Championing Digital Transformation from the C-Suite to Line Managers


In this video, Tony Moore, Head of Talent Acquisition at Marathon Petroleum, explores how to get C-Suite and line manager buy-in for a digital transformation initiative.

Watch this on-demand webinar now to learn:

  • How to identify internal influencers or change-makers to champion your initiative
  • The right stakeholders to involve in forming a cross-functional team to push through digital change
  • Ways of measuring and communicating digital transformation success within your organization

Webinar Transcript:

Melissa: I’m going to quickly just tell you about my experience working with Tony. He has been a fantastic champion of digital transformation at Marathon, as have several key people. Every industry is different, right? Some are a little more fast-moving than others. You can imagine, maybe, sometimes in oil and gas they’re maybe not.

Tony: Maybe.

Melissa: Right? And many of us experience that. And, I think, one of the common things that all of you experience, myself included as a former client, is how do we champion this? We see the vision. How do we get other people to buy in? What does that look like? What have other people done that we can learn from? And so I’ve been working with Marathon for three years now and they’ve really done that. When I first met them it was like, “Oh, how do we get people to buy into this?” To the point where, now, they’re totally on board and huge champions. Tony is here to talk about his experience and hopefully you can learn from it. So welcome, Tony.

Tony: Thank you very much. I appreciate it. I’ve got it.

Melissa: You’ve got it?

Tony: Yep. So, thank you guys for coming. I appreciate it. Hopefully you’ll stay awake after lunch. It was a great meal and full bellies and hopefully everyone’s over the hangover, if you had any. So, I was reading the other day about presenting in front of large groups and some of the dos and don’ts. Number one it said, never use note cards. So I’m failing on that. I’m going to use them because I want to. Number two was open with a funny story or a joke. Well, I can kind of do that. So about a year ago when I was here, I was talking with Mark Newman and he said, “It would be really cool if you were to be able to present next year or at least say something, be on a panel or something.” I’m like, “Yeah, that would be great.” So go on throughout the year and didn’t really think about it too much. And then they bring it up again. I’m like, “Perfect. What do you want me to talk about?”

And this is the topic that they picked for me and as I was constructing my presentation it was probably hours where I’m sitting in front of my computer trying to say the word “championing” correctly. That’s a hard word to say. I’m like championing, so I don’t know. That was difficult for me. Okay. Number three was, on the presentation list, make sure to move around and use your hands when you talk. So I don’t know if I’ll do a good job at that. There was a session yesterday with, the guy did really good and his name’s escaping me right now, but he was doing a lot of this. So I don’t know if I’ll get much of that done but I’ll try. If I stop moving, you can remind me. And then the other one was end on a high note. So I don’t really know what that means but I’ll try to end on a high note. Okay. So today, we’re going to talk about, sort of our story and what we did to make this a success.

Before we do that I’m going to just tell you a little bit about myself and my people. I don’t know if this is working right now. So this is me. You can see a picture of me. These are my people. This is Roslyn and Leo. Those are my two kiddos and this is my lovely bride, Cami, who is due to have our third child, which is there, in about two and a half weeks. So if my phone buzzes I might have a minor league heart attack and run out and catch the nearest flight or the soonest flight back to Ohio. So that’s me and my people. So this is what we’re going to talk about today. We’re going to talk about passion and we’re going to talk about the world of recruiting. We’re going to talk about what we do, forming an alliance, we’re going to talk about passion again, we’re going to talk about getting to the C-Suite, and then we’ll conclude. I want this to be fun. I want it to be interactive.

So if you have questions, please interact. And if someone makes a comment that you want to comment on, let’s just do that, too. I’m pretty easy and flexible when it comes to that. So passion, let’s talk a little bit about passion. So I want anyone in here to raise their hand that is super passionate about digital interviewing.

Audience member: Woo!

Tony: I mean you just love digital interviewing. This is your true passion in life, digital interviewing. Anyone. I’m going to throw the B.S. flag on that a little bit. Okay? I’ll get back to you. There’s one person. It’s this guy, right? This guy loves digital interviewing. This is what he really, really likes. So outside of your family and outside of your friends and your faith and all that stuff, what is it that you’re really, really passionate about? So start blurting it out. What are you passionate about? People? Okay.

Man: Running.

Tony: Running. Good one.

Audience member: Music.

Tony: Music? What about you? Family? You can’t choose family. No. Family is out. Everyone likes their family. That’s not unique.

Man: [inaudible 00:05:05]

Tony: Oh, sorry. Everyone is supposed to like their family. Anyone else? Competition? Okay.

Woman: My dog.

Tony: What is it? Your dog? Okay. All right. That’s a good one. Okay. So for me, it’s I like my family, I do, but it’s a personal thing I’ve been involved in for over 30 years and it’s motorcycles. I just really love motorcycles. So my passion, outside of work and family, what I like to do on the weekends and after work, is I’m a habitual speed limit offender and I like to go fast and this is kind of my thing. So Italian motorcycles are my thing. I love them. This is mine. It’s my prized possession. But I want you to think about passion today and I want you to think about what it is that really gets you going because when you’re selling digital transformation, I want you to look through the lens of what you’re really passionate about outside of work and outside of interviewing. What is it you really, really love? And use that lens to sell or to get your ideas across. So I want you to remember that when we go through the presentation today. Does that sound good?

Great. Okay. What’s next? So this is the world of recruiting. If you can’t read this, it’s a little blurry, I took this picture with my iPhone a few years ago and this is an actual recruiting poster. It was in a museum in Louisville and it’s for the Pony Express. And it says, “From St. Joseph, Missouri to California in 10 days or less. Wanted. Young, skinny, wiry fellows not over the age of 18. Must be expert riders willing to risk death daily. Orphans preferred. Twenty-five bucks a week.” This is how they used to recruit. All right? This is the real thing. So I think the world of recruiting has kind of changed, right? Thank you, Captain Obvious, but the world of recruiting has changed just as recent as two or three years ago. It’s a different world. The idea now is to be a talent magnet. I had one of my mentors tell me once, who’s in the world of recruiting, said, “The great recruiter’s phone will ring way more than they dial it, two to one.”

So that’s something to think about. It’s like selling. So I know a lot of people have been in the world of post and pray. We’ll just post the job. Whoever applies, that’s who we’ll interview and if we don’t get who we want, we’ll post it again and we’ll hope some other people apply. So the theory has been the best that we can select or the best of those who’ve applied. We’ve got to get rid of that. That theory is over. So you’ve got to think about cool. What does cool look like? So I want to ask you about your companies. What is it that’s cool about your company? Everyone has something unique about the company they work for that is cool. So I’ll just kind of ask you guys as a group. What do you think is cool?

Man: We own a pirate ship.

Tony: You own a pirate’s ship. That’s real cool. That’s really cool. What company?

Man: [inaudible 00:08:14] Process.

Tony: Okay. Cool. Very cool.

Man: [inaudible 00:08:18]

Tony: What is it?

Woman: [inaudible 00:08:20]

Tony: That’s real cool.

Man: You think?

Tony: Yeah. That’s dangerous.

Woman: We have a [inaudible 00:08:28].

Tony: Okay. That’s cool.

Man: We’re 100% employee owned.

Tony: That’s very cool. Very cool. Anyone else?

Woman: [inaudible 00:08:41]

Tony: Wow.

Woman: That’s pretty cool, huh?

Tony: That’s real cool. Brad, what’s cool about our company?

Brad: Most recently we were named the third best employer to work for in the United States [inaudible 00:08:59].

Tony: Yeah. All right. You’ve got to think about what’s cool. Right? When we’re trying to attract people or trying to be that talent magnet, you’ve got to have cool. Cool is measurable, especially when you’re trying to recruit Millennials and you’re trying to attract people to an industry that, maybe, isn’t that cool. The refining industry, we’re turning dinosaurs into gasoline. It’s what we do, right? Getting the crude oil up from the ground, we buy it and then we turn it into gasoline, and then you’re able to get in your car and drive away. So this is our job, right? And I’m going to define a little bit more what that is. This is you and looking at what’s out there in the marketplace. What’s cool? What’s social? What’s happening? And we’ve got a lot to do to bring it all into one. So I’m going to give you just a little bit about Marathon and who we are as a company, a Fortune 25 Company, founded a long time ago.

We’re the fourth largest refinery in the United States and we do just a little bit shy of $100 billion a year revenue. About 46,000 employees. We’re headquartered in Findlay, Ohio. Happy to see some people knew about Findlay. Most people are like, “Okay. So I live in New York. Chicago’s a thing, right? And then there’s California but there’s this nonsense in the middle. What’s that?” It’s us. We’re part of the nonsense. We own the brand Speedway. You probably have seen some Speedway gas stations if you’re anywhere east of the Mississippi. And we own and operate about 8,300 miles of pipeline above and below the ground. So that’s us as a company. So what are some of the stereotypes or the reputations of the oil and gas industry? You probably have thought this, “Hey, these guys, it’s a necessary evil. My car just officially will not go unless I put gasoline in it. Got on an airplane this week to get here and the jet fuel, jets just don’t move without fuel in them.”

And we come up with some of these reputations of the oil tycoon and they just print money and they don’t care about the environment and they don’t care about us as consumers. All they care about is making money. But I’ll tell you what. It’s not true. For us, it’s not true. We’ve got a really cool story to tell. Again, located in Findlay, so this kind of makes recruiting a bit of a challenge for us. Right? So when we printed this map out, Findlay actually didn’t even print on the map, which I thought was kind of ironic. We’re about an hour and a half, hour and 45 minutes from Columbus, about 2 hours from Cleveland, 45 minutes from Toledo. Brad and I flew here this week. We flew out of Detroit. So specifically for using HireVue, this was one of the things that sold HireVue internally is that, hey, we have travel challenges. We spend a seven figure number every year on flying people in and out of Findlay, Ohio commercially.

So, again, we have a great story to tell. Ranked number three behind Google and Costco as best places to work in the United States. We’re really proud of that. That’s not something that we go and submit an application for or sign up for. They just call us and say, “Hey, guess what you guys did?” We were really excited about that and then, by Business Insider, one of the best places to work for 2014 and then two weeks ago we got named with that credential again for 2015. So we’re very proud of that. Marathon is a great place to work. So, let’s talk about what we do and this isn’t just us. This is all of you but this kind of illustrates what we do. And for this graphic, after Mark asked me to speak, I thought, “You know what I could do? These people are going to want to know who Tony is or maybe they don’t care but I’m going to commission an oil painting of myself, just like a bust of me looking all weird and I’m going to put it in my presentation.” So brace yourself because this picture is highly accurate of me.

So if you can’t tell, that’s me. So let me just describe what we do and what our challenges are. So that’s the business. That’s the refinery and the client that we support is the business. Here are the people that we hire. So we have a very robust internship and co-op program to the tune of about 1,000 folks a year. We hire entry level folks, we hire experienced folks, and the C-Suite. And that all falls under our responsibility of the people that we recruit for. So I’ve got the business coming to me and I’ve got the college and the entry level folks coming to us saying, “Hey, we want to work for you. I’m an engineer, I’m an accountant, I’m in marketing, I’m a legal student. I’d like to work for you so I’m going to come to you.” But the experienced folks and the C-Suite, we’re going to them. That’s kind of going back to being that talent magnet. We’ve got to go to them and how are we doing this?

We’ve got the fancy websites and the job sites and we’ve got recruiters that are driving all of this. So it’s our job to manage all of that so that we can get back to the business what they need. But we’ve got some clouds. We’ve got some things that will cloud our vision of being efficient with this, and some of them are the Millennials and the younger folks are very tech savvy. So when they go and look at a company that’s 125 years old that’s turning dinosaurs into gasoline they think, “I don’t know if it’s that cool and they’ve got this old, antiquated website that’s not that much fun. And gosh, I can’t even apply for a job on my mobile phone. It just doesn’t work.” So they’re tech savvy. So we had to change. We have to be able to appeal to those folks. And we have busy schedules of the C-Suite and the experienced folks and we have locations. Let’s face it. We don’t have a refinery in Key West or Honolulu.

They’re in Detroit or they’re in Galveston Bay or in Garyville, Louisiana or in Robinson, Illinois, which is even smaller than Findlay. They’re not in the best locations in terms of highlighting things to do. We also have some industry stereotypes. So, I’ll ask you. What are some of the stereotypes of the oil and gas industry?

Woman: Bad on the environment.

Tony: Bad on the environment.

Woman: Unstable.

Tony: Unstable. Interesting. Anyone else? Dangerous, yeah? Yeah.

Audience Member: [inaudible 00:16:06]

Tony: Yep. Yep. What other industry sells a product and we advertise our price on the street, in your face, pushing the price of our product every single day? And what’s going to drive you to decide to buy is that sign on the street. Right? So, we’ve got a lot of clouds that are preventing me or us to get back to the business of what they need. We’ve got competing companies. Some of the oil and gas, they’re doing some aggressive things to get the students and to get the entry level folks. And when we’re recruiting engineers and accountants they’re like, “Hey, I want to go to Google. I want to go to Apple. I want to go to Samsung. I want to invent something and save the world.” I don’t know if a 16, 17 year old person says, “I really think cracker units are cool and I really think that stainless steel pipelines are what I want in life.” They’re not saying that. So our job is to make these clouds disappear so we can get back to the business, what they need, what they want.

But it takes more than just me or our team saying, “This is what we have to do.” You’ve got to come up with a way to do it and that’s why you’re here today. So the way that we did it and, again, I don’t know that this is the best way but this is the way that worked for us and I’m happy to share it with you. I’m not going to guarantee it’s going to work for you, though. We formed an alliance. We got some people together and said, “Hey, if we’re going to do things that are disruptive and we’re going to move the need in terms of recruiting, we have to have some people on our team that can make it happen.” So we formed an alliance and here’s the members of your alliance. This is the team members that you want to have for the team that’s going to make the difference. Number one is your influencer. For us, our influencer has changed a couple times and I will say that unless we have the C-Suite in here today, and I don’t know if we do.

If we do, that’s great. But this influencer probably isn’t you. This influencer is someone in your company that is a change maker. For us, starting out, it was my boss. He’s not my boss now. He’s moved on to some other things, but was a senior leader in human resources. He oversaw my function. He left and then we had another influencer that was our Senior Vice President of Human Resources and Administrative Services. He’s our top HR guy. And that has changed a little bit, too. And now it’s our CFO. And I’m going to stop right here and tell you a quick story about our CFO and this was as recent as last week. I’m just so pumped to share the story. We are currently recruiting for a Vice President of Finance / Treasurer. So this is the person that is really responsible for every dollar in and every dollar out of a $100 billion company. It’s taking us a little while to find the right person.

Our CFO and I are sitting in a room. We’re looking through the resumes and the profiles and we’re talking about the people we’ve interviewed. There’s two other people that we really need to get on the plate that schedules are impossible and how the hell are we going to do this? So we’re both going through our iPhones and we’re like, “I can’t do it then but I can do it then.” He’s like, “Okay, I tell you what. Friday we’ll jump on one of the planes, we’ll go to Minnesota, we’ll have lunch with this guy, we’ll be back.” I’m like, “Okay. I’m going to have to cancel everything and maybe my wife will like me or maybe not. I don’t know. I’m never going to be home.” But then I was like, “No, no. HireVue, we’ll do HireVue.” He’s like, “What’s a HireVue?” So we did the two-way HireVue and you know what? It was great. It was really cool. So I’ve got this CFO of Marathon and I sitting in a room and I’m sitting this close to the guy because we’re on one laptop.

We’re talking to these guys and it’s working. There was a couple of connectivity issues on our end. We just have this firewall issue and it was a little bit of a speech delay but we fixed it. And afterwards, I was like, “I’ve got to ask you. What do you think?” He’s like, “That was sweet. That was really cool.” So then people are like, “Okay. That’s cool.” I’ve told this story a couple times this week and one person said to me, “What’s the difference between that and Skype or FaceTime?” I’m like, “Here’s the beauty part. It’s not just the CFO that’s going to be interviewing this guy. It’s the whole C-Suite and the whole leadership team that are going to be interviewing these people. If you look at all of their schedules, it is officially impossible to get them all in one office at one time. It just can’t happen, right? So we can send it to them and they can view it on their way to the airport or whatever.” So you guys know the technology exists.

So I told him all of this and he’s like, “That is sweet. That is really cool.” So now our influencer is, our CFO’s name is Tim Griffith, and he’s a change maker, but again, getting back to the influencer. You need someone that people respect, people listen to when they have something to say, and can make a decision and people will follow it. The next person you need on your team is a finance person, someone who can speak dollars. For us, it’s not our CFO. In fact, it’s not even a C-Suite person or an executive leader at all. It’s one of our processors, an administrative staff member on my team, a lady named Dawn. She’s a wizard. This is someone that can measure ROI quickly. So you’ve got to look at your peers or just within your company, someone that can speak numbers very quickly. You need that person on your team. Maybe it’s you, maybe it’s not and, again, these people can change.

So for us, the lady named Dawn, she’s an administrator, she’s awesome. The next person on your team you need is your data person. You need someone that can speak the language of data. They also need to speak really well with finance. They have to be able to, again, measure ROI quickly. When you’re pitching your ideas to your C-Suite or to whoever you have to pitch it to, you’ve got to be able to relate the numbers and the data together. So for us, this is also the same person. This is Dawn. So these people can play multiple roles but we’ve got two people, we’ve got one person playing two roles in this one. This is our data person who can say, “We can measure ROI. Here’s the data to support it,” and they can put it in a presentation that’s easy to read. The next person you need on your team is someone that understands the technology, that’s tech savvy. Someone that can say, “Hey, this is what’s going on in the market. This is the way that we need to keep up with the pace of business.”

This is someone that people look at as someone that is tech savvy. So for us, this person, or multiple people, it’s our team. It’s our TA team. These are the people that go to meetings with their iPad, they have their iPhone. They’re tweeting about jobs. They’re on LinkedIn. They’re doing things that are keeping up with the pace of business or the business of recruiting. So you need a technology person on your team. And then finally, you’re the recruiter. So we started out by talking about the influencer. The influencer is going to get their marching orders from you so this one is on you. You have to drive what your team, what your alliance, is going to do. So before I move on from this, any questions about your alliance, your team? Am I moving around enough? Are my hands moving? No questions? Great.

Man: I’ve got a question.

Tony: Sure.

Man: So I’m from [inaudible 00:24:27].

Tony: Okay.

Man: Would you consider the people you work with at HireVue as external members of your team?

Tony: You got it. Absolutely. Yeah. And they can help you get your marching orders or get your alliance in order to dole out tasks and things. So 100%, you’ve got to lean on your HireVue folks.

Man: That was the correct answer.

Tony: Thanks.

Man: Could you repeat the question?

Tony: Oh, sorry. Yeah. I don’t know where the microphone is.

Man: [inaudible 00:24:58]

Tony: Yeah. The question was would you consider one of your HireVue reps someone that can be on your alliance? Okay. So let’s move on. So what do you have to do to create a buzz? You’ve got to evangelize your story. You’ve got to make . . . you’ve got to position yourself to talk about it, to share your story all the time. You’ve got to get excited about it, kind of going back again to the passion. I’m really excited, probably too excited about riding motorcycles. You’re probably too excited about your dog, right? You love your dog. You’ve got to be that excited about it because it’s contagious. So the other thing is you have to make wins happen. You’ve got to get an early win and you’ve got to make them happen. You can’t just say, “Okay. We’re doing HireVue. We’re doing something disruptive. We’re going to do LinkedIn. We’re doing to do whatever we’re going to do,” and then you sit back and put your feet up.

You’ve got to make wins happen and you’ve got to share the wins. A good way of sharing the wins is telling the story of what could have happened if you didn’t do this. You could use time to fill. Hey, we’ve got this position that we’re trying to fill, it’s a Vice President of Finance position and the schedules are impossible but if we use this technology we can create our own win by cutting the time in half, saving a probably $25,000 flight on a private jet to Minnesota for lunch. You can make wins happen. The other thing is, and I really believe in this, is getting someone, a recent hire that had a good experience with HireVue or with something digital, and having them write a testimonial about it. And you’ve got the key them up. You’ve got to ask the right questions to get them going so I would encourage you to maybe use someone that knows how to write or is your communications person or something to help interview the person or whatever.

But get a testimonial from someone and then share the daylights out of it. Just make sure it’s in front of everyone, not only the important people in terms of making the decision, but everyone. You want people talking about it. Any questions?

Man: Did you send that through a company-wide email or how did you get it out?

Tony: No, we didn’t send it through a company-wide email but we did share it on a . . . We have this form that’s called MPC, Marathon Petroleum Company, Connect and it’s like the front page of our intranet and there’s little news stories. So it’s not . . . I wanted to send it to everyone, just they’ve got to read this, but the idea was let them read about it on their own time and they did. Another thing that we did was, and I don’t know how this happened so this is probably not a great story, but I was interviewed by a radio station out of Detroit that was talking about recruiting and I talked about this a lot and then it was shared. So they sent me the recording. I put it on LinkedIn and Twitter and Facebook and then people were sharing, “Oh, this is really cool,” and just talking about disruptive things. And I mentioned this testimonial this person did and it starts to go, probably not viral, but it starts to feel like it’s going a little bit viral and then people are talking about it and keep creating this buzz.

So again, probably a bad example because I don’t know how they contacted me for this interview but they did. So you’ve got to get your alliance as excited as you are about this. So you can tell probably, I’m pretty excited about this stuff and I’m passionate about it but you’ve got to make sure that everyone on your team is as excited as you are or close to it. I don’t know if I’m going to get our CFO to be jumping up and down and moving his arms about HireVue as I am but you’ve got to get them excited. So, remember, going back to the passion. You have to accomplish a couple things. If you and I, all of you, sit down today at the Battle of the Bands and anyone wants to talk Italian motorcycles with me, I can talk for a long time about it. I probably have an unhealthy relationship with my motorcycle, okay? But I’m an expert. Or maybe I’m not an expert but I know a lot about it. You’ve got to be . . .

You have to answer all the questions that people are going to ask or be able to talk about and prompt conversations about your idea, about your digital transformation that you’re trying to make. You’ve got to be that expert. You’ve got to have a good business case. So if you have this idea and the idea is fill in the blank and there’s no real business case, you’ve lost. You just have lost. You’re the expert and you’ve been put in your position by someone that is mentally smart and they know what’s best for the company and they trust you that you know what’s going on in the market. You’ve got to be the expert. You really have to. And you’ve got to be able to present a good business case to make your transformation or your transition. If you can’t, come up with another idea. The other thing is you’ve got to know that, kind of going back to the Pony Express poster, you’ve got to know this is the future.

You’ve got to know that digital is the way that we’re recruiting. I tell the folks on our team that recruiting is really sales. You’re selling an opportunity. And I relate it a lot to car sales and I hope I don’t offend anyone in here who has been in car sales. But usually, when you’re buying a car, it’s not that great of an experience. Sometimes it’s under duress like, “Oh my gosh. My car just took a crap. I’ve got to go buy a new car. I don’t want to. They’re so stinking expensive.” You go to the dealership and you’ve got some glad-handing guy who wants to sell you an Escalade when you can afford a Volkswagen. It’s just not a great experience. And they’re selling, the car companies or the dealerships, are selling to you what they want to sell in order to meet their quotas. You have to sell and you have to recruit the way people want to be recruited. So if that means a face-to-face conversation, then you’ve got to recognize that early and you’ve got to go after it.

And finally, as I’ve done several times today, you’ve got to insert your idea into almost every applicable conversation. You have to. I find a way to insert Ducati motorcycles into every conversation just because they’re cool. And you have to do that. So when you’re at a meeting, when you’re at an after work event or whatever, you’ve got to insert your ideas in the conversation. Okay? So here’s a few ways to use your alliance to help you justify the need, to help you with research, evangelizing, demonstrating the product is another good one. So once you get the people in your alliance drinking the Kool-Aid, so to speak, have them demonstrate. Have them help train. They’re ultimately going to help you build excitement. So finally, or maybe not finally, but I hear this a lot that, “I think my idea is really good and this is going to work really well but damn it, I don’t have a seat at the table.”

Not an excuse. Get a seat at the table. Make a reservation. Ask to go to meetings. When you know that there’s certain people that are going to be in the room together that they could be talking about digital transformation or recruiting or whatever it is, ask to go to that meeting. They’re not going to kill you. They’re going to say yes or no, right? So don’t be afraid of that. Just make a reservation at the table. Get yourself there. A couple of quick stories that I want to go over, and then we’ll turn it over to you guys for some questions, is understand the gap. Make sure that the need is a true need, that’s sort of like the business case. Understand the suggested tool or transformation. You’ve got to be the expert. I love this story. So our CEO is a really, really good guy and he is very . . . He started, let me kind of back up a little bit. He started with the company in the mailroom so it’s one of those Cinderella stories.

He started pushing a cart around and now he’s arguably one of the most powerful men in oil and gas. His name is Gary Heminger. Super, super tremendous leader. This guy is really good but he’s very famous for being in a room with people or on a flight somewhere or even in the lobby and asking you about your numbers. And you have to know them. You have to be the expert. This was last fall and we had a group of about 60 interns starting and they’re all in the lobby getting their security credentials and they’re all standing there scared to hell about what’s getting ready to happen. They’ve got their smart little notebooks and it’s awesome, you see them. In walks Heminger. He’s a big guy and he’s got a little bit of a swagger about him and he’s shaking people’s hand and being nice and he’s like, “Quick, how many gallons in a barrel of oil?” And everyone’s like, “Oh, shit. I don’t know.”

And finally a couple people answered the question, but the point to that story is you’ve got to know your business. You’ve got to know your answer or you’ve got to know the business, you’ve got to know your numbers and when you’re asked the question you’ve got to know it. Then this one is don’t oversell or over think it. When I joined the company, we didn’t have any relationships with LinkedIn or Monster, CareerBuilder. We were just starting to use HireVue a little bit and we were just recruiting in a very old school way. So when I got there my first order of business was to get in a relationship with LinkedIn and get that going. And my boss is like, “All right. So you’re going to have to sell this to VP of Human Resources.” I’m like, “No problem.” He’s like, “You better have your ducks in a row,” and he’s freaking me out about it. I’m like, “All right,” so for three or four days I work on this presentation and I’ve got data, I’ve got graphics, I’ve got everything you need, right?

And finally we get a meeting. We go in there. My boss is sitting on one side of the table. The VP of HR is sitting right at the head of the table and then there I am with my laptop and I sit it right in front of him. He’s like, “What’s this?” I’m like, “Oh, I just want to talk to you about some ideas that I have related to LinkedIn.” He’s like, “Okay.” So I’m going into sales mode, right? I’ve got my suit on and I’m standing up and I’m moving my arms like we’re supposed to. I didn’t have the note cards. And I am just selling the bloody hell out of this. He’s like, “Hold on a second. Time out. Time out, Trigger. Have I ever said no to this?” At this point I’d been with the company for 90 days and I’m like, “Not to me.” And he looks to my boss and my boss is like, “Well, no one’s ever asked you.” He’s like, “Okay. I think it’s a great idea.” So I’ve spent days and I’m nervous and I’m selling the hell out of this and he’s like, “No, that’s a great idea. No, I’m good.”

So I’m like, “Oh, all right. Cool.” So that was a big takeaway for me was to not over-assume, not oversell. You know what your ideas are. You’re the experts. Put your plan together and deliver it. Okay? So just remember, in closing, this is on you, right? Your ideas, your transformation. You know what you have to do. It’s on you to make these changes. Thanks, guys. Appreciate it.