Ben Taylor

But you can teach skills. You can teach mechanisms. I mean, frankly, what matters in marketing in particular and across the chain of customer experience changes frequently. So really what good is discrete experience on things when it's going to change anyway? So what's more important and what I found to be a greater driver of success is that How do they fit with the team? What do they think about?

And so when I interview them, I give them challenges on how do you feel about this? How do you think about this? What do you think a customer would think about this? Because I'm more interested in how they work through thinking in somebody else's shoes. Yeah. than I am about what they think the right answer is.

And so when I interview them, I give them challenges on how do you feel about this? How do you think about this? What do you think a customer would think about this? Because I'm more interested in how they work through thinking in somebody else's shoes. Yeah. than I am about what they think the right answer is.

And so when I interview them, I give them challenges on how do you feel about this? How do you think about this? What do you think a customer would think about this? Because I'm more interested in how they work through thinking in somebody else's shoes. Yeah. than I am about what they think the right answer is.

If somebody has two hours to devote towards something in advance of an interview, I'd rather them not go to Gartner and Forrester and other groups and IDC and look up the details. We can do that. I'd rather them try to position themselves in that customer or whoever it is in this prompt that I'm giving them shoes because we do projects sometimes. And think about what they're thinking about.

If somebody has two hours to devote towards something in advance of an interview, I'd rather them not go to Gartner and Forrester and other groups and IDC and look up the details. We can do that. I'd rather them try to position themselves in that customer or whoever it is in this prompt that I'm giving them shoes because we do projects sometimes. And think about what they're thinking about.

If somebody has two hours to devote towards something in advance of an interview, I'd rather them not go to Gartner and Forrester and other groups and IDC and look up the details. We can do that. I'd rather them try to position themselves in that customer or whoever it is in this prompt that I'm giving them shoes because we do projects sometimes. And think about what they're thinking about.

And if somebody can demonstrate to me that they're willing and able to think beyond their own kind of interpretation of things, that's usually a really strong indicator of success for me.

And if somebody can demonstrate to me that they're willing and able to think beyond their own kind of interpretation of things, that's usually a really strong indicator of success for me.

And if somebody can demonstrate to me that they're willing and able to think beyond their own kind of interpretation of things, that's usually a really strong indicator of success for me.

Yeah, I mean, a good example would be we'll take a customer problem. I mean, we still have to be practical in our questions, right? We're a technology company. So if you've got...

Yeah, I mean, a good example would be we'll take a customer problem. I mean, we still have to be practical in our questions, right? We're a technology company. So if you've got...

Yeah, I mean, a good example would be we'll take a customer problem. I mean, we still have to be practical in our questions, right? We're a technology company. So if you've got...

a data center that is older technology, it's not set up for AI use cases, and that's one of the big use cases we're driving right now, I would ask an interviewee, hey, how would you think about engaging a customer to address and kind of move the needle on this problem? And I would give them some constraints.

a data center that is older technology, it's not set up for AI use cases, and that's one of the big use cases we're driving right now, I would ask an interviewee, hey, how would you think about engaging a customer to address and kind of move the needle on this problem? And I would give them some constraints.

a data center that is older technology, it's not set up for AI use cases, and that's one of the big use cases we're driving right now, I would ask an interviewee, hey, how would you think about engaging a customer to address and kind of move the needle on this problem? And I would give them some constraints.

I'd say break it down by who's involved, what they're thinking, and what you would do at that point. And usually I'd ask them for five to 10 minutes of their thinking on So what I want to do is not see like, frankly, hey, I'd go do this. I mean, look, I'm not going to kick somebody out of the room because they lead with content.

I'd say break it down by who's involved, what they're thinking, and what you would do at that point. And usually I'd ask them for five to 10 minutes of their thinking on So what I want to do is not see like, frankly, hey, I'd go do this. I mean, look, I'm not going to kick somebody out of the room because they lead with content.

I'd say break it down by who's involved, what they're thinking, and what you would do at that point. And usually I'd ask them for five to 10 minutes of their thinking on So what I want to do is not see like, frankly, hey, I'd go do this. I mean, look, I'm not going to kick somebody out of the room because they lead with content.

But if they lead with content, then I know they're thinking that way. So then the challenge I've got as a leader is, okay, I have to kind of disabuse them of this idea of content being the lead. That doesn't mean that they're not able to do it. It's just that's how they've been trained to think about these things, not how I'm going to engage at what point. We do the same thing with agencies.