1>As a recruiter, would you hire somebody that you liked

0:28:43.360 --> 0:28:45.600
<v Speaker 1>over somebody with high competency?

0:28:46.000 --> 0:28:49.760
<v Speaker 2>No, in the workplace, I need competence. Do I need

0:28:49.840 --> 0:28:54.240
<v Speaker 2>to like you? Not necessarily if I find you obnoxious

0:28:54.280 --> 0:28:56.720
<v Speaker 2>that's a problem if I don't perceive that you're going

0:28:56.720 --> 0:28:58.080
<v Speaker 2>to work well with others.

0:28:58.080 --> 0:28:58.920
<v Speaker 1>There's sort of a meter.

0:28:59.240 --> 0:29:02.080
<v Speaker 2>There's a meter, but you've probably heard me say I

0:29:02.120 --> 0:29:04.760
<v Speaker 2>don't need to be liked, so if someone else needs

0:29:05.000 --> 0:29:08.040
<v Speaker 2>to be liked, there's kind of a hole there, I think.

0:29:08.360 --> 0:29:10.040
<v Speaker 2>And that's cause for concern.

0:29:09.920 --> 0:29:14.120
<v Speaker 1>Because so much of your work intertwines the personal and professional,

0:29:14.200 --> 0:29:16.720
<v Speaker 1>and I just want to say that I deeply appreciate that.

0:29:16.920 --> 0:29:20.160
<v Speaker 1>How do you think about personal and professional boundaries? Are

0:29:20.240 --> 0:29:23.080
<v Speaker 1>there professional boundaries when you're a high achiever, high performer?

0:29:23.440 --> 0:29:24.080
<v Speaker 2>Absolutely?

0:29:24.200 --> 0:29:24.880
<v Speaker 1>Really Yeah.

0:29:24.920 --> 0:29:28.560
<v Speaker 2>I'm not going to do anything my superior. I work

0:29:28.600 --> 0:29:31.040
<v Speaker 2>for myself now, so I am that right. But when

0:29:31.040 --> 0:29:33.200
<v Speaker 2>I think about the people on my team, I only

0:29:33.240 --> 0:29:35.320
<v Speaker 2>have two full time people. I'm not going to ask

0:29:35.360 --> 0:29:38.240
<v Speaker 2>them to do anything I wouldn't do in the context

0:29:38.320 --> 0:29:39.800
<v Speaker 2>of work, you know what I mean. I'm not going

0:29:39.840 --> 0:29:42.040
<v Speaker 2>to ask them to work all weekend. If we all

0:29:42.080 --> 0:29:44.520
<v Speaker 2>agree that we have to get something out, we're on

0:29:44.520 --> 0:29:47.320
<v Speaker 2>a sprint and we're all going to do it, then

0:29:47.360 --> 0:29:51.080
<v Speaker 2>that's one thing that's a boundary, and personal boundaries I'm

0:29:51.120 --> 0:29:53.280
<v Speaker 2>probably even more locked down on those.

0:29:53.560 --> 0:29:55.280
<v Speaker 1>I want to sort of dig into this because you

0:29:55.400 --> 0:29:58.160
<v Speaker 1>talk about how nobody teaches us how to say no.

0:29:58.440 --> 0:30:01.000
<v Speaker 1>You actually talk about it very often on your Instagram.

0:30:01.120 --> 0:30:02.320
<v Speaker 1>Why is that important to you?

0:30:02.560 --> 0:30:04.800
<v Speaker 2>Because I see so many people in the workplace, people

0:30:04.840 --> 0:30:08.239
<v Speaker 2>like coach people I encounter who are people pleasing. They

0:30:08.240 --> 0:30:10.200
<v Speaker 2>don't know how to say no. They don't think it

0:30:10.320 --> 0:30:12.640
<v Speaker 2>serves them to say no. And I just think it's

0:30:12.680 --> 0:30:15.320
<v Speaker 2>really important that you know what your boundaries are and

0:30:15.360 --> 0:30:19.040
<v Speaker 2>you're able to express them. Because this is maybe my upbringing,

0:30:19.080 --> 0:30:22.120
<v Speaker 2>but you know, I don't owe you anything. If we're

0:30:22.120 --> 0:30:25.760
<v Speaker 2>in a work environment and I have responsibilities and deliverables,

0:30:26.080 --> 0:30:28.760
<v Speaker 2>of course I'm going to honor those commitments. But you

0:30:28.800 --> 0:30:32.800
<v Speaker 2>want me to do something else that goes well beyond

0:30:33.440 --> 0:30:36.640
<v Speaker 2>what's expected maybe of others. No, And part of my

0:30:37.360 --> 0:30:41.040
<v Speaker 2>barometer is what I ask somebody to do that under

0:30:41.080 --> 0:30:42.200
<v Speaker 2>the same circumstances.

0:30:42.360 --> 0:30:46.280
<v Speaker 1>Do you think that is realistic for a startup because

0:30:46.280 --> 0:30:49.000
<v Speaker 1>that feels like very true in a corporate environment, But

0:30:49.040 --> 0:30:51.880
<v Speaker 1>when I think about startup environments, I'm like, I don't

0:30:51.880 --> 0:30:53.080
<v Speaker 1>know if that's even possible.

0:30:53.400 --> 0:30:55.560
<v Speaker 2>It might not be. I mean, where you're sort of

0:30:55.600 --> 0:30:57.840
<v Speaker 2>a jack of all trades, master of none, as I say,

0:30:57.960 --> 0:31:00.480
<v Speaker 2>right you need to jump in and that the team

0:31:00.520 --> 0:31:04.520
<v Speaker 2>I have now, frankly, they'll do anything we agree. Can

0:31:04.560 --> 0:31:06.760
<v Speaker 2>you do this? Yes? I can. No, I'm probably not

0:31:06.800 --> 0:31:09.800
<v Speaker 2>the one to ask, So yeah, I do like having

0:31:09.840 --> 0:31:13.000
<v Speaker 2>people in a startup. Yeah, but still there might be boundaries.

0:31:13.240 --> 0:31:17.320
<v Speaker 1>You've called interviews theater, so I really want to know

0:31:17.360 --> 0:31:20.160
<v Speaker 1>who's the worst actor in the room, the candidate or

0:31:20.160 --> 0:31:20.760
<v Speaker 1>the company.

0:31:21.120 --> 0:31:23.640
<v Speaker 2>You know, I would say the company. But a company

0:31:23.720 --> 0:31:25.800
<v Speaker 2>is nothing more than a bunch of people. And I

0:31:25.800 --> 0:31:28.280
<v Speaker 2>always say that the culture is determined by the senior

0:31:28.280 --> 0:31:31.120
<v Speaker 2>most leaders, So I guess it kind of trickles all

0:31:31.120 --> 0:31:32.680
<v Speaker 2>the way up to leadership.

0:31:32.760 --> 0:31:35.640
<v Speaker 1>I want to ask you about culture. It's something that

0:31:36.320 --> 0:31:40.000
<v Speaker 1>as a millennial I've heard in the zeitgeist a lot. Yeah,

0:31:40.040 --> 0:31:42.480
<v Speaker 1>and there is company culture. You can feel it that

0:31:42.640 --> 0:31:45.640
<v Speaker 1>you walk in, But I find it to be very amorphous,

0:31:46.000 --> 0:31:50.080
<v Speaker 1>like very rarely is there a culture or a value

0:31:50.080 --> 0:31:52.560
<v Speaker 1>system written on the walls. You just kind of walk

0:31:52.600 --> 0:31:55.160
<v Speaker 1>in and feel it. So when you say it's set

0:31:55.200 --> 0:31:58.200
<v Speaker 1>by the leaders, do you think it's caught not taught?

0:31:58.240 --> 0:31:59.960
<v Speaker 1>Do you think it's taught? How does it get set?

0:32:00.200 --> 0:32:03.360
<v Speaker 2>Oh? I don't even think it's necessarily intentional in a

0:32:03.400 --> 0:32:05.280
<v Speaker 2>lot of companies. I mean, they might have their sort

0:32:05.320 --> 0:32:07.640
<v Speaker 2>of ethos or whatever's on the website or have it

0:32:07.680 --> 0:32:10.200
<v Speaker 2>written down on a wall, but then when you walk

0:32:10.280 --> 0:32:13.000
<v Speaker 2>in I refer to it as the soup that you're in.

0:32:13.160 --> 0:32:15.280
<v Speaker 2>You feel it. You just said that you feel it,

0:32:15.760 --> 0:32:18.600
<v Speaker 2>and very often what you feel is not what might

0:32:18.640 --> 0:32:21.640
<v Speaker 2>be on that wall exactly. The leaders are the ones

0:32:21.960 --> 0:32:27.360
<v Speaker 2>who set the tone very typically without thinking about it.

0:32:27.360 --> 0:32:31.080
<v Speaker 2>It's what they will and will not tolerate. That to

0:32:31.120 --> 0:32:33.040
<v Speaker 2>me is one of the big elements of what is

0:32:33.080 --> 0:32:36.000
<v Speaker 2>going to determine the culture. What are people getting away with,

0:32:36.400 --> 0:32:38.880
<v Speaker 2>what kind of behavior is incentivized? See.

0:32:38.960 --> 0:32:41.400
<v Speaker 1>I think that's so interesting because I think when people

0:32:41.440 --> 0:32:44.600
<v Speaker 1>talk about culture, they think it's we are kind, we

0:32:44.720 --> 0:32:47.440
<v Speaker 1>are doers, But it's actually who gets hired and who

0:32:47.480 --> 0:32:51.360
<v Speaker 1>gets fired Because you watch what behavior gets rewarded and what.

0:32:51.440 --> 0:32:54.240
<v Speaker 2>Is punished and how you're treated and by whom.

0:32:54.480 --> 0:32:55.840
<v Speaker 1>It's more simple than I thought.

0:32:56.080 --> 0:32:58.640
<v Speaker 2>Oh yeah, people are simple in so many ways.

0:32:58.880 --> 0:33:02.920
<v Speaker 1>So our producer and I loved this video you made

0:33:03.440 --> 0:33:07.360
<v Speaker 1>about interviews. So you say interviews were invented in nineteen

0:33:07.440 --> 0:33:11.120
<v Speaker 1>twenty one, How have we been conducting them wrong since then?

0:33:11.160 --> 0:33:13.560
<v Speaker 1>You need to spill the tea. I didn't realize they

0:33:13.560 --> 0:33:14.200
<v Speaker 1>were this old.

0:33:14.560 --> 0:33:16.480
<v Speaker 2>And I think the reference was to the fact that

0:33:16.560 --> 0:33:19.320
<v Speaker 2>this was sort of at the beginning of the industrial age,

0:33:19.360 --> 0:33:22.000
<v Speaker 2>where you know, people open these factories and they had

0:33:22.040 --> 0:33:23.680
<v Speaker 2>all these people show up, and they needed to figure

0:33:23.680 --> 0:33:26.200
<v Speaker 2>out a way to discern who's more suitable than the

0:33:26.240 --> 0:33:30.000
<v Speaker 2>other person. And so the interview and I think it's

0:33:30.080 --> 0:33:33.480
<v Speaker 2>become something that we do a standard, but I just

0:33:33.520 --> 0:33:36.440
<v Speaker 2>don't think they're done well. I think most interviewers aren't

0:33:36.440 --> 0:33:37.760
<v Speaker 2>asking the right questions.

0:33:38.000 --> 0:33:40.680
<v Speaker 1>I want a set of questions from you. I know

0:33:40.760 --> 0:33:42.880
<v Speaker 1>that's so hard to give me when it's just a

0:33:42.960 --> 0:33:46.080
<v Speaker 1>general conversation, but I would love to see you do

0:33:46.160 --> 0:33:48.760
<v Speaker 1>a video about that. I'm so curious, like, what are

0:33:48.800 --> 0:33:49.600
<v Speaker 1>people doing.

0:33:49.400 --> 0:33:50.920
<v Speaker 2>Wrong the interviewers.

0:33:51.160 --> 0:33:54.160
<v Speaker 1>Yeah, I'll tell you from my perspective. Sure, I have

0:33:54.600 --> 0:33:58.680
<v Speaker 1>just recently started hiring help and a freelance team, and

0:33:58.760 --> 0:34:01.320
<v Speaker 1>I think I'm a really bad high I'm self aware

0:34:01.400 --> 0:34:04.280
<v Speaker 1>enough to okay, I'm getting better at it. I do

0:34:04.360 --> 0:34:07.440
<v Speaker 1>think part of its practice. I didn't know the questions

0:34:07.440 --> 0:34:09.319
<v Speaker 1>to ask at the beginning. So I did look at

0:34:09.360 --> 0:34:11.200
<v Speaker 1>the resume like you said, and I was like, Okay,

0:34:11.200 --> 0:34:13.600
<v Speaker 1>they've done this before. I learned very quickly that doesn't

0:34:13.680 --> 0:34:17.360
<v Speaker 1>mean competence. And I don't know the right questions to ask,

0:34:17.600 --> 0:34:19.560
<v Speaker 1>so I don't know I have an expert. Here, can

0:34:19.600 --> 0:34:20.440
<v Speaker 1>you advise me.

0:34:21.160 --> 0:34:24.360
<v Speaker 2>I'll start with a shortcut, and that is take the

0:34:24.440 --> 0:34:28.319
<v Speaker 2>job description hopefully you had one, drop it into your

0:34:28.360 --> 0:34:32.719
<v Speaker 2>favorite AI system. Tell it what your expectations are, tell

0:34:32.760 --> 0:34:36.800
<v Speaker 2>it what's not on the job description. Describe the circumstances

0:34:36.840 --> 0:34:39.960
<v Speaker 2>in which this person is going to be operating, and

0:34:40.000 --> 0:34:43.680
<v Speaker 2>what your expectations actually are. Not the to do, but

0:34:44.120 --> 0:34:46.440
<v Speaker 2>this is the environment, the culture that we operate in.

0:34:46.560 --> 0:34:49.040
<v Speaker 2>I'm this, I'm a that. Give it a couple paragraphs

0:34:49.440 --> 0:34:52.120
<v Speaker 2>and then ask it to generate some questions for you.

0:34:52.440 --> 0:34:53.239
<v Speaker 1>Oh, I love that.

0:34:53.480 --> 0:34:56.120
<v Speaker 2>I mean I was a recruiter long before AI, but

0:34:56.360 --> 0:35:00.319
<v Speaker 2>I learned myself how to contextualize what it is that

0:35:00.400 --> 0:35:03.080
<v Speaker 2>I'm trying to hire. For given who was sitting in

0:35:03.080 --> 0:35:05.440
<v Speaker 2>front of me, it became automatic for me.

0:35:05.800 --> 0:35:08.319
<v Speaker 1>Wow, I love that answer. Thank you for that. I

0:35:08.320 --> 0:35:12.160
<v Speaker 1>think everybody's different. I've boiled down. My most important quality

0:35:12.280 --> 0:35:16.080
<v Speaker 1>is being proactive. Proactivity. That's what I'm looking for. What

0:35:16.400 --> 0:35:18.080
<v Speaker 1>one quality were you really.

0:35:17.880 --> 0:35:20.440
<v Speaker 2>Looking for for people? On my team or as a

0:35:20.440 --> 0:35:21.279
<v Speaker 2>recruiter when I.

0:35:21.320 --> 0:35:23.480
<v Speaker 1>Was as a recruiter, If you had to give us

0:35:23.560 --> 0:35:24.680
<v Speaker 1>one quality.

0:35:24.400 --> 0:35:27.560
<v Speaker 2>You know what, it's the self awareness. That's the quality

0:35:27.600 --> 0:35:30.120
<v Speaker 2>I was always looking for. I didn't always name it

0:35:30.160 --> 0:35:33.480
<v Speaker 2>as that. I'll never forget. I was sitting across from someone.

0:35:33.920 --> 0:35:36.120
<v Speaker 2>I don't remember now if he became the final candidate,

0:35:36.160 --> 0:35:38.640
<v Speaker 2>but in the end, I really like this guy and

0:35:39.000 --> 0:35:41.000
<v Speaker 2>he was responding to a question I think, and I

0:35:41.040 --> 0:35:43.799
<v Speaker 2>looked across. I'm at my big desk and he's sitting

0:35:43.840 --> 0:35:46.399
<v Speaker 2>over in the chair, and I saw this little ten

0:35:46.480 --> 0:35:49.240
<v Speaker 2>year old boy when I looked up, and it wasn't

0:35:49.239 --> 0:35:54.160
<v Speaker 2>that he was childish. I just saw a vulnerability and

0:35:54.640 --> 0:35:57.640
<v Speaker 2>I thought this was a decent, kind person. It wasn't

0:35:57.680 --> 0:36:00.680
<v Speaker 2>what he said. What he talked about told me that

0:36:00.719 --> 0:36:02.840
<v Speaker 2>he was competent, But there was something else that I

0:36:02.920 --> 0:36:06.080
<v Speaker 2>noticed that let me know that he was human and kind,

0:36:06.440 --> 0:36:08.400
<v Speaker 2>and that is something I value.

0:36:08.520 --> 0:36:12.719
<v Speaker 1>If you could interrupt everybody's algorithm for five minutes, what

0:36:12.880 --> 0:36:15.960
<v Speaker 1>truth about work would you force us all to sit with.

0:36:16.160 --> 0:36:19.160
<v Speaker 2>It's a game, and once you understand that, you won't

0:36:19.160 --> 0:36:22.520
<v Speaker 2>fight against it all the time. Half the stuff that

0:36:22.600 --> 0:36:26.839
<v Speaker 2>people think is cast in stone and half the genius

0:36:26.840 --> 0:36:30.440
<v Speaker 2>that they believe that their boss has. Oh you've got

0:36:30.760 --> 0:36:36.520
<v Speaker 2>broken people, brilliant people, happy people, angry people, disturbed people,

0:36:36.960 --> 0:36:40.360
<v Speaker 2>all here thrown together to do something. And it's a

0:36:40.400 --> 0:36:42.480
<v Speaker 2>game and it's not always well played.

0:36:42.840 --> 0:36:45.120
<v Speaker 1>So learn to play it if you could try and

0:36:45.480 --> 0:36:48.440
<v Speaker 1>in a simple way, boil down who wins and who loses.

0:36:49.040 --> 0:36:51.239
<v Speaker 2>Unfortunately, I think so many people think that they win

0:36:51.280 --> 0:36:52.680
<v Speaker 2>when they make a lot of money or they have

0:36:52.719 --> 0:36:55.839
<v Speaker 2>a big title and they're over lots of people. I

0:36:55.920 --> 0:36:58.600
<v Speaker 2>just don't believe that's the case. For me, it was

0:36:59.040 --> 0:37:01.560
<v Speaker 2>how can I impact people. I've been gone from Google

0:37:01.800 --> 0:37:04.360
<v Speaker 2>five years, but when I still hear from members of

0:37:04.400 --> 0:37:07.800
<v Speaker 2>my team and I'm employing one now, or they're reaching

0:37:07.840 --> 0:37:10.400
<v Speaker 2>out just to say hey, they see me on social

0:37:10.440 --> 0:37:13.719
<v Speaker 2>media and they're celebrating something, my son is in grad

0:37:13.760 --> 0:37:17.200
<v Speaker 2>school or whatever. It's a personal connection, you know. And

0:37:17.239 --> 0:37:19.800
<v Speaker 2>I think we don't do that well. It's not valued

0:37:19.800 --> 0:37:22.440
<v Speaker 2>and people underestimate and you can't fake it. I'm not

0:37:22.560 --> 0:37:25.399
<v Speaker 2>saying go try to be friends with everybody. I don't

0:37:25.400 --> 0:37:29.719
<v Speaker 2>have that many friends from work or work colleagues. And

0:37:29.760 --> 0:37:33.000
<v Speaker 2>we respect each other and like each other, but fewer friends.

0:37:33.160 --> 0:37:35.840
<v Speaker 2>But I think we need to sort of understand what

0:37:35.920 --> 0:37:37.000
<v Speaker 2>everybody's doing there.

0:37:37.080 --> 0:37:39.120
<v Speaker 1>Well, what I think you're talking about, and tell me

0:37:39.120 --> 0:37:42.719
<v Speaker 1>if I'm assessing it right? Is integrity one of my

0:37:42.719 --> 0:37:43.440
<v Speaker 1>favorite words?

0:37:43.800 --> 0:37:46.600
<v Speaker 2>Me too, I don't know that enough people actually know

0:37:46.640 --> 0:37:50.880
<v Speaker 2>what that is, or regrettably that it's modeled by leaders,

0:37:51.280 --> 0:37:54.879
<v Speaker 2>the ones that you would expect to embody that. That's

0:37:54.880 --> 0:37:56.920
<v Speaker 2>how I grew up. My dad, I told you, was

0:37:56.960 --> 0:37:59.760
<v Speaker 2>a superintendent of correctional facilities.

0:37:59.360 --> 0:38:01.160
<v Speaker 1>And so much tight shit.

0:38:01.360 --> 0:38:04.719
<v Speaker 2>Oh yes he did. I'm his daughter. I look like

0:38:04.760 --> 0:38:07.560
<v Speaker 2>my mom. My brother looks like my dad, but my

0:38:07.719 --> 0:38:10.919
<v Speaker 2>brother is my mother's son. I am my dad's daughter

0:38:11.160 --> 0:38:13.839
<v Speaker 2>very much him. Hence the GMF sy. But yeah, I

0:38:13.920 --> 0:38:18.560
<v Speaker 2>just think we need to get clear on why we're

0:38:18.560 --> 0:38:22.160
<v Speaker 2>doing things, how we're doing things. And yes, the integrity

0:38:22.160 --> 0:38:26.399
<v Speaker 2>piece is integral, but unfortunately integrity isn't often modeled by

0:38:26.400 --> 0:38:30.040
<v Speaker 2>the senior most people. Yeah, and so that standard isn't

0:38:30.080 --> 0:38:32.240
<v Speaker 2>set and the culture suffers.

0:38:32.480 --> 0:38:34.680
<v Speaker 1>I don't know that I've ever been able to name that.

0:38:34.719 --> 0:38:37.399
<v Speaker 1>I appreciate you pointing that out, because all the best

0:38:37.440 --> 0:38:41.480
<v Speaker 1>places I've worked, the leader, the number one in charge,

0:38:41.600 --> 0:38:44.120
<v Speaker 1>has a lot of integrity and they hire people with

0:38:44.200 --> 0:38:45.680
<v Speaker 1>integrity for the most part.

0:38:45.840 --> 0:38:50.360
<v Speaker 2>Well, and the ones who don't have integrity who operate

0:38:50.400 --> 0:38:52.920
<v Speaker 2>from that place at work. Well, I keep thinking of

0:38:52.960 --> 0:38:56.440
<v Speaker 2>the coldplay situation, right that CEO with the head of hr.

0:38:56.520 --> 0:38:58.319
<v Speaker 1>Oh, tell me what you think about that?

0:38:58.640 --> 0:39:01.600
<v Speaker 2>How stupid and irresponsible frankly for the two of them

0:39:01.640 --> 0:39:04.960
<v Speaker 2>to even be there, to get caught in public, in public,

0:39:05.080 --> 0:39:05.840
<v Speaker 2>what were you thinking?

0:39:05.960 --> 0:39:08.000
<v Speaker 1>Because there were other people from the company there too,

0:39:08.200 --> 0:39:10.800
<v Speaker 1>so everyone was just kind of turning a blind eye. Yeah.

0:39:10.880 --> 0:39:13.000
<v Speaker 1>I felt like, what you do on your own time

0:39:13.080 --> 0:39:16.000
<v Speaker 1>is your business. Yeah, that is your marriage, you decide,

0:39:16.560 --> 0:39:18.520
<v Speaker 1>But to bring it out into public as.

0:39:18.440 --> 0:39:20.200
<v Speaker 2>A wild irresponsible.

0:39:20.400 --> 0:39:22.040
<v Speaker 1>So you agree that they both should have been.

0:39:21.960 --> 0:39:26.360
<v Speaker 2>Fired absolutely if I was on the board immediately bad judgment.

0:39:26.680 --> 0:39:30.759
<v Speaker 2>Use that kind of judgment in work situations, No, out

0:39:30.760 --> 0:39:33.279
<v Speaker 2>of here, gotta go. There got to be consequences to

0:39:33.320 --> 0:39:34.760
<v Speaker 2>bad behavior, which.

0:39:34.560 --> 0:39:37.279
<v Speaker 1>Is the culture piece it is. It kind of all

0:39:37.320 --> 0:39:38.000
<v Speaker 1>fits together.

0:39:38.280 --> 0:39:40.839
<v Speaker 2>That's why I was saying, what gets tolerated is going

0:39:40.920 --> 0:39:41.880
<v Speaker 2>to determine the culture.

0:39:42.040 --> 0:39:44.759
<v Speaker 1>Do you think then it's very important for us to

0:39:45.320 --> 0:39:48.799
<v Speaker 1>as individuals recognize what our values are, maybe even write

0:39:48.800 --> 0:39:53.120
<v Speaker 1>a list and only work at companies that align with

0:39:53.160 --> 0:39:54.760
<v Speaker 1>our values. Is that even possible?

0:39:55.000 --> 0:39:57.239
<v Speaker 2>That might narrow it down to too few. I just

0:39:57.280 --> 0:40:01.400
<v Speaker 2>don't think companies are as deliberate and aware, and the

0:40:01.520 --> 0:40:05.200
<v Speaker 2>leaders I don't think are necessarily holding themselves as accountable

0:40:05.200 --> 0:40:08.799
<v Speaker 2>as they should to their employees. Very often, I think

0:40:08.920 --> 0:40:11.520
<v Speaker 2>leaders think in terms of, you know, I'm accountable to

0:40:11.560 --> 0:40:14.080
<v Speaker 2>my shareholders and to my board. What about to the

0:40:14.200 --> 0:40:18.000
<v Speaker 2>thousands of employees. You're accountable to them too by showing

0:40:18.080 --> 0:40:21.360
<v Speaker 2>up with integrity, And I think that's what's missing.

0:40:21.600 --> 0:40:23.440
<v Speaker 1>If you are a person who wants to work on

0:40:23.480 --> 0:40:25.239
<v Speaker 1>your integrity, what does that look like?

0:40:25.640 --> 0:40:28.520
<v Speaker 2>Need to go somewhere and sit by yourself and look

0:40:28.840 --> 0:40:29.960
<v Speaker 2>deeply into the mirror.

0:40:30.040 --> 0:40:33.080
<v Speaker 1>Because what you're talking about is leadership, and you can

0:40:33.080 --> 0:40:34.960
<v Speaker 1>be a leader in any role you're in.

0:40:35.120 --> 0:40:38.440
<v Speaker 2>Absolutely. I guess I landed on that because I saw

0:40:38.480 --> 0:40:42.120
<v Speaker 2>how many leaders people in leadership roles. So I use

0:40:42.160 --> 0:40:45.719
<v Speaker 2>the term judiciously. When you're not leading well, but you're

0:40:45.719 --> 0:40:49.600
<v Speaker 2>still called a leader. I just was disappointed. I expected more,

0:40:49.880 --> 0:40:52.640
<v Speaker 2>you know, I held my dad out as that sort

0:40:52.680 --> 0:40:55.799
<v Speaker 2>of standard of someone who knew how to set boundaries

0:40:55.960 --> 0:40:59.920
<v Speaker 2>but respected people. And that's the difference that I talk about.

0:41:00.120 --> 0:41:01.719
<v Speaker 2>I don't need you to like me. But as my

0:41:01.760 --> 0:41:04.440
<v Speaker 2>mother used to say, you will respect me. I can't

0:41:04.640 --> 0:41:07.120
<v Speaker 2>force you to do that. You will respect me if

0:41:07.160 --> 0:41:10.400
<v Speaker 2>I am truthful, if I'm kind, if I have integrity,

0:41:10.560 --> 0:41:12.400
<v Speaker 2>which means you can trust me. I don't think a

0:41:12.440 --> 0:41:15.440
<v Speaker 2>lot of leaders can be trusted these days. They don't

0:41:15.520 --> 0:41:18.360
<v Speaker 2>demonstrate that they are worthy of trust.

0:41:18.560 --> 0:41:21.280
<v Speaker 1>As you're talking, I'm thinking about that. The best leaders

0:41:21.320 --> 0:41:24.080
<v Speaker 1>I've worked for show up as the same person every day,

0:41:24.800 --> 0:41:27.600
<v Speaker 1>so they're not, you know, full of integrity one day

0:41:27.719 --> 0:41:29.960
<v Speaker 1>and then maybe in a bad mood the next. There's

0:41:30.000 --> 0:41:32.880
<v Speaker 1>a consistency piece, like you trust them because they're consistent.

0:41:33.000 --> 0:41:35.960
<v Speaker 2>That's right, and you know we're all human, right, So

0:41:36.080 --> 0:41:38.439
<v Speaker 2>I would let my team know I'm kind of off today.

0:41:38.440 --> 0:41:41.360
<v Speaker 2>I'm feeling a little wonky and dizzy, so you'll excuse me,

0:41:41.600 --> 0:41:54.760
<v Speaker 2>you know, have some humility.

0:41:55.000 --> 0:41:57.719
<v Speaker 1>I've had friends in other fields who are more in

0:41:57.760 --> 0:42:00.400
<v Speaker 1>corporate worlds, and they've applied for jobs and they had

0:42:00.440 --> 0:42:02.840
<v Speaker 1>to take a compatibility test before they even get to

0:42:02.920 --> 0:42:05.480
<v Speaker 1>round one. And I feel like a lot of those

0:42:05.480 --> 0:42:08.640
<v Speaker 1>are making people feel like they're fired before they're even hired.

0:42:08.800 --> 0:42:10.160
<v Speaker 1>What do you think about those.

0:42:10.160 --> 0:42:12.560
<v Speaker 2>I've never seen one of those tests. I'm well aware

0:42:12.640 --> 0:42:15.200
<v Speaker 2>that they're out there. It triggers a little something for

0:42:15.320 --> 0:42:19.680
<v Speaker 2>me in the sense that it sounds suspiciously like the fit.

0:42:20.080 --> 0:42:23.000
<v Speaker 2>Do they fit our culture? What does that even mean?

0:42:23.440 --> 0:42:27.200
<v Speaker 2>That leaves so much room for what I think often

0:42:27.280 --> 0:42:29.960
<v Speaker 2>becomes I'll say it, it can be biased.

0:42:30.200 --> 0:42:31.160
<v Speaker 1>That's how I feel.

0:42:31.320 --> 0:42:31.800
<v Speaker 2>Yeah.

0:42:31.920 --> 0:42:35.319
<v Speaker 1>Can I tell you When I am given any sort

0:42:35.360 --> 0:42:38.280
<v Speaker 1>of like paperwork and I have to click an identity

0:42:38.320 --> 0:42:42.080
<v Speaker 1>box a race and ethnicity, a gender, I'm like, there's

0:42:42.120 --> 0:42:44.439
<v Speaker 1>no good way to answer this, and I don't want

0:42:44.480 --> 0:42:46.920
<v Speaker 1>to answer right because it feels like I'm damned if

0:42:46.920 --> 0:42:48.360
<v Speaker 1>I do. I'm damned if I don't. What do you

0:42:48.400 --> 0:42:49.200
<v Speaker 1>think about those?

0:42:49.560 --> 0:42:51.440
<v Speaker 2>I mean, there was a time when I think some

0:42:51.520 --> 0:42:55.719
<v Speaker 2>of that information was actually used to calibrate the outreach

0:42:55.960 --> 0:42:59.560
<v Speaker 2>that an organization might have been getting. I co founded

0:42:59.640 --> 0:43:02.120
<v Speaker 2>the City Practice at Spencer Stewart, and part of my

0:43:02.160 --> 0:43:06.160
<v Speaker 2>responsibility Google was developing some of that expertise and capability,

0:43:06.360 --> 0:43:10.200
<v Speaker 2>and so there weren't quotas, but also we wanted to

0:43:10.280 --> 0:43:13.960
<v Speaker 2>know that we were getting a representative sampling of people

0:43:14.080 --> 0:43:17.120
<v Speaker 2>who had the qualifications.

0:43:16.480 --> 0:43:19.239
<v Speaker 1>Right, you want a pipeline of different types of people.

0:43:19.040 --> 0:43:21.720
<v Speaker 2>That's right, but it can send a very negative signal.

0:43:22.040 --> 0:43:26.160
<v Speaker 1>Well, I think nowadays it's so confusing. People don't know

0:43:26.200 --> 0:43:30.359
<v Speaker 1>if they're going to be discriminated against because of a

0:43:30.360 --> 0:43:32.359
<v Speaker 1>certain box, or they don't know if it helps them

0:43:32.360 --> 0:43:33.600
<v Speaker 1>if they check a certain box.

0:43:33.600 --> 0:43:34.040
<v Speaker 2>That's right.

0:43:34.239 --> 0:43:36.439
<v Speaker 1>I guess Netflix is known for having like a lot

0:43:36.440 --> 0:43:41.200
<v Speaker 1>of different boxes. People a check yeah, and I don't

0:43:41.239 --> 0:43:42.800
<v Speaker 1>know if it's helpful or hurtful.

0:43:42.960 --> 0:43:45.080
<v Speaker 2>I don't either, I just don't. I think there's this

0:43:45.280 --> 0:43:48.239
<v Speaker 2>confusion because they might be asking for things they don't

0:43:48.280 --> 0:43:51.839
<v Speaker 2>communicate why, and then can you even trust them or

0:43:51.880 --> 0:43:54.160
<v Speaker 2>are you being screened out? Would you say, before you

0:43:54.239 --> 0:43:56.480
<v Speaker 2>even cross the threshold.

0:43:56.040 --> 0:43:59.520
<v Speaker 1>Do you recommend people just put like not applicable.

0:43:59.080 --> 0:44:00.960
<v Speaker 2>Or other true? Just be you?

0:44:01.200 --> 0:44:03.040
<v Speaker 1>Yeah, because you don't want to walk in somewhere where

0:44:03.080 --> 0:44:05.400
<v Speaker 1>you're not welcome as you here, we have it, you

0:44:05.480 --> 0:44:06.480
<v Speaker 1>got it ultimately.

0:44:06.680 --> 0:44:09.640
<v Speaker 2>Yeah, The welcome can mean different things. I've been in

0:44:09.680 --> 0:44:14.440
<v Speaker 2>situations where I was welcomed by the masses, but then

0:44:14.920 --> 0:44:20.040
<v Speaker 2>certain people were uncomfortable with my presence. I represented a threat.

0:44:20.239 --> 0:44:23.680
<v Speaker 1>Well, what I found so interesting about your story is

0:44:24.080 --> 0:44:27.080
<v Speaker 1>that you shared that early on in your career at Spencer.

0:44:27.200 --> 0:44:29.080
<v Speaker 2>What is it called Spence Spencer Stewart.

0:44:28.680 --> 0:44:31.400
<v Speaker 1>Spencer Stewart that very early on they asked you to

0:44:31.480 --> 0:44:34.520
<v Speaker 1>start a diversity program. Yeah, and you said no, thank you,

0:44:34.560 --> 0:44:36.839
<v Speaker 1>and they were kind of shocked. Can you explain your

0:44:36.880 --> 0:44:38.160
<v Speaker 1>thinking behind that?

0:44:38.480 --> 0:44:40.640
<v Speaker 2>Well, it was a couple of things. One, I was

0:44:40.680 --> 0:44:43.759
<v Speaker 2>going through so much with my young son and my

0:44:44.080 --> 0:44:47.239
<v Speaker 2>mom passing a month after I started there, So that

0:44:47.400 --> 0:44:51.799
<v Speaker 2>was one. So knowing my own physical emotional limitations in

0:44:51.840 --> 0:44:57.320
<v Speaker 2>that moment. But the overarching thing was that I needed

0:44:57.360 --> 0:45:01.160
<v Speaker 2>to learn the business of executive recres The way they

0:45:01.200 --> 0:45:04.080
<v Speaker 2>did it what made them one of the top firms

0:45:04.080 --> 0:45:06.480
<v Speaker 2>in the world. There's a way, and they had very

0:45:06.520 --> 0:45:11.520
<v Speaker 2>clear standards, talk about professionalism. It was just very clear

0:45:11.760 --> 0:45:15.200
<v Speaker 2>quality control. This is how we do things. And you

0:45:15.200 --> 0:45:18.120
<v Speaker 2>know what. That worked for me because now that I

0:45:18.160 --> 0:45:20.840
<v Speaker 2>know what you expect, I know what I need to

0:45:20.920 --> 0:45:24.160
<v Speaker 2>learn and how I need to fortify what I came

0:45:24.200 --> 0:45:29.240
<v Speaker 2>here knowing with spending time with people and just doing

0:45:29.280 --> 0:45:31.960
<v Speaker 2>some of the work. So it was a great experience.

0:45:32.040 --> 0:45:35.040
<v Speaker 2>It was probably the most formative role of my career

0:45:35.600 --> 0:45:36.719
<v Speaker 2>because I learned so much.

0:45:36.960 --> 0:45:39.440
<v Speaker 1>I love when you share that story because I think

0:45:39.560 --> 0:45:41.880
<v Speaker 1>it signals the yes and no that you talk about

0:45:42.239 --> 0:45:44.479
<v Speaker 1>a lot of people I think would have thought, Wow,

0:45:44.520 --> 0:45:48.080
<v Speaker 1>an opportunity to lead so early on, And that was

0:45:48.120 --> 0:45:50.880
<v Speaker 1>your self awareness that said I'm actually not ready yet.

0:45:51.080 --> 0:45:54.879
<v Speaker 2>Yeah, And the ready wasn't as in knowledge, I could

0:45:54.880 --> 0:45:58.320
<v Speaker 2>have done it based on what they wanted. I prioritized

0:45:59.200 --> 0:46:03.279
<v Speaker 2>learning the business because ultimately that's how I was going

0:46:03.320 --> 0:46:06.040
<v Speaker 2>to be evaluated. And what it was that they were

0:46:06.080 --> 0:46:09.800
<v Speaker 2>asking me to do was a function of understanding the business,

0:46:10.280 --> 0:46:14.400
<v Speaker 2>and that meant knowing people, knowing behaviors and you know,

0:46:14.560 --> 0:46:16.680
<v Speaker 2>just some of the things that aren't on paper, and

0:46:16.680 --> 0:46:18.240
<v Speaker 2>building relationships internally.

0:46:18.760 --> 0:46:21.800
<v Speaker 1>So you've worked for two of the top companies in

0:46:21.840 --> 0:46:25.440
<v Speaker 1>the world in terms of recruiting, interviewed thousands of people,

0:46:25.640 --> 0:46:29.799
<v Speaker 1>hired hundreds of top performers. If you could give me

0:46:30.200 --> 0:46:33.359
<v Speaker 1>three qualities that top performers have, what would they be.

0:46:33.400 --> 0:46:36.520
<v Speaker 2>I'm going to go back to self awareness. I think

0:46:36.560 --> 0:46:40.120
<v Speaker 2>they really do because that self awareness allows them to

0:46:40.200 --> 0:46:43.560
<v Speaker 2>interact with other people in a way that brings the

0:46:43.560 --> 0:46:46.839
<v Speaker 2>best out in those people. So it's a derivative of

0:46:46.880 --> 0:46:49.680
<v Speaker 2>some of the leadership competencies that I was trained to

0:46:49.719 --> 0:46:53.160
<v Speaker 2>assess for. So that's probably one. It's that how well

0:46:53.200 --> 0:46:55.839
<v Speaker 2>do you know yourself? And that weeds out I think

0:46:55.960 --> 0:47:00.440
<v Speaker 2>extreme behavioral maladies and things like you know, narcissism and

0:47:00.560 --> 0:47:03.440
<v Speaker 2>other things that can be really destructive in an organization.

0:47:03.719 --> 0:47:05.560
<v Speaker 2>So that's one. How many did you want?

0:47:05.719 --> 0:47:07.120
<v Speaker 1>I'd love three if you have them.

0:47:07.280 --> 0:47:11.120
<v Speaker 2>A sense of collaboration because even if you're coming into

0:47:11.120 --> 0:47:13.520
<v Speaker 2>a leadership role, no one expects you to know everything.

0:47:13.600 --> 0:47:16.319
<v Speaker 2>A good leader knows how to ask questions, how to

0:47:16.360 --> 0:47:18.880
<v Speaker 2>admit when they don't know something. That's why you have

0:47:18.960 --> 0:47:22.399
<v Speaker 2>a team. Have them know or go find out. One

0:47:22.400 --> 0:47:26.560
<v Speaker 2>of the primary competencies is decision making. And again I'm

0:47:26.560 --> 0:47:29.200
<v Speaker 2>going to fall back on what I mentioned earlier around

0:47:29.239 --> 0:47:33.200
<v Speaker 2>the fact that so many people now are conflict diverse

0:47:33.760 --> 0:47:38.160
<v Speaker 2>and people pleasing. They're derivatives of a similar mindset, I

0:47:38.239 --> 0:47:41.040
<v Speaker 2>dare say. And so if you're a people pleaser or

0:47:41.040 --> 0:47:44.400
<v Speaker 2>you're conflict averse or both, you're probably not going to

0:47:44.440 --> 0:47:49.080
<v Speaker 2>make optimal decisions because you're too worried about what everybody

0:47:49.160 --> 0:47:51.640
<v Speaker 2>else is thinking and you don't want to necessarily say

0:47:51.680 --> 0:47:55.920
<v Speaker 2>anything because you're avoiding conflict. So that's why personal traits

0:47:56.040 --> 0:47:59.000
<v Speaker 2>can influence the level of competence in a certain area.

0:47:59.080 --> 0:48:03.640
<v Speaker 1>I love that really struggled with conflict, and I saw

0:48:03.640 --> 0:48:06.040
<v Speaker 1>a therapist. I'll never forget. I was doing a morning

0:48:06.040 --> 0:48:08.160
<v Speaker 1>show in Chicago and my boss and I butt heads

0:48:08.200 --> 0:48:10.560
<v Speaker 1>a lot. I thought he was a person of low

0:48:10.600 --> 0:48:14.200
<v Speaker 1>integrity and I didn't trust him, and that's one of

0:48:14.200 --> 0:48:16.879
<v Speaker 1>my favorite traits or values, and so it was tough

0:48:16.880 --> 0:48:19.560
<v Speaker 1>for me and we would disagree a lot, and I

0:48:19.600 --> 0:48:21.960
<v Speaker 1>didn't know what information I could share with him. I

0:48:22.040 --> 0:48:24.680
<v Speaker 1>went to a therapist and I was like, I'm so

0:48:24.840 --> 0:48:27.160
<v Speaker 1>bad at conflict, and she said, no, you are just

0:48:27.200 --> 0:48:30.560
<v Speaker 1>not practiced. So we're going to practice conflict. Your boss

0:48:30.600 --> 0:48:33.439
<v Speaker 1>already doesn't like you, We're going to really practice with him.

0:48:33.960 --> 0:48:34.880
<v Speaker 2>Oh that's great.

0:48:35.160 --> 0:48:37.439
<v Speaker 1>I love that we had so much conflict for a year.

0:48:37.760 --> 0:48:40.800
<v Speaker 1>Now I don't get stressed out by conflict. I actually

0:48:40.840 --> 0:48:44.200
<v Speaker 1>appreciate a hard conversation. So I only share that to

0:48:44.239 --> 0:48:47.120
<v Speaker 1>say that if you are listening and feeling that, yeah,

0:48:47.160 --> 0:48:48.960
<v Speaker 1>it is something that you can practice.

0:48:49.080 --> 0:48:51.640
<v Speaker 2>Absolutely. I had to tell someone I was coaching. I said,

0:48:51.640 --> 0:48:54.080
<v Speaker 2>you know, I'm not sure you and your manager are

0:48:54.080 --> 0:48:57.799
<v Speaker 2>ever going to like be buds, so why don't you

0:48:57.880 --> 0:49:03.680
<v Speaker 2>focus on building the best team this organization has ever

0:49:03.719 --> 0:49:07.160
<v Speaker 2>seen in your function? Because trust me, word will get around.

0:49:07.719 --> 0:49:09.960
<v Speaker 2>So you don't need to be the one. You have

0:49:10.080 --> 0:49:13.720
<v Speaker 2>nothing to prove, per se, but go do the best

0:49:13.760 --> 0:49:18.279
<v Speaker 2>you can possibly do. And trust me, his boss is

0:49:18.360 --> 0:49:20.759
<v Speaker 2>going to find out how good you are because the

0:49:20.800 --> 0:49:24.120
<v Speaker 2>top bosses have plants, they have people. Somebody once told

0:49:24.120 --> 0:49:25.960
<v Speaker 2>me you seem to have your ear to the ground.

0:49:26.120 --> 0:49:28.480
<v Speaker 2>It was like, huh, I probably do. It wasn't an

0:49:28.520 --> 0:49:31.920
<v Speaker 2>active thing that I did. It's simply that people felt

0:49:31.960 --> 0:49:34.560
<v Speaker 2>comfortable coming to me because they felt that they could

0:49:34.600 --> 0:49:35.880
<v Speaker 2>what trust me.

0:49:36.040 --> 0:49:40.000
<v Speaker 1>Okay, I'm going to give you some rapid fires. Okay,

0:49:40.920 --> 0:49:44.239
<v Speaker 1>the workplace trend you didn't see coming. Yoga pants, the

0:49:44.280 --> 0:49:46.439
<v Speaker 1>workplace trend that will not age well.

0:49:46.640 --> 0:49:47.680
<v Speaker 2>Yoga pants.

0:49:48.040 --> 0:49:50.520
<v Speaker 1>The number one thing not to put in a cover.

0:49:50.400 --> 0:49:52.440
<v Speaker 2>Letter your test scores, work.

0:49:52.239 --> 0:49:54.800
<v Speaker 1>From home, return to office or hybrid.

0:49:54.719 --> 0:49:56.919
<v Speaker 2>Return to office. I want to tell you why later

0:49:56.960 --> 0:49:57.439
<v Speaker 2>we keep going.

0:49:57.680 --> 0:50:01.719
<v Speaker 1>Okay. The most outdated aspect of applying for jobs algorithms.

0:50:01.800 --> 0:50:03.840
<v Speaker 1>First red flag in an interview.

0:50:03.640 --> 0:50:04.840
<v Speaker 2>Wasn't kind to the admin.

0:50:05.200 --> 0:50:08.000
<v Speaker 1>Overused corporate word that needs to retire immediately.

0:50:08.200 --> 0:50:10.040
<v Speaker 2>I've been out. Now, let's see there's some of these

0:50:10.040 --> 0:50:11.560
<v Speaker 2>platitudes that sound so stupid.

0:50:11.880 --> 0:50:15.080
<v Speaker 1>We'll circle back, a title that people chase that just

0:50:15.160 --> 0:50:16.160
<v Speaker 1>is not worth the stress.

0:50:16.400 --> 0:50:17.120
<v Speaker 2>Anything but a c.

0:50:17.560 --> 0:50:19.239
<v Speaker 1>The fastest way to lose credibility in.

0:50:19.239 --> 0:50:20.520
<v Speaker 2>A room talk too much.

0:50:20.719 --> 0:50:23.800
<v Speaker 1>The twenty twenty six way to say, per my last email.

0:50:24.000 --> 0:50:25.520
<v Speaker 2>Maybe you didn't understand.

0:50:25.280 --> 0:50:30.360
<v Speaker 1>Jinny, MF and Clark, thank you. You're so wonderful.

0:50:30.520 --> 0:50:31.839
<v Speaker 2>What a pleasure. Thank you.

0:50:37.160 --> 0:50:40.319
<v Speaker 1>Okay, you know what time it is. Today's a good day,

0:50:40.560 --> 0:50:50.440
<v Speaker 1>to have a good day. I'll see you next week.