-: Everything, even, not just the consulting world
that I sit in is getting more quantitative.
Everything's getting more technical.
So having a degree that helps you analyze things
at a deeper level, being fairly sophisticated with numbers,
being able to problem solve, becomes very critical.
In the consulting world that's almost magnified.
But at the same time, if you wanna be a consultant,
it's a fascinating lifestyle, but you're not gonna make
any money unless you can effectively communicate
and explain the things that you're proposing
and that you're recommending.
And some of these things get very nuanced,
they get very complicated,
they get very theoretical at times.
And trying to simplify that explanation
so it's accurate but also the CEO
of the organization can digest it,
or the board of directors can digest it.
You also have to be able to manage egos and personalities.
I think it requires, actually, a lot of empathy
to understand where people's heads are at
and their perspectives on things
to try to find that middle ground.
'Cause ultimately the compensation design
that gets put in place now is the middle ground
between what the executive team wants
and what share holders are comfortable with.
So managing those two groups, those two personalities
can be challenging, so it's definitely a necessary skill.
But being able to hold a conversation is ultimately
I think where I land as far as evaluating somebody.
So if I'm between two candidates,
it's really who was able to manage
that conversation with me better.
And there are times where I'm going to make sure
I'm not the easiest person to talk to
to see how they react.
'Cause I want somebody who can help steer a conversation
or help keep a conversation going
even when the other side is not necessarily as responsive.
So it's kind of my own test through the interview process
in that I put a lot of weight on
when it comes to making a hiring decision.