Bryan Power

But always trying to keep that path, I think is probably the consistent theme that's shaped me.

But always trying to keep that path, I think is probably the consistent theme that's shaped me.

Well, I think it's become more clear. You know, my first job out of college was a recruiter. My standards then were like, I just want to be in a role where I'm talking to people and there's a lot of energy. I don't want a job where I'm thinking by myself. But like, it wasn't much more complicated than that when I was 22.

Well, I think it's become more clear. You know, my first job out of college was a recruiter. My standards then were like, I just want to be in a role where I'm talking to people and there's a lot of energy. I don't want a job where I'm thinking by myself. But like, it wasn't much more complicated than that when I was 22.

I think as I got older, you know, and more experienced, I realized I really experienced success as a we, not an I. So my motor comes from groups that I'm associated with, whether that's team or company or my hometown or sports teams that I root for. That's when my meter really ticks up. If it's about me getting an accolade or a better grade in class, I've just noticed it's not the same gear.

I think as I got older, you know, and more experienced, I realized I really experienced success as a we, not an I. So my motor comes from groups that I'm associated with, whether that's team or company or my hometown or sports teams that I root for. That's when my meter really ticks up. If it's about me getting an accolade or a better grade in class, I've just noticed it's not the same gear.

And so that has led me more to roles where I'm able to impact the people around me so I can personally feel that success because it's like when we do something together. And so the people function is really an enabler of that. We accelerate organizational success versus do something ourselves the way a sales org would or a product manager would create and ship a product.

And so that has led me more to roles where I'm able to impact the people around me so I can personally feel that success because it's like when we do something together. And so the people function is really an enabler of that. We accelerate organizational success versus do something ourselves the way a sales org would or a product manager would create and ship a product.

And so I've found that that desire to work together with others and be a team player on a great team, that's what's reinforced this idea of the people working in that part of the business.

And so I've found that that desire to work together with others and be a team player on a great team, that's what's reinforced this idea of the people working in that part of the business.

Yeah, I think they're two different things. Number one, getting into a specific type of company or another team in a company you work at, I think people underestimate just persistence, like real persistence. Taking a year to try to get into a company versus sending three emails. I found that the professional endurance to overcome some of these things, I'm particularly thinking about recruiting.

Yeah, I think they're two different things. Number one, getting into a specific type of company or another team in a company you work at, I think people underestimate just persistence, like real persistence. Taking a year to try to get into a company versus sending three emails. I found that the professional endurance to overcome some of these things, I'm particularly thinking about recruiting.

Like when you recruit someone really good, It could take a year, but people tend to have a much shorter timeframe for when they expect success or move on to the next thing. So if you want to work at a really great company and you know the company it is, be mentally prepared for it taking a long time and then find your connection points. You know, I think another really important concept.

Like when you recruit someone really good, It could take a year, but people tend to have a much shorter timeframe for when they expect success or move on to the next thing. So if you want to work at a really great company and you know the company it is, be mentally prepared for it taking a long time and then find your connection points. You know, I think another really important concept.

This was kind of emerged in the fifties is the idea of weak ties, which you hear more about. It was actually a study on how people found jobs. What they discovered was in this famous study, it's the people you kind of know that are your way in. It's not the people you really know or don't know. It's your roommate's friend that you've met three times.

This was kind of emerged in the fifties is the idea of weak ties, which you hear more about. It was actually a study on how people found jobs. What they discovered was in this famous study, it's the people you kind of know that are your way in. It's not the people you really know or don't know. It's your roommate's friend that you've met three times.

They work at this company and they're happy to pass it along. So you have some level of social capital, but they're not like your tight And so activating that part of your network is really important. It takes a lot of hard work to get someone who kind of knows you to do something for you. But that's for sure where the connection points are.

They work at this company and they're happy to pass it along. So you have some level of social capital, but they're not like your tight And so activating that part of your network is really important. It takes a lot of hard work to get someone who kind of knows you to do something for you. But that's for sure where the connection points are.

So your second question was about moving up into leadership. I think the more experience you get, people can get trapped into what's next versus understanding how they get things done is going to have to change as you move up in the organization. you really have to learn how to do things fundamentally differently.

So your second question was about moving up into leadership. I think the more experience you get, people can get trapped into what's next versus understanding how they get things done is going to have to change as you move up in the organization. you really have to learn how to do things fundamentally differently.