Venafi Chief of People (TMS)
University of Phoenix MA, Organizational Management
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Tue Jul 28 2020
um, you know, how did I get where I am today? You know, I would say, um, you know, I think a lot of us have ideas of where we're gonna be in our careers, and then opportunities present themselves and that That's kind of what happened to me. I wound up going to work for a large company. When I lived in California that did medical device manufacturing. It was very cutting edge technology and got hired by a director of HR that new, um, that new, my new payroll on worker's comp and had some facilities experience. And I had worked in smaller companies but be integrated into an HR team, and that was kind of the beginning of the story. So, you know, I think that's that story in and of itself, where somebody saw my potential. And then, um, you know, basically became my mentor and my coach for probably 10 years on. And, um, you know, that's that was how I wound up in the career path that I have been in for over 30 years. Yeah,

What responsibilities and decisions does one handle in a job like yours? Tell us about weekly work hours, including the time spent on work travel and working from home.

Summarized By: Jatin Chugh on Tue Jul 28 2020
probably should share with you, as I have just recently left. Identify. I'm gonna start an HR consulting company because I'm pretty close to retirement. Um, but I've had some companies also reach out to me about Oh, if you're available, we'd rather have you do this. But my husband kind of wants me to semi retire. Um, but but their responsibilities and and work that you do when you're truly, you know, over a chief of people or a human resource is officer is ah, huge breath of of and scope of responsibilities. A lot of people think that you planned parties and sitting chat with people, but it's actually a lot of analytics when you get to this level, you know, because you're you're looking at compensation. You're looking at benefits. You're looking at retention. You're looking at recruiting. To me, it's what I call the four Rs, it's recruit, retain, reward, and results. These are the things that you focus on in a lot of chief people, officers and chief human resource is officers now have facilities or what we call places. You know, they're do people in places because we've learned over the years. Finance teams aren't great at that, right? But but the people side of the businesses. And so, you know, some weeks you're really focused on on, um, on. Let's say you know something very analytical You're looking at your benefit plans or your utilization and you're trying to make decisions. And then, you know, one week you're looking at, we're moving to a new facility. And how are we gonna orchestrate that and make that happen and partnering with, you know, all of your peers in the business of who sits where and what departments need, what you know. And then and then a month later, you're planning a major event. So it's a It's a bit of a business within the business, and I think that's why I liked it so much was I like the analytical work. But if I had to do that 24 7 it would kill me. I would say working hours when you get to a director level and above, when you get to the executive level, you don't pay that much attention to the hours. You know, there are some weeks you work 45 there's some works weeks to work 80. You know, if you're in the murder, if you're in the middle of a merger and acquisition and your on the other side of the world sitting in a law office in in Europe somewhere and you're, you know, making sure everything happens properly. Um, you know, you might get three hours of sleep at night, so you just you just don't worry about it, you know? But I would say it's not a 40 hour a week job, you know, by any stretch of the imagination

What tools (software programs, frameworks, models, algorithms, languages) are typically used in a role like yours?

Summarized By: Jeff Musk on Tue Jul 28 2020
You know, General, you start with an H R s system or what you call h r. M s system human resource management system that integrates, you know, employee data, payroll data. Um, you know, the ability for learning and development, Um, recruiting. You know that that's the modern way, is that it all works together, You know, as faras frameworks and models. You know, you look at compensation models, compensation structures that you build yourself, but with external data, you know that you pull in. You also. You know, generally you look at your your people framework. Er, you know what is how does what your people do link in to the strategy of the business, right? Everything from recruiting again back to my four R's recruit retain reward results. Right kind of touches all of those areas that you are linking the people frameworks and models into the rest of the business. And hopefully you have, um, the technology through a nature, I'm a system to capture the majority of that data

What are the challenges in a job like yours? What approaches are effective in dealing with these challenges? Discussing examples will help students learn better.

Summarized By: Jatin Chugh on Tue Jul 28 2020
thank some of the biggest challenges you have is is also the understanding of what the role of human resource is has in the business. Some people think you are the payroll department or the party department. You know, something cure that, just there to be, you know, at the bidding of the CEO, right? Or the executive team. And the reality is you're all of those things. I think the challenge is being able to demonstrate your value to the business in transactional, tactical, and all strategic areas, which you've got to be able to do them all. I look at myself in my career, one of the approaches that were really effective for me was where I started in my career was able to learn the transactional, and then moved it a tactical and then the strategic. Because if you don't have that background and you don't understand people and how it links to the business, you really can miss some key learnings. I think you know, if I think of you know, for example, I mentioned a merger an acquisition scenario earlier. You know, I had I early in my career had been part of a company that had been acquired. We had acquired a company, but, you know, and so because I had seen that transaction Lee as a you know, as an employee and then was able to experience again at the director level. And then by the time I got to the executive level, I had that kind of 3 60 perspective on what it's like. And so when you come to the strategic side of the impact of the people, it's, you know, what are the things that you have to do to integrate to the business? And how do you reach out to the managers? Um, people leaders that of the acquiring company? Um, you know, it makes a huge difference to make the mistakes that you might make. Um, without that experience can have really dire financial consequences to the business, especially when you work in software, right. And that's when I talk about this. I've worked in technology for more than 30 years, and you know everything you do is in somebody's brain. Basically, everyone, everything you do gets in a car and goes home every day, right? So, understanding how you talk to people understanding people's experience. Understanding that you know how you interact with the sales team is very different from how you interact with the marketing or the engineering or the product teams right. And as you're building your your HR organization as you grow and scale, bringing in strong HR leaders, that partner with you that can work with the engineering group versus someone who can work with the sales group is really important because they speak their language.

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them?

Summarized By: Jatin Chugh on Tue Jul 28 2020
in the organization is honestly, this role generally reports to the CEO now, So work with the CEO a lot. You work with the CFO a lot, because, especially if you're a technology company, people are usually your first or second number expense. You know, it's like your you know, your number one expenses, usually sales and marketing expenses. Right. And then it's people, and then it's usually AWS or azure or something like that, right? And those are your top. Yeah, any technology. And so, you know, people costs is right there in the top three. So you work a lot with the CFO and having a good relationship with that team, you know, which means you also work a lot with the director of finance, Director of accounting. You know, you've got to be ableto, you know, to go over and chat with those people you know, in solve problems within your own team. You know, you've generally got a director of talent acquisition or, you know, a lot of people call recruiting. You've generally got a director of human resource is, or the business partnering where you've got business partners that are assigned each of the groups that helped them manage their business from a human capital perspective. And then you've usually got somebody on the service aside. What? What I would call the HR service aside, which is comp benefits your systems, right. And then if you have facilities report to you, then you've usually got some kind of, ah, director of global facilities or real estate that also reports to you and then they've got You know, people that report to them, depending on the size outside the organization, usually work with your benefit broker. You know, pretty tightly when you especially when you're looking at strategy and looking at your planning each year you interact generally with your 401 k provider, cause you're usually on the committee That is, um, responsible for the legal side and the compliance side. Um, you interact with often times executive recruiting firms when you're recruiting for senior talent and you you're gonna go use a you know, a world class recruiting team. Um, you know, you'll interact with, um sometimes real estate agents. You know, if you're looking to acquire property or moving building or, you know, that's probably, you know, compensation you know, if you're using com Panelists, especially as you get ready to go public, you'll use somebody generally to assist with benchmarking your executive compensation externally from a compliance perspective. And then you'll use external compensation service people that will work with you. You know, to also build your compensation framework, diversity and inclusion. You know you'll bring in people to do diversity, inclusion, training and helping build programs you know you worked in you'll interact with, like, linked in for, you know, um, they put just a company called lynda dot com that's gotten great tools online. That's got a lot of pre built content. So you know someone on your D and I side, which generally, depending on the size of your company, you might have Someone handles your training and development and inclusion and diversity and inclusion. Or it may fall under your director of human resource is, um, you know, so you're interact with companies that can provide those kinds of services. You know, also you by new tools, things Teoh assessed talent, you know, pre, um, pre employment during the interview process once they come on site. You know, once they're an employee, you know. So you know what? What are the cutting edge tools that are out there? So you're always looking for the you know what's what's new and what's exciting. And then you're also partnering, um, often times with your peers on the executive team again. You go back to What is your sales team? Need different from your engineering team? Right? You know, So you'll be partnering with, you know, your CTO or your chief product officer on what are their strategies for their people, along with their directors. And your directors will be almost like a committee or a team that says, OK, here's what we're going to do this year strategically, for learning and development for your team, right, so

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

Summarized By: Jatin Chugh on Tue Jul 28 2020
the ivory tower. And don't ever talk to me. I'm very close, especially with my direct reports. You know, I see this partnership. We're in it to succeed together, and one of the things within HR, that's very interesting. As you know, people will ask the question. Well, you know what to do with every termination, you know? Well, it depends, right? I mean, if there's legal implications, different states, different countries, you know, you don't always know, you know? So, you know, it does take a bit of a village sometimes, you know, so having a really good collaborative, um, relationship, you know, with your team is really important. You know, there are times when you have to say now, I've got the information on make the decision, and here's why. But I think it's communicating. Sharing. Why, um, again, being very open, being very available. You know, I think especially when you work in HR, um you know, people live their lives 24 7 and you know they need things 24 7 So recognizing that with technology, we can actually provide really great service to team members to employees, Um I think is really important. And I think that's evolved a lot over the years. I think you know what I think about to be the first time manager. I kind of got thrown into a really difficult situation that had some riel legal and ethical implications, and it was really hard. But it made me realize how important it is that you trust the team that you have, that you are comfortable collaborating and sharing information. But when it's time to make a decision, you're one that has to make the decision. The books that I would say have influenced me the most, I love Patrick Lencioni. He's read the whole series of books. The 1st 1 I read was obsessives of unordinary executive. I picked it up in San Francisco getting on the airport in like, 1992 and I read the whole book almost before home. He writes his stories as leadership fables, and they're so good, you know, And the titles Air Pretty provocative of death by meeting if you know blend, see only a table group. He's fantastic, really good. Um, another book that I think it has influenced me and that I share with a lot of people is, Katzenbach and Smith: High performing teams. A couple of Harvard guys again. Not a big book, but super powerful. And and you know, the dynamics of teams that you know, for high performing teams to be successful. Stasi when you're working with in high growth and you're working, say, with the new director of engineering or I T. And they're talking about how should we organize our team? This is that That's a great resource to go. Well, here's what the research says about the size of teams and the dynamics of teams. Um, another book that I think is influenced me a lot was, um, good, great. Another really, really good book that just, you know, talks about, you know, what do you do to get to the next level and again? A lot of that, I think, is based on my you know, my experience and what I you know where I've come from. And then there's one from really early in my career called Slack, it was written by a guy called Tom DeMarco. And he was an engineer and he talks about, you know, how do you apply modern business practices to the information age? And this idea that especially one with engineers. You have to allow slack in the business and into the work. Because engineers, you cannot, you know, finance might go well. An engineer can type this fast. They can write this many lines of code, right? Don't work that way. Engineers are creative intellectuals. And that gave me a really great foundation early in my career to understand the difference between, say, your marketing and engineering or your sales and engineering and how they have to work and think and collaborate to solve problems of technology. And that look really influenced me a lot. Actually. Those are probably the ones that have influenced me. The mall still support, Okay.

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

Summarized By: Jatin Chugh on Tue Jul 28 2020
then they become part of my management style is There's warranted conflict and there's unwarranted conflict and warranted conflict is focusing on the issue at hand that we're trying to solve. Unwarranted conflict is I'm calling you names. I'm getting angry, I don't like working with you, and I think that's where HR can come in and talk about let's stay focused on the warranted conflict. Let's focus on the point at hand, and you honestly see that more engineering teams than you do anywhere else. Because, you know, in engineering organizations and product teams, you put the smartest kids in the room and the family all in one place all at one time, and they all want to be right. And so you have to allow there to be that openness and a healthy discussion. But you also have to you have to promote the idea that you know you can't be holding up a difference as well code for food because we do have to make money, you know. And engineers are generally very principled in their approach. You know, I'm doing this because I believe it's right that well, you think this is right. But somebody else thinks this is right, you know, and ultimately your VP or C t. Evan of and you know, engineering or somebody's going to make a decision. And at one point at some point in time, they may not choose what you think is right. They may have to make a different decision based on what works across the whole business. So helping people teach people to go into the decision making process with that perspective, you know, and recognizing, and sometimes management will make a mistake. You know, just like sometimes you will make a mistake. Um, you know, So I think it's I think it's about, you know, it really is openness, right? To be open, you have to tell the truth. And when you change your mind, you have, you know, especially when executives change their minds. I think they have to be able to say I was wrong on that one or we gotten or we got new information on that one, you know, And because we got some new information, here's why we're going to change it. And I think, you know, I think one of the stories that probably that probably is the most powerful with that is is recognizing that how you can help your CEO toe understand that what feels like over communication to them is not over communication to the broad. You know, the broadness of the organization, you know? Yeah, because they don't hear what you hear every day, right? And so you know she's being able t work with your CEO when you're having company meetings or saying, Oh, you know what? I've heard some stuff you need to go talk over with this. You need to go have a you know, ah, brown bag lunch or go scheduled meeting or go talk to your CTO because something's going on over there. And so you know, that's where you influence of the relationship you have can help really solve, solve those and really stop those from becoming cancers within the organization. I mean, the longer you work with people, the more you're gonna have conflict. It's just it's just like whip in your friendships or your work relationships or a sports team or your family, right? And we spend more working hours at work, Then we do at home, so recognizing that you know you're gonna have some fights with people. And you've also gotta be also learned to be able to say, Hey, you know what? I lost it. That wasn't cool, you know? And I've seen that happen, and I've seen it. You know, I've seen it sometimes damage relationships when people kind of hold on to their grudge. Um, you know, I think about, you know, one of the people that I've been towards in my career. Um, you know, I hired him as my director of HR back out on nature, and he we knew each other through the Society for Human Resource Management in Utah. We were on the board together, and that's how I knew him. And it's how I brought him to, ah, Nature. And he'd been with the company about probably six or seven months, and we had a disagreement, and we started having this disagreement in a staff meeting, and he looked at me and he said, We're having our first fight. And they said, You're right. We're having our first fight, you know? But, you know, he worked for me at all mature. He worked for me again. That don't know. Um, you know, I recently referred him to a new company that he wound up going to, And I was a reference for him. And, you know, I mean, when you know 19 years, you know, you're gonna have a disagreement, it's OK, it's okay and give people permission. You know, you've got we've gotta build that into your leadership training to your management training and to your team member on boarding about how do we manage and handle and deal with conflict, right?overhauling their performance management system. And, um, one of the things that they did is they They even stopped using the word feedback you know, used to be constructive criticism. Then it was speed back, and they said they started coaching there. Man people leaders to use the word observation. Right, Because when you constrict to I saw this, I heard this rather than attacking the person. It's a much more healthy approach. So you know, we're evolving about how do we talk with people and especially with knowledge workers, so that people feel like they can keep their dignity intact, right?

How can one get better recognition of work from one's boss and higher management? What mistakes should one avoid? Stories or examples will be quite helpful.

Summarized By: Jatin Chugh on Tue Jul 28 2020
together and and kind of filed a petition with HR complaining about the dress code. And these were all summer internships. And I think that I don't know the company because they kept it blinded. But I'm sure it was banking or something like that back in New York and and they went and complained about Why can't we have a different dress code at work? And they cited employees that were not wearing what the dress code. And then they wanted to meet with upper management to air their grievances, right? Well, at the end of the day, the the one of the employees full time employees that they were complaining about was a former veteran who had lost their foot and because they had lost their foot, they were able to get an accommodation to wear something different, and so you couldn't share it. They couldn't share it with these interns. But one of the management team went and talked to them and said, Listen, don't make assumptions that you know that, that because somebody is doing something different, you guys need to have a protest, right? You don't have all the information and you're still learning. You know, and I I think that you know, What do you want to be recognized for? You want to be recognized for? We complained about something that we can't share with you because of confidential about a dress code, or you want to be recognized because of your work, right? When you're new in your job, the first thing that starts that important action with your manager is are you consistent? Do you show up every day? Are you on time? Do you complete what you're gonna do? Do you say what you do and do what you say? You gotta build the trust and it doesn't have in the menu on the door. And if you look at the people that are around you that air in management, many of them have taken 10 12 years to get there. So be patient, right? Be patient, learn from other people, find a good find a good, antic, total mentor, you know, and not all companies have mentoring programs. You know, not everybody gets selected. If you go to a smaller company, they won't have it, but find someone that you go. You know what I like? What I see with that person, you know, and then haven't become your work friend and learn from them, right? I mean that it's it's kind of simple. It's really like that book. You know, Everything we learned in kindergarten, everything we needed. No, we learned in kindergarten or whatever kind of applies here. Like show up. Do a good job. Prove yourself. You don't volunteer for work, you know, volunteered to help somebody on your team. That's more seniors It. I'd love to work on this project with, you know, can I help write and be willing to learn and listen.

What indicators are used to track performance in a job like yours? Think of the indicators such as key performance indicators (KPIs), objectives & key results (OKRs), or so on.

Summarized By: Jeff Musk on Tue Jul 28 2020
that matters is the voluntary, regrettable turnover. So that's this is where the analytics come in and you go. It's kind of like Kobe, right? You know, it's like having total cases do we have. But it's like it's really about digging into that data, right? So recognizing, um, the specificity of your data, You know, we also look at time to hire is a big one, you know? And some of that comes over time. We connected builder benchmarks, right? And, you know, but if you've got, you know, like, I've done this now But I went into a new company, I know what they should be. I know. You know, it's gonna take probably 120 days to hire a good director of product management, you know, But you're going to be able to hire a, you know, a sales development rep in probably 40 days. Right? You know, So you know those air those air, some of the key indicators, You know, if I you know, I think about when I worked at Domo. Um, you know, Domo is a is a business management dashboard that basically plugs all your data from all your systems. into one place, and the H R team was the first department in the company to use it. And I was actually really fun because I was able to go and then, um, share with other HR people show how I was leading it, using the product with with with some of our sales leaders and talk and present. And and you know that the key indicators were the perform where the turnover were the time to hire. But there were other things that you learn overtime things like, you know, your new hires, right? What's your turnover within your first year hires, right? What about your, um, within your new hires within the first year? Are they electing to participate in the forum? One can your benefits if they don't, you know, that means they're looking for another job and they're not gonna invest the time, right, you know. So there are certain indicators like that that she would look at The other thing you would look at is, as you would look at the turnover of those were group of those voluntary, regrettable people. And you look at their pay and their tenure. And did they have a mentor. Did they have opportunities for growth? Right. So, you know, you could then slice and dice the data in a lot of different ways. Um, you know, obviously the the you know, the value that the organization sees on the HRT, You know, whether or somebody needs assistance with something transactional, right? I need help with my benefits. So how is my service team? How is my service team working? Right? Until being able to manage your You know, can you turn a response around in 24 hours on your services team, Right. And resolution By what period of time? Depending on what? The problem is the same thing on your recruiting team. How do you How do your rip out your hiring managers? How do they evaluate and basically score on a snow on a You know, a survey at the end of the of Ah, search. How did the recruiter date? What kind of what kind of talented they bring me. How quickly did they move? How did they assist me? Was structuring the offer. And so, you know, being able to send those kinds of surveys out help you start to understand how you are best providing services to business. Okay. You know, I've had people tell me I've been interviewing for a long time, and I think I'm you know, I think I can admittedly say

What qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Summarized By: Jatin Chugh on Tue Jul 28 2020
because the last thing we want to dio is hire someone that isn't a fit right isn't a fit for the culture but isn't a fit for the job. So, you know, if I think about early early in my career is a first time manager. When I went through recruitment, recruitment, training, um, they kind of what they trained us on was looking at two buckets looking at. Can someone do the job right? So asking questions and having a discussion about here's which on your resume or your CV. Tell me about how you can do the job, right? Do you have the skills, knowledge, skills, and experience to do the job? But then looking at the second piece is, will you do the job the way that we do it? So being able to have questions that you ask that align with the culture. How do you solve problems? How do you deal with conflict? Right. And so some of the things that we've done within my town acquisition teams is we've created a catalogue of 20 to 30 questions that are tied to the culture for everybody, and then the hiring teams in each team makes up their own. Sakhalin's right, So? So that you are You're asking the same questions, right? In the qualities that I look for are do I like talking to you, right? Are you comfortable, right? Do you have the experience that use that You said you have, You know, and And why do you want to come to our company? Right. So I always act that. Why? Why this company? What it what have you Have you gone to our website? Have you looked at Do you know what we do? Because I always want to know. Have they done a little research cause it's so dog on. Easy to do it now with the Internet, there's no excuses, right? And then one of the questions that I always ask and it's not a right, a wrong question, but it is. Do you do you hate to lose or do you love to win that it's a little bit of ah, again, not a right answer. But it tells you about the inner workings of a person, right? People who hate to lose they they're driven by something different, often times people who love to win. When they answer that question will all I love to win because I like when the team celebrates, it gets excited and all that stuff. Well, so does the person who hates to lose, But someone who hates to lose, they're gonna learn from their mistakes, right? And so that creates a reald dialogue. That's kind of one of my magic questions that that I ask now. Uh, okay. Yeah. No, I think I think if I if I think about the accomplishments of my career, they probably spit

Can you discuss career accomplishment(s) that you feel good about? Please discuss the problem context, your solution, and the impact you made.

Summarized By: Jeff Musk on Tue Jul 28 2020
he wants to do and how to grow the business. And then the second piece go that goes with that is how do you grow the business, You know? I mean, at ah, nature. I was employee number 87 and we grew toe like 1300 then sold to Adobe. Right? And that's now Adobe Marketing Cloud at Domo had the same CEO that I worked for it on nature went to Domo. I was there for almost eight. For eight years, I was employee number four, right? And so the accomplishment for me actually is the linkage between the two of those Josh hired me is employee number 87. And then he wanted me is employee number four. And I thought, What a new complicit mint to be able to see can hr make a difference if you're there from number four? And I think the biggest accomplishment is yes. You know, I I remember about two years in normal were growing like crazy. We were hiring engineers like crazy. It was like 2013 kind of time frame. The market was uber competitive for engineers, and we had we had landed some really great engineers with the help of you know, me, the CEO, the CTO we all had to all work together to make it happen. And one of those one of the most senior people that we hired came to me and said, Man, a charge really got their crap together. He said, Engineering's got to get is organized as you are. That, to me, was a really accomplishment. You know, that We were able to set what is really the heart and soul of the culture with the H R team, by our work ethic and what we did that engineers recognized it. Right? That to me, waas that I have to tell me my biggest accomplishment right there. Okay, Right, Right. You

What responsibilities and decisions did you handle at work? What were the challenges? What strategies were effective in dealing with these challenges?

Based on experience at: Vice President Human Resources, Domo, Inc.
Summarized By: Jeff Musk on Tue Jul 28 2020
our side of things. You know, the payroll, the benefits, you know, someone and especially the back office stuff. We'll get to that. But right now we're small, you know? So if I don't have the right recruiting resource is which what is what I had learned a previous experiences, it doesn't matter. So I started there and then built on that foundation, and, you know, they really weren't challenges. They will opportunities, you know, they were opportunities to grow because I had had enough experience that I was able to go. I think this is the best natural order of things. And we were able to keep up with the business, Um, in a way that I think, you know, I think it had a huge impact on domo success. And, um, you know this. I mean, the strategies work, but we had to work hard. We had to work really hard. I mean, this was rice start up mode, you know, And it wasn't just engineers were working crazy hours. I mean, everybody waas all of finance, all of HR. I mean, you know, an average week was 60 hours a week, and I'm not saying that to brag. I'm just saying that's what it took. And I didn't worry about the hours. You know what you know, But the strategy really was this order of progression. Get the right recruiting team. Get the right people onboard. Help hire the right managers. Right. Get the right systems in place. Get the red benefits in place now and then. Kind of rinse and repeat. Right? What, then what do you add next and build on to it? And I think that was you know, that was the strategy. Was Was Was that? Yeah, I think so. I think it did. Right, Okay.

How did the school prepare you for your career? Think about faculty, resources, alumni, exposure & networking. What were the best parts?

Summarized By: Jatin Chugh on Tue Jul 28 2020
to teach each of the courses. And so it was was actually a really great experience. And, you know, there were other peers that were at the same place in their career is that I was in all of the faculty were all practitioners that had riel life experience, which was super relevant and really great networking. I think the best part of it for me was where I was at my career, it gave me a lot of confidence, and what it taught me to do was an executive summary. You know, you're never going to be an expert on everything ever in a 1,000,000 years, right? But what it taught me to do Waas how do I get something onto a page, right? How do I get depth in to less than 8 to 10 slides, Right? Because when you're is it now, with this, when you're sitting down with the CEO and you're explaining to him your strategy for the benefit plans, he does not want 100 slide deck. You know he wants 5 to 6 life, and you better have your stuff together. And that's what I learned. I was able to find two knows skills because I was working with other people that were, you know, in the courses that I was in pretty much the same level I was in, Um, and in the study groups, you know, I was fortunate to be in red study groups, that with people, it really you know, we did a great we did a really good job, you know, And it really helped me. It helped my writing and help my presentation skills and helped my efficiency that, I mean, that was a You know, when you're taking a marketing class for managers, I went, oh, actually know a lot about more about marketing than I thought I did, you know? But what? But being able to present something that somebody who's who is a marketer, who was a CMO and speak their language and get in a in that class that helped me a lot. Right? Okay. Okay. Okay. Okay. Um, three life lessons I've learned over a career. I think the 1st 1 is you know, the

What three life lessons have you learned over your career? Please discuss the stories behind these lessons, if possible. Stories could be yours or observed.

Summarized By: Jeff Musk on Tue Jul 28 2020
people have complicated, messy lives outside of work inside of work. And And don't assume that everybody's mad at you, you know, out to you know, this group is out to screw this group or whatever. Just assume the best. When you operate from assume the best. You're starting from a different point in time. That's about we can solve this, right? That's probably that that's probably the 1st 1 The 2nd 1 is when you're in a leadership position, there are times that you have to be the decision maker and you have to get comfortable with that. That was really hard for me. I'm the mother of Ford teenage daughters. I have 12 grandchildren. My daughters have all gone to college. Um, you know, they're all married, Um, and when I was put into my first management role, I was in the throes of household of daughters, three daughters in high school and one in junior high school, and and I had this really challenging management being that I had to deal with. But what it taught me was I was I started practicing what I was learning in this leadership course at home, and I found it worked with my teenagers just like it want with the people that I was having to work with and what it what it taught me. Waas. Sometimes you have to say, this is the way it's gonna be. You have to listen everybody. But sometimes there are times when you have to think seriously, go. No, I've made my decision. This is what somebody wants to talk to me one on one and say, Here's why. I think you shouldn't You got a day but otherwise we're going to move forward with this decision, and then I think that s so that's number two. And then I think number number three is probably pick a career that you love what you do, and you might have to try a couple things getting out as college. You know, you may think that you want maybe that you want to be, um you know that you want to be in sales and you get into sales and you go, I can't take the rejection. I don't like it, you know, you know. So what other things can you expose yourself to? That would give you flexibility right To make other career choices right, You know, You know, you see a lot of women that go into engineering that, you know, they say women drop out of engineering because there's because it's such a male dominated culture, which which is true. But I actually think I think a lot of women what we found about seven or eight years ago going to career fairs was more female students like, um, the analytics and business intelligence side, rather than the development co being side right. They liked the problem solving rather than the just coat thing, right? You know, So So I think, you know, recognizing that, do again, find something that you like to dio right, and and and be willing to try lots of things and that, you know, maybe goes back to what advice would you give someone going right into school? You know, you see your working Let's say you're you know, you go in to a sales, you know, an entry level phone sales roll on you go. And I kind of like what I see marketings doing Raise your hand and say, Can I go to that? Can I go to the trade? You know, Can I go to those conferences and trade fairs is one of the sales people. And I'll help do whatever. Right? So you get exposed to the marketing site, does that make sense? Same thing with engineering UConn engineers that start as engineers. And then they go, I want to go on the product side or I want to go on the user experience side. Right. I want to kind of deal more with the people side. Raise your hand for those things. Be willing to go. You know what? I don't know something about it. I might try it. And I might like it. I might not, but be open and be emotionally and mentally agile to trying to things that would be it. Yeah. Okay, Right. So, you know, on the HR side, you know, you're generally going to come in as as what you would call either in hr generalist or HR coordinator. You know, you're always best

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?

Summarized By: Jeff Musk on Tue Jul 28 2020
No, Those internships do provide a great opportunity and and and give you some of the inner workings of again. Where do you start? How do you learn? What do you do? And she was learner. That and she wanted to learn things that even when she came on as a full time employee, she didn't report to me any longer. She reported a one of my directors. But when I do certain things, I would say. And I have Madison help me on this because she loved doing it, you know, when she and so gay I gave her opportunities don't learn things because I saw her willingness to do that. Um, you know, you know, on the engineering side, you know, one of the things that a lot of companies do is they'll bring their engineering interns in on the Q A side, right, No, to basically push buttons right on on the on the Q a testing that they've got. But I've seen so many of those Q and turns turned into something Best engineers ever, because you get to know them and they get to know you and, um, you know, so you know, on the product, man with a little bit harder. But, you know, you see people coming out of the business side. You know, the consulting side, Um, you know, both on nurturing DOMA. We hire, um, out of the do I. You and I think the U program, um, out of the business analytic programs and actually sponsored competitions that they were one of the things they would get in the competition. They want cash, and they were teams of three or four. But if they were the winning top two or three teams, it guaranteed them an interview. You know, um you know so So expose yourself to things like that that give you the opportunity on the technicals on the sales and marketing side. On the sales side, you know, you're probably going to start out is what you call a sales development or count development, you know, account management, rep. Um, you know, But find somebody in sales to be your mentor, because good sales people in technology are hard to find, and you do see on the sales side and particularly on the sales engineering site, you see some that come out of engineering or the technical consulting's I that become such great partner less sales that they go. I'm gonna move on the sales side cause I could make so much more only, you know, and you're not gonna be programming. But again, you know, open yourself up to those opportunities. You know, new things, right? That's the biggest advice that I would give it all. So I would say, you know, learn from that story that I shared about the in terms put together their list of grievances about the dress code. Don't you Don't wanna be known for that person. Be that person, right? Beat on for the person that's got a great attitude, you know, gets along with everybody volunteers, you know, personal, You know, not just the work side, but the fun site. You know, you've got sports teams, you've got hackathons, or you've got committees that you can volunteer for, you know, submerged itself in all that bring your whole person to work every day. It will make it a better experience for you and everybody around you, right