Talk Talent To Me

 Simone is the insightful and knowledgeable Global Head of TA for Whip Media and, in this extra-special edition alongside guest host, Talk Talent to Me founding member, and Executive Director at Hunt Club, Matt Hughes, she dives into what the current candidate's market means for recruitment, flexible and holistic incentivization techniques that can align you with the right intake, as well as dealing with candidates that have multiple job offers. This episode also breaks down the double-edged sword of working remotely, where Simone and Matt skillfully navigate all the aspects of the all-too-familiar phenomenon of burnout, how to take it into account, where it comes from, as well as whether full-time job offerings in the booming freelance economy are losing viability. We expound on ways in which leadership and hiring managers can (and need to) incorporate consideration of mental health into the workplace package. From recruiter follow-through and labor shortages to the 30-hour workweek and the effects of day-care costs, we cover everything you need to know about the post-pandemic recruitment arena   Key Points From This Episode:   An introduction to Simone Press, the wise and tenacious Global Head of TA for Whip Media. Easily transferring her rapport skills as a celebrity reporter into the field of talent acquisition. How to work with, not against, the current great resignation trend. How she talks to hiring managers about flexibility and current candidate motivations. Giving perspective on interviewing processes and requirements, particularly at mid/low level.  Simone shares some fascinating insights regarding how assessments can be more efficient.  We discuss her number one pet peeve when it comes to recruiters: follow-through. Evaluating and responding to a candidate with multiple job offers on the table.  The importance of personalization and hiring managers reaching out first.  We talk about the freelance economy and increased compensation bands.  Projecting the future of hiring and the persistence of the labor shortage. The concept of the huge expense of day-care contributing to people quitting their jobs.  Factoring industry-specific privilege into the conversation, unemployment benefits, and more! Simone chats about incentivization, remote working, and creating a baseline of mental health.  Discussing burnout causes, its cascading problems, and possible cost-effective solutions. Simone advises leadership to take the initiative to mitigate burnout before it starts.  We break down the double-edged sword of remote working, and finding work-life balance. How Simone educates her stakeholders internally before a high-volume intake of employees.  Talking location, mandates of coming into work, and working remotely as a strategic lever for diversity.    Tweetables:   “A big cornerstone of our job as recruiters is to build a rapport, build a connection [with] a candidate.”— @simonepress [0:08:49]   “A tenet of any good recruiter is to listen, listen, listen.”— @simonepress [0:12:32]   “You want [your] hiring team to be inclusive, to be diverse, and also to be very prescriptive in terms of what the opportunity is, and ask those tough questions.”— @simonepress [0:15:43]   “You really need to think about how can you incentivize people to be interested in opportunities right now, because it is incredibly difficult to hire.”— @simonepress [0:42:57]   Links Mentioned in Today’s Episode:   Simone Press on LinkedIn Simone Press on Twitter Whip Media Hunt Club

Today’s guest is the inimitable Kara Riley, Global VP of People, Culture and Belonging at Elite Model World, here to talk to us about her work and achieving workplace equity. In this episode, we dive deeply into what makes Kara Riley tick, how she has risen through the ranks to where she is today, and some extremely valuable and hard-won advice for those wishing to follow a similar path. We dive right in with tackling topics of high-level representation, how organizations can show up better globally, and what specific questions companies need to be asking themselves to keep honest and ensure change happens at the right levels. Kara also gives us her personal tips for other under-estimated individuals walking their projected career path with pragmatism, an eye for growth, and an awareness of which organizations will help you thrive. Lastly, we dive into the creation of psychological safety, and how it's paramount that leadership have the awareness and education to foster safe spaces. Key Points From This Episode: Getting to know Kara Riley and her rise through the ranks from humble beginnings.  Questions of what your time is worth, and always having a number in your head. High-level representation, visibility, and aspirational feedback Kara got in her Netflix role.  Flipping the verbiage 'under-represented groups' to a more accurate 'underestimated groups'. Kara shares her hard-won advice for dealing with career obstacles of prejudice. Tackling gender double standards around existing as a woman in the workspace.  Kara describes her pragmatic approach to new job opportunities, and keeping aligned with your projected career vision.  Creating a five-year plan, asking for what you want, and owning your progress at work.  Doing things, asking questions later, and leaving if you're made to feel unsafe to be proactive. Leadership's responsibility of psychological safety, starting with communication. Kara explains the most important questions an organization needs to ask itself. Describing a multi-prong approach to create safety and leadership responsibility for employees from underestimated groups.  How to conduct a listening tour without putting the burden on the individuals being assessed. Navigating being a trailblazer, and what companies need to be doing to define the process.        Tweetables: “Be aspirational, look at those job descriptions, your roles that you want to be in, or those individuals on LinkedIn and see what types of other organizations that they’ve gone through, their path to get to where they want to be.”  — Kara Riley [0:12:53] “You have to ask. Closed mouths don’t get fed.” — Kara Riley [0:14:35] “I like to get in good trouble, doing things and asking questions later, or asking forgiveness later. You can’t be afraid. If your organization does not give you that psychological security to not be afraid, then I would reassess, “Is this the right organization for me?” — Kara Riley [0:15:23]   “How do we want to show up in this global community? That’s the big question. Then, how are we going to hold ourselves accountable to it?” — Kara Riley [0:17:39]   “Do not expect the underestimated groups to tell you what the company needs to do better and what the company is doing wrong. It is not their job to fix it.” — Kara Riley [0:18:47]   Links Mentioned in Today’s Episode:   Kara Riley on LinkedIn Elite Model World My Unorthodox Life Talk Talent to Me

Today I’m joined by Renee Davis, Duolingo’s Director of Recruiting. In this episode, we address the issues with the old method of targeting a specific subset of students, and how to stay up to date with each new generation. We dive into how to improve the graduation numbers of underrepresented student populations, and debate the merits of recruiting through TikTok! Renee’s belief that a recruitment program is about what the students can gain from it has already proven its worth, with seven out of eight interns accepting their offers to come back to work, and she takes me through how she managed this impressive feat. From virtual yoga to why three-year recruitment plans are ideal, join me in a lively discussion about changing the way we find talent.    Key Points From This Episode: An introduction to Renee Davis, the driving force behind Duolingo’s modern recruiting operation. Why recruiting is about more than just meeting hiring goals. Tackling problems in university recruiting to impact students' lives. The challenges and rewards of going virtual. Using virtual events to improve outreach. What platforms you can use to improve your recruitment programs. How to ensure there is value for the students and not just the recruiters.  The Duolingo Thrive Program: building a sense of belonging in underrepresented students.   Tweetables: “Whoever you’re talking to, it's all about making sure there’s value for them.” — Renee Davis [0:14:32]   “We are only as good as the students who are in the programs and are graduating with the degrees.” — Renee Davis [0:17:30] “The long view is getting the problem at root and trying to solve it over time versus constantly trying to build a solution at top of funnel for just in time hiring.” — Renee Davis [0:24:02] Links Mentioned in Today’s Episode:   Renee Davis on LinkedIn Gather Town Talk Talent to Me

Today I’m joined by Dessalen Wood, Chief People Officer at Thoughtexchange. Dessalen has used the Thoughtexchange product to gather deep insights about employee motivations, and has used the data to determine the gap between what employees report is most important in a role, as opposed to which factors actually lead to increased retention and job satisfaction. Key Points From This Episode: Dessalen explains what the purpose of ThoughtExchange is. The transformational first experience that Dessalen had using ThoughtExchange. How Dessalen came to work at ThoughtExchange.  What Dessalen learned from doing a ThoughtExchange asking people what would prevent them from quitting their job. Reasons that people want more out of their job now than they did in the past. Four themes that Dessalen ended up with when she ran an internal ThoughtExchange on what employees want more of. The value of being transparent as a company. How the most attractive elements of a job have changed over time. Why being a leader now is more challenging than ever. An explanation of what Dessalen calls the “from-for” balance. Dessalen shares an example of what it means to be transparent as a leader. Self-awareness isn’t enough, you have to be able to self-manage too. What Dessalen learns about a person from asking them about decisions they made that they regret.   Tweetables: “If you’re using ThoughtExchange early in the decision-making process, you’re actually getting ideas and you’re actually improving the decision that you’re going to make by iterating with a large population.” — @dessalen [0:03:47]   “We are a purpose-driven company. What we’re doing is really important in the world by bringing a way to have an unbiased and diverse conversation inside large organizations..” — @dessalen [0:10:59]   “Actual happiness often is linked to autonomy and unhappiness is linked to feeling controlled.” — @dessalen [0:21:58]   “Self-awareness without any self-management is irresponsible. Self-awareness with the ability to manage what you’re aware of, that’s actually a tremendous strength.” — @dessalen [0:31:25]   Links Mentioned in Today’s Episode: Dessalen Wood on LinkedIn ThoughtExchange Talk Talent to Me Hired

Today I'm lucky to have on the show the Chief People Officer at Wayfair, Kate Gulliver. Informed by her career across many different parts of the company, Kate shares her vision and strategies on consistency and support for the hugely varying needs within the company. From the evergreen people principles at Wayfair, to the importance of collaborative cohesion and always assuming the best of your co-workers integrity, we learn what it means to be part of the network of employees that are touched and supported by the talent division. She also shares with us her strategies for creating umbrella support across the business while providing equity of opportunity for every team member at Wayfair. We then dissect the interviewing process, the intricacies of internal mobility, and developing a system of internal mobility hires within senior and junior levels.   Key Points From This Episode:   Some background on Kate's journey to becoming the Chief People Officer at Wayfair. How Kate's moves through the company have each allowed her access and insight into all the facets of the business. Running the IPO process and what that taught her regarding competitive advantages. Talent allowing deeper understanding and high expectations of consistent support, all the way from the warehouse to the VP head of Storefront Engineering. “People principles” and how individuals show up to that work. These people principles being the guiding principles for cohesive planning that serves every member of the Wayfair team. Evergreen nature of the people principles, communicated across the board to allow for effective collaboration. Kate's favourite people principles including effective collaboration, respect others, assume integrity of your co-workers, build the best team (and the importance of equitable opportunities). OKRs include equitable opportunities and representation for underrepresented groups, encompassing internal and external recruitment at all levels. The wayfair jungle gym - talent opportunities interweaving career development (internal mobility) and talent acquisition recruiting.  Different ways this is done according to seniority level. Complicated factors to consider regarding communication around changing roles internally.   The importance of consistency with the people principles across all these processes, right from hiring to  performance review to coaching.  The different components in the Wayfair interviewing process. What to do if you aspire to wind up in people leadership at Wayfair.   Tweetables: “It starts with how we define what it means to be a team member at Wayfair and that’s through our people principles, which is how we characterized how we want people to show that work and how we hope and expect the people operate with each other.” — [0:05:24] “Collaboration is core to our success, to work effectively you have to know how to work across multiple teams, get the alignment that you need and be transparent.”  — [0:07:30] “We have different hot jobs that we highlight each week so that people know what is out there and then provide examples of people that have been successful in internal mobility.”  — [0:15:27] “Helping to build other teams throughout Wayfair benefits Wayfair, and that means that you as a manager are great at developing talent.” — [0:18:08] “You know, all employees, team members really want to know, “How do I perform at my best? What is expected of me?” — [0:22:04]   Links Mentioned in Today’s Episode: Talk Talent to Me Kate Gulliver on LinkedIn Wayfair

In today’s episode of Talk Talent to Me, we are joined by Maria Molin, Head of People at Mavenoid. Maria breaks down her history in recruitment and how her interest in AI learning led her to join Mavenoid. We delve into Mavenoid’s ambitious growth targets, how that has affected employer branding, and unpack some of the methods that Mavenoid has been using to drive hiring outcomes. Maria discusses some of the exciting things that Mavenoid has been doing to foster connection between colleagues during remote work and how they are supporting their hybrid working needs. Hear about Mavenoid’s Unlimited Books policy as well as other ways that they are facilitating skills growth for their employees. Later we take a look at Mavenoid’s approach to Diversity, Equity, and Inclusion and some of the steps they’re taking to increase representation, including partnering with Pink Programming to recruit women in STEM. Key Points From This Episode:   Introducing today's guest Maria Molin, Head of People at Mavenoid. Maria’s history in recruitment and how she joined Mavenoid. Maria’s many duties as Head of People at Mavenoid. The high rate of growth at Mavenoid and some of the campaigns that are driving hiring outcomes. Some of the online remote activities that Mavenoid has been doing for their employees. How Mavenoid is helping their employees find the balance between remote and in-person work. Surveys and other methods Mavenoid has been using to gauge the needs of their employees with regards to remote work. How Maria makes decisions on what to prioritize as Head of People. The various ways that Mavenoid allows their employees to learn and grow in their skills. The Unlimited Books policy at Mavenoid and why Maria loves it. Mavenoid’s generous stipend for employees to pursue learning opportunities. How Maria is approaching growing her skills and interests. Diversity, Equity, and Inclusion at Mavenoid and the steps they are taking to increase representation. How Mavenoid is measuring and holding itself accountable to its DE&I goals.   Tweetables:   “Even though we hire a lot of new people, I get so happy every time I read what made someone join Mavenoid.” — Maria Molin [0:08:08]   “We also have an unlimited books policy, which a lot of us love. So, essentially, if you buy a pile of books, and you want to take three days off to just like be in your hammock and read your book, you can do that.” — Maria Molin [0:16:17]   “We're also connecting with more female coding schools to reach out to women. There are a lot of women studying STEM right now and I think it's an amazing opportunity to connect with women and get them into the industry.” — Maria Molin [0:22:25]   “The percentage of women in the company has grown a lot, and I would say also working remotely, it's a great opportunity to bring in people from different backgrounds, and that is something that we're really aiming for in all the roles that we're recruiting for.” — Maria Molin [0:23:52]   Links Mentioned in Today’s Episode:   Maria Molin on LinkedIn Mavenoid Talk Talent to Me Hired

Joining us on this installment of Talk Talent To Me is the Head of Talent at Amplify, Natasha Katoni. Prior to Amplify, Natasha was one of the very first technical recruiters at Segment, where she went on to become Technical Recruiting Manager. In today’s episode, she shares her somewhat unexpected career journey and what she has learned about talent, scalable processes, and interesting problems along the way. We discuss the importance of really listening to candidates without bringing your own biases into the mix, why building strong relationships with external agencies and platforms is an essential part of the recruitment process, and why there is no one pathway in talent. Natasha speaks candidly about some of her personal motivations, successes, and shortcomings as she has progressed through her career. She even turns her own processes back on herself as a candidate and shares her advice for those currently on the job hunt: be thoughtful and process oriented, but don’t forget to trust your gut! Key Points From This Episode: Natasha shares her journey at Segment, where she was one of their early recruiters. Some of the scalable process that were implemented as Segment’s talent operations grew. Learn more about Segment’s focus on pre-selling, candidate motivations, timing, and tools. How Natasha decided whether or not a candidate was worth the time spent on them. Questions to ask technical talent that is in high demand, like what is motivating their search. What Natasha has noticed about how candidates express their motivations or priorities. The importance of listening to candidates without bringing your own biases to the table. The value of taking a step back and reassessing your systems and potential problems. Three golden metrics: onsite to offer, offer to close, and top of funnel interested rates. Where these processes can break down and the value of building strong relationships with external agencies and platforms. Natasha shares what she loves about working at Amplify; how her personal interests align. Hear about her transition from an internal operator role at Segment to VC with Amplify. Why there is no one pathway in talent; more on Natasha’s less than traditional journey. Natasha weighs in on how talent partners can be most useful to early-stage companies. Her personal motivation for accepting her current position at Amplify: interesting problems.  Natasha emphasizes the importance of trusting your gut while also being thoughtful and process oriented when looking for a job.   Tweetables:   “One of the mistakes that companies constantly make is they talk about moving as quickly as possible. That’s not always helpful. You don’t always want to move as fast as possible. What you want to do is capitalize on the recency bias.” — Natasha Katoni [0:07:18]   “When you want to experiment, when you want to build, when you want to fix a system that isn’t working how you want it to, I would try to speak the language of the person that you’re trying to convince.” — Natasha Katoni [0:16:14]   “Spending time building those relationships with external people to be able to support and add to your internal recruiting team when you need it – but also not bloat your recruiting team so that it’s so big that you have to lay people off – that’s the key.” — Natasha Katoni [0:22:07]   “You should be very thoughtful and process oriented when looking for a job and use the checklist process on yourself as a candidate as well.” — Natasha Katoni [0:36:25]   Links Mentioned in Today’s Episode: Natasha Katoni on LinkedIn Amplify Hired Triplebyte Connery Consulting Talk Talent to Me

Click here for your free copy of People Operations: Automate HR, Design a Great Employee Experience, and Unleash Your Workforce. The pandemic has thrown a barrage of challenges at those of us in talent teams and as it nears its end, there are still so many variables at play. Today we are joined by Kevin Marasco, the chief marketing officer of Zenefits, a company known for streamlining onboarding, benefits, payroll, and PTO. Kevin is also the author of People Operations: Automate HR, Design a Great Employee Experience, and Unleash Your Workforce. Today Kevin sheds light on some of the many challenges that talent teams have faced as a result of the pandemic. While people are now trying to get “back to work” or find some sort of a normal or familiar operating rhythm, we have to accept that things will never go back to how they were and find ways to integrate new workflows, new operating rhythms, and new policies. We also discuss how these challenges are further impacted by the talent crisis and the Great Resignation, as well as the potential impacts of the gig economy. Kevin explains how at this present time, companies are re-evaluating their strategy when it comes to work in general with regard to who does the work, who can do the work, where they work, and when they work. Tune in to find out what the 80-20 rule is and how HR people can utilize technology to automate the essentials and optimize their roles to be the most impactful toward their companies.    Key Points From This Episode:   Some background into what Zenefits does. Kevin sheds some light on some of the challenges that people teams and people leaders have faced during the pandemic. The challenges of going “back to work” in light of all of the temporary and permanent changes of the pandemic.  How these challenges are further impacted by the talent crisis and the Great Resignation. The potential impacts of the gig economy on HR and talent positions.  How every company has to re-evaluate its strategy when it comes to work in general. The technology Kevin uses to do his research to understand the pain points of those in HR.   How through his research Kevin has come to see a whole new side of this career. How HR people can optimize their roles and be the most impactful toward their companies? The 80-20 rule and the importance of automating less important tasks with technology.  How this information is broken down in Kevin’s new book People Operations.   Tweetables:   “I think every company has to re-evaluate their strategy when it comes to work in general, right? That’s who does the work, who can do the work — because I think that’s shifted and is continuing to evolve — where they work, and when they work?” — Kevin Marasco [0:07:42]   “For people leaders [the gig economy] offers them new opportunities. They can engage in work for companies in ways that they haven’t before, but moreover, I think you can re-evaluate how we’re building companies.” — Kevin Marasco [0:09:33]   “I think about the 80-20 rule and it is about focusing on the 20 percent that’s going to drive 80 percent of value. That is where you get this forced multiplier effect and that starts with ‘Okay, take this stuff that has to be done and automate it.’” — Kevin Marasco [0:16:17]   “It’s kind of like automating the essentials then frees us up to focus more time on systemic programs that will have a bigger impact for the organization.” — Kevin Marasco [0:17:22]   “Let the robots have part of your job, embrace them. Picture them as like a personalized assistant that’s going to help you and free you up to do work that you are going to be more passionate about, that’s going to add more value to the business.” — Kevin Marasco [0:18:20]   Links Mentioned in Today’s Episode:   Kevin Marasco Zenefits People Operations Hired Talk Talent to Me

    Here today to share insights from his 20 years of experience in San Francisco’s tech and real estate industries is Colin Yasukochi, Executive Director of Tech Research at CBRE. In this episode, we discuss how the shift to remote work has given companies the opportunity to expand their borders beyond a physical location, why many companies have chosen to adopt a remote first or hybrid work strategy, and the surprising growth in tech talent hiring over the past year despite the pandemic. Colin introduces us to the Brain Gain and Brain Drain principles, which describe hiring culture based on proximity to universities. We explore the lack of diversity in tech and the slow growth that requires the younger generation to develop an interest in tech careers and explore the relevance of geographic data in a remote era to guide you in prioritizing diversity and seeing how you fare compared to other companies. We hope you join us today!    Key Points From This Episode:   An introduction to Colin Yasukochi and his 20 years in tech and real estate in San Francisco. How the shift to remote work has opened up a lot of companies to take on new hires. The benefits of remote work, which include flexibility and access to a larger pool of talent. What the 2021 Scoring Tech Talent Report aims to do: to help inform workforce decisions. How it does this by looking at labor market trends in workforce growth, tech degree graduates in each market, and supply and demand.  What is meant by ‘tech talents’: what you do for your job, not where you work.  The staff contingent of tech companies: half tech jobs, half sales, finance, HR and more. The growth in tech talent hiring over the past year despite the pandemic. How there has been a 5 percent growth in demand for software engineers over the last year. What companies realized about expanding beyond a physical location during COVID. Why many companies have chosen to adopt a remote first or hybrid work strategy. How remote hiring is still a relatively small contingent of the growing work force. The benefit of having in-person interactions for innovation and how we cannot determine whether the hybrid working situation will work well or not. Tech graduates as the primary source of hires and the brain gain and brain drain principle. The movement towards hiring graduates who don’t have a background in tech. How diversity is becoming an increasing focus in terms of staff contingent. How the data showed the overrepresentation of white and Asian males. Why we need to encourage people in high school and before that to pursue tech degrees. The relevance of geographic data in a remote era: most companies aren’t totally remote, and this data helps to guide the location of new offices with diversity in mind. Why geographic data enables you to develop a strategy to increase the numbers.   Tweetables:   “Remote work has always been there, but we’ve got this new opportunity to expand that beyond where we ever thought it would go.” — @colinyasukochi [0:03:14]“Having in-person interactions with people and collaborating is a big part of the innovation process. It’s not the only necessary method, but it’s certainly something that has been traditional over time. We’re going to have to see how well the remote or hybrid situation works.” — @colinyasukochi [0:11:20]   “Change is going to come slowly. That’s where it’s really important to reach back a little bit further and try to encourage people in high school or even before that to get interested in tech degrees.” — @colinyasukochi [0:17:04]   “If you understand where the diverse or underrepresented groups are physically located and then what markets or what universities they may be attending, that is going to give you a leg up to develop a strategy that enables you to increase the numbers.” — @colinyasukochi [0:23:20]   Links Mentioned in Today’s Episode:   Colin Yasukochi on Linkedin Colin Yasukochi on TwitterCBRE Scoring Tech Talent Report Talk Talent to Me

It takes conviction to build a team that aligns with both your values and your requirements. Diversity is important to Diane Yu, Chief Technology Officer of Better, a digital first home ownership company that offers mortgage, real estate, title, and homeowner insurance. Tune in to hear about Diane’s career trajectory, why she believes that the best approach to building a team is to ensure that it’s diverse, and how choosing talent is not just about the present but the future too. We touch on designing your target of talent according to your company culture and Diane tells us why she chooses to hire entrepreneurial people who never take no for an answer. Find out why she prioritizes personal characteristics over past experience and nurtures high performing recruiters within her company, judging this according to both accepted offers and recruited candidates. Diane believes that it is possible to build a team that fulfills both diversity and candidate criteria through building the right pipeline. Key Points From This Episode: Introducing Diane Yu, Chief Technology Officer of Better.  The start of her career as an entry level software engineer at DoubleClick. How she realized the impact of making good choices in hiring as a manager. FreeWheel’s global client base and potential to change the entire financial industry. Why Diane believes that the best approach to building a team is to include diversity. How choosing talent is not just about the present, but the future too. Designing your target of talent according to your company culture. Why she chooses to hire entrepreneurial people who never take no for an answer. Why, in a fast-moving company, it is impossible to create a five-year plan.  Characteristics she looks for in new candidates: natural curiosity and eagerness to learn. The talent team’s responsibility to interview for roles and gauge the right type of candidate. How Diane nurtures high performing recruiters.  Why she pays attention to more than just accepted offers. Why you have to have strong convictions to build a strong, diverse team. Revamping the target pipeline in order to prioritize both diversity and her criteria. An example of an unexpected drop: Diane’s daughter playing soccer in a princess dress. Why Diane works very hard to make sure there is no one outlier on a team. Unconscious bias and avoiding this as a reason for candidate drop-off.   Tweetables: “When the leadership actually puts an extreme focus on talent, you can build the best execution focused team that can win out against large competitors.” — Diane Yu [0:06:38] “We could actually change the entire financial industry – how people own a home, how people get a mortgage, and how people use [that] home to actually grow their financial wealth.” — Diane Yu [0:07:17]“It's not about how well-spoken you are. It's about whether you have that mindset to be able to find a solution. If you believe something, you'll actually do whatever it takes to get there, not letting anybody stop you on the way.” — Diane Yu [0:13:58]“We need people that are naturally curious and are getting excited about learning new stuff. You can see that from the interview. You can see that via the conversation.” — Diane Yu [0:18:27]   “It actually takes conviction. You cannot just stop at, ‘This is what I want and then let's see how it goes.’ You actually need to look through every step along the way.” — Diane Yu [0:29:25]   Links Mentioned in Today’s Episode: Diane Yu on LinkedIn Better FreeWheel Hired Talk Talent to Me