Tessa White

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.

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.

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?

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?

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.

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.

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.

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.

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.

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.

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?

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?

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.