Tessa White
speaker
48 appearances
1 recordings
1 series
first heard Nov 2024
last heard Nov 2024
Tessa White’s voice in public audio — every appearance, attributed to the second.
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Appearances
Well, that's in and of itself doesn't mean anything. But if you say, my customer service scores are 20% higher than most of the other people in the department, or I was able to decrease call time by X and increase customer satisfaction by X, then you actually have something that the company understands and you're speaking their language.
So part of your job in determining your value proposition is saying, how am I solving problems for the company? And then how do I turn what I've done into metrics or numbers? That's why I tell people, you should go to work every day and be measuring. If you don't have a department metric that tells you, am I doing good or am I not doing good?
Figure out what it is and start measuring things because those numbers become so critical to how you position yourself for a company.
Well, your market value, it's like a house. When we put a house up for sale, we don't have some neat, perfect numbers to what its value is. What we know is that other houses sold at this amount that were similar. And the same is true with compensation. What other companies are willing to hire this role at is a pretty good indicator that you can bring that helps determine the value of a role.
But the other thing that you have quite a bit of control over is being able to tell the company, here's how I solved the problems in my last company and here's how I'll solve them for you. So for recruiting, for example, let's just take a general example.
If I said I'm a really good recruiter and I was able to manage a recruiting team and fill 200 positions in a year, that doesn't in and of itself mean anything. But if I understand that a company has low resources and
and they don't have a lot of money to put towards recruiters, I could say in the last company, I turned every employee into a recruiter in our company because we didn't have a lot of funds. And we rolled out this employee referral program that made every employee a recruiter and it increased the number of applicants that we were bringing into the company month over month by 60%.
Then all of a sudden the company goes, scrappy, I need scrappy. I'm a company that doesn't have a lot of money. I need creativity. Look what that person was able to do. And all of a sudden, your leverage went up, which means your compensation probably goes up because you have what the company needs.
It's everything. Because on resumes, again, one of my pet peeves is a resume will say, say you take an HR person and they say, I'm a 25-year professional who has been able to manage talent management, training, and employee relations. Well, every single resume says that. But the minute that I can tap into, how do I solve the problems?
And I say, I'm the person that you'd hire if you need to go fast and put in place infrastructure so that you can go public or so that you can have a high merger acquisition strategy, for example. If I say that, then I've just tapped into how to solve a problem that that particular small company needs.
I think every single person needs to have not just a mentor, they need to have a handful of mentors and it's available to everybody. What most people, the mistake they make is they think they need to go up to somebody and say, will you be my mentor? When in fact, the best mentorships that I know of are where you identify people who have really good skill sets in an area.
For example, everybody should have a mentor that they can look to for how do you manage people? How do you get conflict? over the finish line and how do you do it in a way that's productive rather than destructive. Everybody should have a mentor around data and data analytics or presentations and how to give a good presentation or run a meeting. You should identify people who do that well.
Watch them. You don't even need to ask, will you be my mentor? Watch them. Watch what they do in that area. And then, for example, before you go give a meeting, say, I've been watching you. You give really good presentations and I've tried to use some of the principles I see that you utilize. Will you take a look at this presentation and tell me what you change? Can I just give it to you?
Spend 10, 15 minutes to run over the high level. That's how you have mentors that make a difference for you. is you find people that do good things, you watch them very closely, and then you ask them when the time is right to help you. make sure you've done that thing right. And I think that's available to everybody. You don't have to have a company program to do it.
You don't have to have somebody necessarily saying they'll be your mentor. Just pick people, watch them.
Exactly. Or this one conflict. I have a high conflict situation and this is how I was thinking of handling it. How would you do it? Exactly. I think that's far more productive.
There are plenty of different certifications, but I don't think that one is necessarily better than another. I think it's a lot like finding a regular therapist. You need to find somebody that you vibe with. You need to find somebody who's been around the block and has some experience. Probably my biggest beef with
Career coaching as an industry is that a lot of people with five years of career experience are calling themselves a career coach. You need somebody who has seen lots of situations in lots of different circumstances and watched how those situations play out.
And I think when you have somebody that has either been in your industry or has been around the block for a while, they're going to be able to give you a much better idea of the different choices that you have and more importantly, the likely different outcomes of those scenarios if you handle it different ways.
But somebody with five years of experience simply doesn't have enough experience or enough behind the scenes in really high stakes situations to be able to give I think, information that is really, really helpful or useful.
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