The Pavilion Podcast
The Pavilion Podcast

Episode · 7 months ago

Ep: 54 Increasing The Representation of Minorities in Tech w/ Alexis Matthews


Ep: 54 Increasing The Representation of Minorities in Tech w/ Alexis Matthews 

...all right. Happy Monday. Thank God it'sMonday and welcome back to the revenue Collective podcast. This is your host,Tom Alamo. I'm here to bring you news and info on what the top revenueexecutives are doing in the B two b world. Thanks for joining me andwelcome to a session where you can up level yourself. So before we get totoday's episode, I do want to quickly speak to the sponsor. So this month,sponsor of the podcast six cents, six cents. The number one accountengagement platform helps you identify accounts that are in market forsolution. Prioritize your efforts, engage buyers the right way with highlyrelevant messaging and measure what actually matters with the Sixth Senseplatform. You're able to get into more deals, improvement rates, increaseoverall pipeline and optimized budget. Spend to learn more. Visit sixth sensedot com slash revenue Collective Now to get to today's episode. I am talkingwith Alexis Matthews. So you know, I'm really excited to share this episode.Really? You know, Alexis is an SDR leader at Sneak G s N y k. She's thehead of strategy at us and technology, which you know essentially helps togive access to under served minorities, give them access to the technologyindustry, doing some really cool and really interesting work. There she is,the revenue collective of Colour Co chair and formerly at linked in anAxiom and a few other places. So Alexis and I had just an outstandingconversation who talked about She had a pretty funny story. We kicked offaround her first sales job, which, you know, hint did not go very well. Andthen we get into, you know, some of the things that she's doing for equalityand inclusion d i efforts. But she was that linked in like I just mentioned arevenue collective, what she's doing at us and technology with a few otherfolks and really starting to make a dent in the tech landscape and, uh,just put such a high emphasis on this and and, you know, we talked aboutleaving a sales development team. She talks about how she uses revenuecollective. It was a great conversation. I love talking to Alexis definitely hither up on LinkedIn after the show. You can obviously always reach out to me.My name is Tom Alamo give me up on LinkedIn. And please, if you did findvalued love if you gave this show five stars on Apple without further ado,this is where I shut up And I bring you the interview with Alexis Matthews. Allright. Coming to us from Austin, Texas. Alexis Matthews. Welcome to the revenueCollective podcast. How you doing this morning? Thank you so much, Tom. I'mdoing great. How are you, man? I am outstanding. We're we got Fridaymorning. I've got that Friday morning Buzz going and you and I are both what,a month or a little bit Less than a month into new roles. So we were justsaying that we're starting to finally kind of get our feet under us, feel alittle bit more comfortable, and that's that's a really good feeling. Yeah, Icompletely agree. I also have a lot of energy for Friday morning. So glad thatwe're here chatting, um, today. But I agree when it comes to starting a newrole. It's been a bit of a world in these past few weeks, and I finallyfeel like I kind of like, got my bearings. So just super excited forWhat's to come in 2021? Absolutely. So, uh, there's a lot of things that Iwanna cover with you today. The first is, you know, I'd love to start at thebeginning of your career and kind of talk how you got into sales. That'salways an interesting story to me, because I feel like everyone has theirown unique way of getting in. And it's usually a lot of times kind of a randomor a funny or or a bizarre situation that brings people into sales. And Isaw you were at University of Chicago and doing things in it looked like inthe medicine industry. I don't know if that was while you were in college,like an internship or afterwards, before you got into sales. But that'skind of like a hard right turn. So I'd... to hear how you actually got intosales. Okay, Yeah, Tom. So I'm going to give you the story that most peopleactually don't know, all right, but not the story that I tell in interviews.But I'll give you the authentic I did go to the University of Chicago,studied comparative human development, which is an interdisciplinary socialsciences major. Most people have no idea what it means because it's totallymade up. So you get to, um, study like psychology, psychology, anthropology.It's just basically kind of like a catch all for social sciences. So gotto do some, like African studies in Paris, studied in Senegal, did mythesis in Cape Town on Inequalities and Drug Rehabilitation Centers. As you sawin LinkedIn, I worked in the University of Chicago Medical Center throughoutcollege doing research on Mersa, which is like a disease. And so, um, I was inthe infectious disease department, and when I graduated, I had initiallywanted to get like a PhD. But then I realized, Hey, I don't want to go backto school. I don't want to have more debt The PhD students who I knew andthe ones who were, you know, kind of teaching me. I thought they were someof the smartest people that I'd ever encountered, but I didn't necessarilywant to live their lives. They weren't making a ton of money. They were likeworking basically the same amount as a professor did for like, significantlyless pay. And it's like a seven or eight year program for for what Iwanted to do. So took a step back and try to figure out okay, like, what canI do? Like, what do I have the skills to actually accomplish? And with thecomparative human development degree, I did not have many skills. Um, so I wasapplying to just random jobs through our university website was calledHandshake, and I found this job that was supposed to be like a hybrid of,like, sales and marketing. And I was like, Okay, like, I don't really fullyknow what that means, but like, marketing sounds interesting. So let mejust, like, go into this. So the company was in Pilsen. So Pilsen, forlike, reference is like 20 minutes from downtown Chicago. So it was, and I wasliving very, very far north because I was a recent college graduate with nomoney. So it's basically commuting like an hour and a half every day to go toPilsen. And I was working like in a warehouse. It was a company that soldit was called Ellis Bubbles. It's old walk in tubs. And so I was selling likewalk in tubs to contractors and like construction workers to, like, installand walk into essentially on the tub for elderly people who can't get in andout of a bathtub. They also showed walk in showers and it was absolutelyhorrible. I was cold calling like contractors. I was getting, like, hungup on all the time. I was yelling all the time. I was getting yelled at allthe time. I was like working with, like, Scuse and like, trying to put likethese tubs on websites like, um, like Menards and like Home Depot and all ofthis stuff. And I was like, Whoa, let me take a pause. I lasted maybe sixweeks in that role. Before I was like, What am I doing? I was like working ata warehouse with, like, eight other people. The environment was liketerribly toxic, like our boss was like like this Russian man who was, like,totally insane. And so it was like I was walking home to like the bus. I waswalking to the bus one day to go home, and I called my mom and I was like Mom,I was like, I have no idea what's even happening I don't know how I got inthis situation, but I think I've made a huge mistake. And she was like, Alexis,this makes absolutely no sense. Like, just quit and try again. And so then Iquit my job. At that point, I was interviewing for another company, and Iactually like, I think, like a couple of days after I quit, I actually got anoffer at Axiom Legal, which is an alternative legal services provider,and so that essentially, like you're selling, um, professional services. So,like legal staffing, essentially to like larger organizations. And so thatwas actually for an SDR position. And so that was my journey into sales. Sothat was like a proper SDR position with like like an entire team and amanager, and like all of the things...

...that make sense in your first salesrole. But that was technically my second sales role. My first one was adisaster, and a total failure was not happy. That's hilarious. Good on youfor first for leaving, but also for maybe having the intuition that notthat's not every sales job. You know, that was a pretty extreme case, likenot not calling it quits on an entire industry just because of that, that onejob. So you said that that's not the interview story, like, do you justleave that part out and you just talk about the other job as your first salesjob. I definitely leave that one out because I don't quit after six weeks.Um, is the best story also, since you know, I haven't had to go back to mySDR career and in a while since I've, like, you know, done other jobs sincethen. But even when I first started when I was actually interviewing for myfirst SDR position, I was really transparent. And I said, Hey, like Igot into this role kind of by accident But But I really am still passionateabout sales and learning about sales. So my manager totally empathizedbecause, um, I think that a lot of people have had similar missteps with,like, positions that say that their sales and there may be like notnecessarily sales or their sales for a company. And it's not the best companyto work for. I feel like we've all had the people who've gone throughsomething like that or have gone through it ourselves. Yeah, totally.And everyone gets, um everyone gets, like, you know, one of those situations.I feel like where you get there, and it's just not what you thought it wasgonna be. And it might be six weeks. It might be six months. It could be a fewdays. And you're just like, this is not This is not what I thought I signed upfor. So I think everyone, everyone gets one of those at least one of those intheir career. This is just a quick side tangent. I'm putting a few piecestogether that you went to University of Chicago. You studied it. Sounds like inFrance, and now we're in sales development. Do you know GabrielleBlackwell? I know her. We went to the same college. That's what I'm saying. Ididn't know if it was if you're the same age or if you crossed over or not.I don't even know how big University of Chicago is. So she was several yearsahead of me, so we didn't cross over at school. But then, since we were bothliving in Chicago, I mean the sales world of black women is not that large.So I met her very quickly when I started in my sales career. Got it?Okay. Yeah. Um, I've gotten to know her the last few months and brought up thesame questions like you were. You went to University of Chicago, and you gotthis degree and this. And like, you're in sales, like, you know, it's like,you must be really smart. So Okay, that was just a quick tangent plug. Yeah.Yeah. And I, um, we actually run a clubhouse together, um, called Set itoff. So if people want to kind of follow along with that, um, it's likeevery we alternate between Saturdays and Sunday afternoons, but yeah, andthen we just talk about, like, essentially the sales industry. It'scalled sales excellence tips, um, and information technology off the record.So set it off. Great. And you can hear me and Gabrielle talk to each otherabout things like this. Oh, see, I was going to ask you about that. I didn'tknow that you ran it with her. Yep. Yep. Me, Gabrielle Madison, Mobley andHannah in Chicago. Okay, I love it. So that's every you switch betweenSaturdays and Sundays. Um, and you got it. Okay, so let me just throw it outthere. Like how? I guess, you know, naive. I am about clubhouse wasactually listen into a group last night. I'm trying to get into it, sell me onclubhouse, sell me on what your group is and like, Why? That's why this is,like, the next big thing coming up. Yeah. So honestly, I am alwaysskeptical about new social media is because there's always something newthat you're going to have to adopt. And so, for me, when I start out withsomething, I'm like, Okay, is this something that I'm really going toadopt? And then I'm also going to see value from Am I going to learnsomething from this? Am I going to be able to engage with new people on this?And I think clubhouse, like, marries...

...those two things really, really well,because essentially on the platform, you can kind of drop into rooms thatare specifically relevant to you. So I'm in a lot of rooms about like, youknow, black people in technology on black, like mental health and wellness.I'm in rooms on like entrepreneurship. I'm in rooms on career development, soyou can really make it what you want and find, um, kind of like mindedpeople to connect with. So it's really helped me expand my network. And then Irun. Um, like I said, like I helped run like, set it off And so that's just anopportunity to help educate other people. So there's a lot of people whoaren't necessarily in the technology industry but who want to learn about it.And they want to learn how to get into the tech industry. And that's like oneof my main passions is really helping people from underrepresentedbackgrounds get into the technology industry. So it's a perfect platformfor that because you've got to just, like, have a really, really broad reach.I feel like linked in your limited to your professional network and kind oflike connections from people in your professional network. Clubhouse is somuch more open. There's so much more room to kind of like interact with newcommunities and new people on the platform, and then it does really helpyou. You know, if you get to, um, chat about topics that are relevant, to youand then people can kind of come in, listen and learn from you. You learnfrom others. It's very, very great for information sharing. Kind of like ithas a different value proposition than linked in. And I just love how therelive. Um, I call them like live podcast. I don't know what clubhouse likes torefer to them officially, but it's great because you can haveconversations like this that can be a little bit less formal and people cancome up. They can ask you questions. And I just think it's really, really,like taking off for a good reason. Yeah, I'm sold. I like that pitch. I'm gladI'll be there. I'll be there at one of the next. Set it up, so I'd love to.I'd love to listen in. Amazing. So you brought up. You know, your passiontowards helping underrepresented groups get into technology, and that's where Iwant to really spend a lot of the you know, the heart of this conversation onso that you were part of a group at LinkedIn, your co chair of the revenuecollective of color. You know, your head of strategy for us in technology,so I'd love to. I'd love for you to maybe just kind of frame what's goingon, Like why you are so passionate about that. And then maybe we can getinto each of those or at least the latter two groups that you're a part ofright now for Revenue Collective and also for us in technology afterwards.Yeah, absolutely. So just like to, you know, at a high level, I've only beenin the sales and like the technology and industry for the past three years.And I think after, you know, my first couple of years, I just realized thatthere was such a lack of representation. You know, at my first company, I wasone of maybe two black people when I first started, and I just realized, youknow, for the way that I think about it is, there's a relatively low barrier toentry for sales. If you're strong communicator, if you're empathetic, ifyou're thoughtful, if you're intelligent, you can do sales. You knowthe tangible processes can be taught to you as long as you can be, you know,communicate with clients. And so I was wondering, you know why there weren'tmore minorities in technology sales industry because there are so manypeople who are really thoughtful, intelligent, strong communicators,gritty and driven. Who could be doing this, who just either aren't aware ofthese opportunities or aren't given access to these opportunities. And soit kind of became my passion to get involved in as many things that I as Icould to try to rectify that. So when I joined LinkedIn immediately, I joined.So the Black Inclusion Group I was the co leader of the Black Inclusion Group,which is just the black E r G. And then I came across revenue collective ofcolor because and actually, revenue collective of color is the reason Ijoined Revenue Collective because I had...

...known about Revenue Collective, the VPof sales at my first company, Axa, or I guess my second company since we'rebeing honest. But sales at Axiom was a member of revenue collective, and so Ihad known about it. But then I saw a post by Devante Jackson Lewis at thebeginning of 2020 just about how he was starting this, um, kind of like subsetof revenue collective called R COC. revenue collective of color. I reachedout to him on LinkedIn. I said, I don't even know if I have enough experienceto join Revenue Collective. But you know what you're doing here. So amazing,so impactful. I would love to be a part of it. And so that's kind of how Iactually got into revenue Collective. And then I helped, um, kind of kick offlike our COC with devante. So we started, like, hosting events. Um, westarted kind of like I actually like one of the first events that Iorganized was right after, kind of like the the unrest over the summer and allof everything that was happening with, like, black lives, matter and themovement. And there were so many conversations being like happening, Iguess, like internally at LinkedIn and more broadly across like differentgroups and across linked like, you know, the Lincoln platform. And I was justseeing all of that. And so I wanted to organize an event between our c, o. Cand R COC allies just to bring together, like, you know, some really top salesprofessionals and sales leaders to have a very like open conversation and opendialogue around like race and around. You know, the ways that, you know racecan kind of like present itself in in the workplace. So that event was likeone of the highlights, I guess, of like my 2020 because I was able to chat withpeople and just be really, like, open and transparent about some really, really difficult subjects.And it was, like, so amazing how receptive the RCSC allies were to likehaving that conversation. And it just like, made me realize that, like thecommunity that we have that supports black lives matter and that supportslike diversity, inclusion in the workplace is much larger than we thinkit is. We're just not, I guess, like leveraging our resources in the rightway to be able to actually change this problem, because there's so many peoplewho are allies who do support this, who do think that there needs to be morediversity, but they might not necessarily have the tools to actuallyachieve that. So from that event I actually met Dalton Van Hatcher, who isnow one of my mentors, and he introduced me to us in technology. Sohe afterwards he says, Hey, Alexis, like, I feel like this is somethingthat you're super passionate about, Like we're starting an organizationthat's really trying to help diversify the technology industry. So he broughtme on to kind of like the founding team and that leadership team, and now we'reactually providing companies with tangible ways to address the lack ofdiversity in the organizations. So not only do we have, like, a pool of likementees, we have about 100 mentees at this point who are minorities who welike, have coached and trained and who are ready for, like, entry level salesdevelopment roles. But we also, on the flip side, have diversity and inclusionconsultants who can help, like, create, like, more organizational change. Sowho can help educate the members of, you know, your executive suite? And whocan provide, like, tangible, like coaching and training to frontlinemanagers who can provide resources for, like, actually like creating moreinclusive hiring practices? And so, you know, we identified an issue, and nowwe're providing companies with a really tangible way of like Okay, we're a D Istrategy company. If you're lacking like diversity inclusion, we're givingyou an easy way essentially to I mean, it's not easy, but we're doing a lot oflike the heavy lifting in terms of like, helping you address it and helping yousolve, because I think a lot of organizations they don't even knowwhere to start. So that's kind of like my story and how all of those thingstie together. Yeah, I love that. And there's a few things I heard from methat I want to kind of double click on.

And, you know, again, this is for theleaders that are listening to this podcast. A lot of folks are VP level Csuite level senior directors that have full teams that they're trying to run.And, you know, let's assume that those folks have tuned in because they'rebought in here on what you're saying. They bought their bought in on and wewant to be part of, you know, making a difference. But, you know, one thingthat you mentioned was they might not have, you know, the tools or they mightnot have the They might not know how to do it to give people the awareness andthe access. Those two words stood out to me. So if I'm if I'm running a salesor marketing team and I'm a VP and I'm planning to double the headcount and Ireally want to work on the diversity and inclusion of my team, what steps doI take, like, how do I make that happen in 2021? I know that's a kind of a bigquestion, but I'm curious what your what your first steps would be. Yeah,okay, so the way that I think about it is historically, you need to double theheadcount of your team. So how do you do that? Most people will rely onreferrals, and they rely on referrals because it's the easiest way to hire.But referrals tend to create a team that's very similar to the makeup ofyour existing team. So a lot of the people in my network, when I refer areactually diverse and they're actually minorities. But if your entire team islike white men, then the majority of your referrals are going to be whitemen. This is actually an issue that I've seen at a lot of companies thatI've worked at almost actually, almost every company that I've worked atbecause it's so much easier to hire through referral than actually likerecruiting for diverse talent. So a lot of companies have said, Okay, well,let's try to, like, recruit at, like, hbcu s or do something or, you know,kind of recruit from, like, different groups. But that's really not scalable,especially for recruitment team that's pressured. Okay, so you're trying todouble your team, so you need to hire like, 20 SDRs. That's really notscalable because it's really challenging. I mean, we all know howchallenging it is to like to recruit from from college is that maybe thosepeople don't necessarily know what a sales role entails. I think that's alot of the issue, is like there's a lack of education for minorities andI'm like, Okay, you can have this really successful, lucrative career intechnology sales. A lot of them aren't even aware of it. A lot of like youknow what their goal towards is like more traditional careers, like eitherin medicine or law or banking and finance. So that's a part that's likeon kind of like us in the communities like us in technology and similarorganizations to educate the population. But for a VP of sales, what you'rereally going to need to do is rely on, I guess, like organizations that arethat are specialized in this Because if you go to recruit at an HBCU and you'resaying, Hey, you can come work at my at my company But you're going to be theonly black person that I've ever hired That's not the most compelling thingfor for someone to to do you know, if your doesn't have an E r G if they'venever even heard of your company, I mean, a lot of like people, you knowwho are, you know, minorities. They haven't heard of a lot of the techcompanies that we know are great organizations to work for. Um, but yeah,they know what like Mackenzie, you know, consulting is they know what it meansto work out like Andy Y or something like that. But so if you say hey, comework at my company, you've never heard of us. You're gonna be the only blackperson, and I've also never manage someone like you. It's not supercompelling. And also we don't have any er, gs or anything to support you. Sothat's why you need to take a step back. And I think that us in technology doesa really good job of like we're kind of function like an external e r g likewe're not a We're not a staffing firm. We're a community like we have anentire slack community, very similar to revenue collective, with a ton ofengagement. People are supporting each other as they go through. Interviewswere having conversations about imposter syndrome. We're havingconversations about what it means. If you're the first diverse, higher orwhat it means that you're the only diverse person on your team. We provideresources. And so a lot of the issues with minorities coming into companiesis black and Latin. Ex employees are...

...3.5 times more likely to turn over intheir first year than their white and Asian counterparts. And that's a hugeissue for companies because it's super expensive to have to essentially try tohire a bunch of minorities and then have to back fill them because theydidn't have the proper resources or infrastructure in place to support whatit means to like coach and develop and retain diverse talent. So essentially alot of what it comes down to is like you need to be educating your frontline managers on what it means. Like what it means to hire or to manage a adiverse candidate. You need to be educating your recruiters on how tosource and identify diverse candidates. I mean, we're even seeing still anissue with having like women in the workplace. I mean, you know my company.Right now I'm one of three or three women, maybe on like our entire salesdevelopment team, like that's still issues that we're still seeing a really,really big gaps. So how are we actually like attracting and recruiting evenwomen? Because that's something that we've been working on for the last time.I mean, I think as a tech industry is something that we've been trying towork on for the last, like 5 to 10 years, and there's still some gaps andthen so once you kind of get those things down and also educating yourexecutive suite on like Okay, do you need someone who you make? If you'resmaller organization, maybe you don't need a full chief diversity officer.But do you need someone external to come in and provide recommendations? Imean, like I said, like there's Austin Technology has consulting service.There's other organizations that offer diversity and inclusion consulting togive you tangible steps and a tangible plan to actually, you know, work onyour creating a more diverse culture. And so a lot of like companies like,you know, you can have someone come in and consult your sales. You want how toimprove your sales process is it's the same. It's the exact same kind of idea,but you're gonna need to invest in it because this is not a problem that'sgonna get solved by, you know, sending your recruiters to recruit at, you know,a couple HBCU s. It's a problem that you're going to actually have totangibly invested because of your company's already like 300 people, andthere's no black people in it that's not going to change overnight. Yeah,and you mentioned something to about, you know, the frontline managers, right?And like, let's say that you know, in the scenario, you're starting to make adifference, right? You're starting to build up a board diverse team. You'redoing those initial steps. But then it's like, Okay, well, we need to alsoeducate the frontline managers on how to manage a diverse team. Right? We hada session at our general kickoff last week as a company, you know, talkingabout all the different unconscious biases that are at play here. That andbringing awareness to that. And so could you talk a little bit about thataround like, let's say I'm a front line manager and I've never Maybe I've neverbeen a manager of people before, let alone of people of differentbackgrounds than myself. So anything that you would say to those folks ortwo again, that VP of sales that has to coach those folks to be a better leaderon a more diverse team? Yeah, absolutely. And I think that well,first of all, there's so many resources out there. Actually, when I was workingat LinkedIn, we actually put together an unconscious bias training, and wealso put together training for, like, coaching and developing diverse teams.It was free when I was working at LinkedIn for actually all companies. Idon't know if that sense change they don't hold me to that. But it'sdefinitely something that's accessible through LinkedIn learning and oncoaching frontline managers. The way that I think about it is if you're afirst time manager, you're learning so many things like you don't know how tome. You don't know how to like, run a one on one. You don't know how you'resupposed to be and this is coming from me because I'm actually the first timemanager as of three weeks ago, so I don't know how to, like, run aneffective, like one on one with my team. So I have to learn how to do that. Idon't know how to, um, how am I supposed to recruit? So I need to learnthat. I mean, I have recruiting experience, but like, you know, just asan example, like, I don't know how to lead a team meeting. So I learn yourely on your you rely on your network. You rely on your mentors who have doneit before. You read books you like.

Educate yourself. It's the same thing.I just think that, you know, people just haven't made it a priority toeducate themselves But there's so many resources out there, especially overthe back half of 2020 that have actually been developed to educate, youknow, managers on these things. So the same thing, the same way that you wouldresearch anything else. You know, you need to research how to be an effectivemanager to a diverse team, and what I'm hoping is that we're going to see waymore diverse team. So this should become less of a concern. You know,ideally like I want to see a world where most teams are are diverse andalmost all teams are diverse. And so it's going to be There's gonna be alearning curve. There's going to be mistakes made and I actually think,like, you know, in full, just like transparency and like being reallyauthentic, you're going to make mistakes. No matter who you're managing,you can never be a perfect manager, but you have to be willing to have thoseconversations and you have to be willing to try. And I think that a lotof people get really scared and they don't want to say the wrong thing, sothey end up not saying anything at all. and that can be way worse. Like when Iwas at Lincoln and I had a phenomenal manager, she was actually like This wasnot her first time managing a diverse team, so she had done it before in thepast. But she was so good at having open and honest conversations, and shewould be transparent. She's like, Hey, Alexis, I don't know what you're goingthrough. I want to know how I can support you. Do you want to have aconversation about this? Do you want to not talk about this? And this was withGeorge Floyd and everything that was going on at the time. But you have tobe willing to be vulnerable as a manager and admit that you don't knoweverything and that you're never going to be perfect. But the more that youtry, the more that you're going to learn, like the same way, like if youever in a situation as a manager where you did something wrong, did you beatyourself up about it, or did you try to learn from it? And I think that's whatthe most important part about it is. It's like educate yourself as much aspossible. But don't be afraid to have those hard conversations, and it'sprobably going to make you feel more uncomfortable than it's going to makeyou know the person on the other end of it, because I think like as, um Ipersonally as a minority in the workplace, like I've had all of theseconversations, I've had all of these really hard conversations and you cantell when someone's like, super uncomfortable and trying to beat aroundthe Bush and personally, like, I just prefer my managers to be, like, reallydirect and really up front because it just seems more genuine. Does that makesense? Yeah, no, it totally does. And I think that's a great point that it'sbetter to have the conversation right and and maybe mess up or, you know, saythe wrong thing accidentally than to totally avoid right, because there'snothing gets solved. Nothing gets better. Nothing gets fixed or avoided.So it's It's about being open and vulnerable and having thoseconversations and sounds like in that case of your last manager, she had avery high, you know, emotional intelligence of just being able to tryto deal with a tough situation and, you know, try to try to make it morecomfortable, right in a very vulnerable situation. So I think that's great. Somaybe you could just kind of, like, show off for a second. With with us andtechnology, maybe you could just rattle off. If there's some key companies thatyou're working with right now, you know, this isn't meant to be like, you know,a promotion for it, but I'm happy to do so. Who are some of the folks thatyou're working with right now in the tech industry? In terms of companies?Yeah, absolutely. So right now, actually, a lot of our partnershipshave come through revenue collective because, hey, well, because, you know,it's like an organization that I think everyone, actually 100% of ourexecutive leadership team at us and technology is a part of revenuecollective. And so a lot of what we do is like we see, like, who's hiring likeseeing like, Okay, who's looking at a lot of the post coming through, likethe Diversity and Belonging channel or the RCSC channel of people who aretrying to hire for diverse talent. So partnerships right now include service.Titan is one of our largest partners.

We have placed. Oh, my goodness. Ithink at least like 10 mentees there over the past, Um, two months and yeah,well, they have made it a huge, huge priority to increase their You know,their representation of minorities in their sales development roles. It'ssomething that they have, like, really identified as one of their major goalsof 2021 they hire, you know, like, 20 SDRs at a time. And I think 50% of themare diverse. So they are, like, an example of, like, a top company interms of like, hey, we're going to really invest in like this, like,diversity and inclusion and, you know, increasing representation. Othercompanies that were working with our like Z scaler smartsheet data robot.Let me think we worked. We had partner with ship with rad wear trip actions.Wait, how could I forget? We literally place like three people are revenuecollective. Oh, really? We have, like, you guys, you're working with two ofthe mentees that I actually recruited. Oh, there you go. Well, I actuallydon't work at revenue collect, but That's amazing. I love it. It's agreat logo list. So I would definitely encourage again any leaders that aretrying to make a change and be part of that change to hit you up, or someoneat us in technology to have a conversation and explore those optionsto pivot a little bit before we wrap up. Obviously, this is the revenuecollective podcast. And you know, one thing that I love to ask people is like,how do you leverage this community? Right. I know we've talked about itfrom the perspective of our c o C. That you're the co chair of. I think youmentioned before the call that your new role you might have actually found onrevenue Collective. So I'd love to just hear, like, on a weekly basis ormonthly basis, like, how are you using it tactically, like you're going intothe slack channel lot? You're having one off conversations you're joiningWebinars. You know, some of the resources. I'm just curious how you useit to benefit you professionally. Yeah. So, um, I did actually find my newopportunity through revenue collective, so I was actually just, like,interested in getting into a leadership opportunity. I have been an 80 for thepast two years, and I really wanted to go into leadership. So, um, was lookingthrough the Jobs Channel and actually found this opportunity at sneak throughRC as as you mentioned. Yeah, I I helped co lead revenue collective ofcolor, so that takes up a lot of my time in terms of like, planning.Different events were actually hosting a trivia Black History Month triviathat's actually open to everyone next Thursday. So that should be really fun.But that's a lot of what I do. And then I actually started in 2021. I havestarted using the SDR Leadership Channel more so. Revenue collected forme has always been, um, the perfect community for professional developmentbecause you kind of get to pick and choose what areas you're looking toimprove upon. So I was just added to the SDR leadership channel, and I justget to follow along with Okay, what webinars are they hosting? So on Mondayor Tuesday, they had a webinar on career path thing for SDRs, and so Ilistened in on that. It was for, um, for kind of executives chatting for SDRexecutives chatting about that. So I have been really, really leveragingthat channel. I've been I love one on one connections through revenuecollective. So if I see someone who's like posting something that I findinteresting or if I see, like, content that I find, you know, superinteresting that someone is kind of like like commenting on, I willactually like d m that person and see if I can't get a conversation. I joinedthe Austin the 80 X Channel when I moved to Austin, and I got to meet likeseveral people who live in Austin as well and are in the tech community here.So I'm really excited for when, um, things open back up after covid and wecan actually have, like in person, kind of like meetings and conversations andcoffees and dinners. So I can, like,...

...embed myself more on this tech like thetech community that exists here. And that's actually really growing. So Ipersonally, like love using revenue collected for networking. I have met somany I've met friends through revenue collective. I've met the people that Irun, um, set it off with revenue collective. I met the people, um, that,you know, I met like us in technology through revenue collective. So I andI'm a big networker. I'm huge on personal branding and networking andkind of professional development. So that's something that I've alwaysencouraged. When people ask me, should I join Revenue Collective? It is aresounding yes every single time. If you're a sales person who's likeserious about their career and serious about their personal and professionaldevelopment and also interested in expanding your network. If you want todo one of those things, if you want to do all of those things, if you want todo a couple of those things, revenue Collective is 100% for you. People askme if it is worth it, and I say it is more than worth it. I would not bewhere I'm at in my career without it, so I just I can't recommend it highlyenough. I love it. That man, we gotta We gotta click that and send thatdirectly to Sam Jacobs himself. That's a that's a high endorsement, absolutely.Using your testimonials used it in I'll be the What is It called commercial.That's unreal. That's unreal. I love it as we're wrapping up here. One lastquestion for you. I'm a huge reader, and I'm always interested. Like ifthere's a book that you're currently reading right now, that has impactedyou maybe recently or one that you tend to recommend to people or give out as agift or anything like that that comes to mind of any books that, you know,actually picking up on Amazon. Any topic. This is great. So this isamazing. So actually sneak also a little plug for sneak. We are hiring.Shout out to sneak, Shout out to Sneak. We're hiring STRS and A s and customersuccess. Always great company total opposite. Highly recommend. But sosneak provides us with access to learn obliquely, which is essentially, theygave us $600 for the year to buy whatever like professional developmentcourses you want and whatever like books you want. So when I just startedmy leadership journey, one book that I was reading at the end of last year wasmindset, which just talks about having a growth versus a fixed mindset. Iabsolutely love it. It's been so amazing and helping me reframe, I wouldsay like mistakes as learning opportunities because something that Ican sometimes do is get really hard on myself. If I, you know, I feel like Imess up or feel like I let people down, and it has helped me so much in mygrowth as a leader, so highly recommend that. But then I also just orderedthrough learning really extreme ownership. I'm super excited to readthat, so I haven't started it yet, but it has been recommended to me bymultiple people. And ownership is something that I, you know, take superseriously, especially kind of like juggling multiple different commitmentsand trying to give you know my time, you know, try to split my time between,like multiple, different avenues. I'm super super excited to read a book thatjust gives you like tangible ways to take more ownership of, you know, youryour calendar of your commitments and all of those things. And then anotherbook that I've ordered but I have not started reading yet is primalleadership that was recommended to me by my, um, my current manager. And it'sjust using emotional intelligence as a leader. And so emotional intelligence,especially as someone who studied like a lot of psychology, is something thatI find so fascinating and so interesting. And I want to tie and, youknow, trying to figure out what kind of leader I want to be. I definitely wantto leverage emotional intelligence in any type of, like coachingconversations or training or professional development and workingwith the people that I'm managing. So I am so excited to, um, learned aboutemotional intelligence as a skill for leaders. So that book just cameyesterday. I'll have to let you know how it goes. But I am really pumped forthis one. Please do so we got mindset,...

...extreme ownership and primal leadership.I have not read the last one, but I will tell you mindset and extremeownership, especially mindset that changed everything honestly, like bothprofessionally and personally, with relationships with, like talking aboutgrowth mindset. I mean, Carol Dweck is unreal, so I could not give those twobooks a higher endorsement. So I'm glad you read mindset. I think you'll loveextreme ownership. Perfect. Sounds like I'm reading the right content. Well,Lexus, I had a great time chatting with you as we wrap up here first, any lastwords that you have to revenue leaders and then let us know where we canconnect with you if it's linked to an email clubhouse. Otherwise, wherever isthe best place to chat with you after the show for anyone that like to dothat. Yeah, absolutely. I would say the best place to chat with me is linked in,um after working there for a year. It's like still my, you know, go to platform.So I'm actually relatively responsive to my LinkedIn messages if you send mea DM there. Alexis Matthews Um, I should say, like SDR Leader at sneak.So should be pretty easy to find on their clubhouse. It's just at AlexisMatthews. If you want to jump drop in to set it off, I also post before everytime we're running a club house. So if you follow me on LinkedIn, you'll beable to know what the links are to those different rooms that I'm that I'mspeaking in. And, you know, overall, if anyone ever needs kind of like helpwith, like diversity and inclusion consulting, filling your pipeline withmore diverse candidates. Um, just like having conversations with, you know,your leadership team. You know, whether it's from like a chief diversityofficer, whether it's just like your VPs who are trying to increaserepresentation or, you know, people who are, you know, people within theorganization who are really trying to make an impact to create a moreinclusive culture, Um, where they can retain more diverse talent. I'm alwayshappy to have those conversations high level, you know, not even having to dowith us in technology. But it is one of my passions because I think that themore people working on increasing diversity in the technology industrythe better. So, um, yeah, please connect with me. And thank you so much,Tom, for for having me. It's been such a pleasure speaking with you andhonestly, really energized to wrap up this week and, you know, get on withthe Friday Hell, yeah. Hell, yeah. I appreciate it. Thank you for coming on.Definitely. Everyone again hit up Alexis on LinkedIn. It sounds like thebest place to connect their check out some of the clubhouse series. I know Iwill. And, uh, if you're looking to make a change for your team. Definitelyask about us technology and learn more about that as well. Alexis, Thanks somuch for coming on. Thank you so much, Tom. Have a great one. All right.Thanks for tuning into that episode of the Revenue Collective podcast again.This episode was brought to you by six cents, powered by AI and PredictiveAnalytics. Six cents helps you unite your entire revenue team with a sharedset of data to achieve predictable revenue growth. Again, If you foundvalue here, I'd love if you left this show a five star review on Apple. I canalways reach out to me. My name is Tom Alamo. I work at Gone. And I do thiswork every single Monday for the revenue collected podcast. Until then,we'll see you next week. Yet after it say something Mhm.

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