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In this episode I break down the difference between slide decks and slide docs—and talk about designing intentionally for each. Many presentation problems don't stem from weak ideas or poor analysis. They come from using the wrong artifact for the job. Slides overloaded with text are often treated as presentations when they're really documents meant to be read. The result? Confused audiences, long meetings, and diluted messages. I explain why slide decks and slide docs serve fundamentally different purposes—and why trying to make one file do both almost always fails. In this episode, you'll learn: Why slide decks are spoken artifacts designed to support your voice, not replace it How slide docs function as read artifacts that must stand on their own without explanation A simple rule of thumb to help you choose the right format before you start building Whether you're preparing for class presentations, team meetings, interviews, or client-facing work, understanding this distinction will immediately improve your clarity and credibility.

Data doesn't persuade. Insight does. In this episode, I break down what effective data visualization really means—and why most charts fail to do their job. This isn't about making slides look prettier. It's about helping your audience think clearly, decide faster, and trust your analysis. Drawing on lessons from Edward Tufte's work and Good Charts by Scott Berinato, Gregory explains how to move from cluttered, confusing visuals to charts that make the point unmistakable. You'll learn: Why every chart should answer one clear question—and how to define it before you design How to match chart types to intent, so your audience doesn't have to work to understand your message What it really means to simplify ruthlessly, including what to remove, mute, or highlight Why message-driven titles dramatically improve comprehension How context, annotation, and design for the room turn data into evidence Whether you're preparing for class presentations, internship updates, or executive decks, this episode will help you stop using charts as decoration—and start using them as tools for influence.

The Glance Test is a simple but powerful rule for slide design: if your audience can't understand the point of a slide within a few seconds, the slide isn't doing its job. In this episode, I explain why slides that demand too much reading or decoding cause audiences to stop listening—and how the Glance Test helps protect attention during live presentations. You'll learn how strong, message-driven titles anchor understanding, why visual simplicity matters more than precision, and how to design slides that support your voice rather than compete with it. The episode also explores the difference between slides meant to be spoken versus read, where detail really belongs, and how passing the Glance Test leads to calmer delivery, clearer pacing, and more persuasive presentations. If your slides feel busy or your audience seems distracted, this episode offers a practical framework to fix both.

Many presentations fall apart not because the ideas are weak, but because the slides are doing too much at once. When a single slide contains multiple messages, charts, or competing points, the audience stops listening and starts decoding. In this episode, I explain why the "one idea per slide" principle is so effective—and why it's one of the fastest ways to improve clarity in presentations. You'll learn what "one idea" actually means, how strong sentence-based titles do most of the work, and how to use visuals that reinforce your message rather than compete with it. The episode also covers where detailed analysis belongs (the appendix) and how to use the three-second Glance Test to ensure your slides support your voice, not replace it. If you want your slide decks to feel calmer, clearer, and more persuasive, this episode offers a simple rule that makes a big difference.

Foster Alumni Share What They Listen For When They  Interview Job Candidates Every fall and winter, MBA students gear up for behavioral interviews with an understandable mix of anticipation and anxiety. We spend hours coaching them on frameworks, stories, and delivery. But nothing beats hearing directly from the people on the other side of the table. On this encore episode of Conversations on Careers and Professional Life, I brought together four Foster MBA alumni—now at Accenture, Google, Walmart, and Goldman Sachs—to share what they actually listen for when evaluating candidates. I spoke with each of them separately, but their messages converged with remarkable clarity.  Here are the big themes. 1. Preparation isn't optional—it's the floor, not the ceiling. Every alum highlighted the same point: the "Tell me about yourself" question is guaranteed. If you can't deliver a clear, structured, thoughtful answer, it signals a lack of intention. Adam Schmidt (Accenture) put it plainly: "This is a question you know is coming." Preparation demonstrates respect for the interviewer's time and respect for your own story. It's the discipline before the performance. 2. Authenticity beats perfection. Several alumni talked about sensing whether an answer felt honest, grounded, and human. Authenticity arises from knowing your stories well enough that you can speak naturally—not recite. Skylar Brown (Goldman Sachs) shared that authenticity often shows up in how candidates pause, think, and connect their experiences to the role. Over-scripted answers flatten your personality; thoughtful ones reveal how you'll show up as a colleague. Stoic reminder: focus on what is within your control—your preparation and your presence—not the outcome. 3. Your impact matters more than the résumé lines. At Google, Sam Eid looks for patterns that reveal how a candidate operates on a team. One of his sharpest insights: candidates who talk only in "I" form look self-centered, but candidates who talk only in "we" form leave interviewers wondering what they actually did. He advises framing a story around: The opportunity or challenge What the team achieved Your specific contribution What wouldn't have happened without you That last piece is gold. It's also how Google evaluates internal performance. 4. "Why this company?" must show you've done real homework. The alumni were unanimous: generic answers tank candidates. You should be able to articulate: What differentiates the company How its mission or values connect to you Who you've spoken with and what you learned Why this role aligns with your future trajectory Claire Herting (Nintendo, ex-Walmart) noted that specific, thought-out answers signal maturity and genuine motivation—not simply chasing the brand name. 5. Cultural fit isn't code for conformity—it's awareness. Companies want to see that you understand the environment you're entering and how you'd contribute to it. Whether it's humility, customer obsession, collaboration, or intellectual curiosity, your stories should reflect the behaviors that matter most at that organization. Not by forcing it, but by choosing experiences that naturally align. 6. The biggest mistakes happen before the interview. One of the most useful insights came from Skylar Brown: many candidates cast too wide a net. When you're interviewing for 20–40 roles you don't genuinely want, your answers sound hollow. Depth beats breadth. Focus creates authenticity. The bottom line Across industries and roles, alumni interviewers value the same things: Clear thinking Genuine enthusiasm Self-awareness A structured approach to storytelling A real understanding of the company and role Behavioral interviews aren't about trick questions—they're about surfacing who you are, how you work with others, and how you make an impact. If you're preparing for interviews this season, the wisdom from these alumni is a powerful compass.

In this episode of Conversations on Careers & Professional Life, we go inside the Autumn Quarter Integrated Case Competition at the Foster School of Business—a one-week sprint where MBA teams analyze an acquisition case, submit a written recommendation, and deliver a 25-minute presentation to faculty, alumni, and industry judges. I speak with three students from finalist teams: Nat Fernandes (Class of 2027) – whose team placed third, emphasizing early alignment and organized execution. Josh Gonzales (Class of 2027) – part of the second-place team, highlighting team cohesion built from day one and the importance of energetic delivery. Andrew Parriot (Class of 2027) – from the winning team, reflecting on iteration, practice, and transforming earlier missteps into strength. We discuss: • How teams approached analysis, collaboration, and slide design • The value of early relationship-building and role clarity • The pressure and payoff of presenting to the entire class • What these students learned about communication, strategy, and themselves along the way A great listen for prospective MBAs, current students preparing for next year, and anyone curious about how high-performing teams deliver under tight deadlines.

On this episode I share a principle that shows up again and again in great communication but is often overlooked by professionals: you have to earn attention before you earn understanding. Too many presentations, meetings, and messages begin with dense context, background, or data. But audiences don't start in "information-processing mode." They start in attention mode — scanning for relevance. If the opening doesn't grab them, the content that follows doesn't land. The core idea of this episode is simple but transformative: Engage first. Then inform. Attention Is the Gatekeeper We live in a world of constant distraction. Phones buzz, inboxes refill, and meetings stack back-to-back. You can't assume your audience is ready to absorb information the moment you begin. That's why starting with engagement is essential. As the episode puts it, if the first thing your audience hears is a spreadsheet, a data table, or a wall of bullets, "their brains will tune out before the thinking begins." Engagement isn't entertainment — it's a form of cognitive kindness. It tells your audience: Stay with me. This matters. What Engagement Really Means Engagement doesn't require charisma or theatrics. Instead, it's about delivering an emotional or intellectual spark that primes the brain for meaning. In the episode, you highlight several practical ways to create that spark: Start with a story — even a single sentence can establish stakes or human connection. Lead with a recommendation — clarity itself is engaging. Share a surprising fact — novelty triggers curiosity. Pose a thought-provoking question — questions pull the audience mentally into the conversation. Create simple tension — the gap between "where things are" and "where things could be." These techniques aren't gimmicks. They are proven attention triggers that open the door for the logic and evidence that come next. Why Engagement Works The episode lays out the psychology clearly: engagement activates emotion, and emotion primes the brain for comprehension. This echoes Aristotle's frameworks — Pathos sets the stage for Logos. When your audience feels something — interest, tension, surprise — they become more open to understanding and retaining information. Engagement isn't a bonus. It's the bridge between attention and insight. Then Inform: Delivering the Content Once you've earned attention, now you can deliver the substance. The episode reinforces a familiar structure for this phase: Lead with the key recommendation Share the top supporting reasons Present only the evidence necessary to make the case Clarify implications, risks, or next steps Make a clear request or action This sequence works because the mind prefers clarity before detail, destination before map. Engagement at the start makes this structure even more powerful: the brain is now on board and ready to follow. Avoiding Gimmicks Importantly, the episode emphasizes what not to do. Engaging first is not about jokes, theatrics, or forced "TED-ification." The goal isn't to "perform." The goal is to help your audience stay with you long enough to understand you. Engagement is the runway. Information is the flight. Both matter, but one must come first. A Leadership Habit Professionals who learn to engage first don't just communicate more effectively — they lead more effectively. Audiences trust them faster, stay with them longer, and remember their message more clearly. Before your next email, meeting, or presentation, try asking: What's my hook? Why will this matter to my audience right now? What moment will pull them in before I deliver the data? If you start there, the rest of your communication will feel smoother, clearer, and more compelling. Because if you want people to listen, you have to earn their attention. Only then can you earn their understanding.

Structure isn't a formatting exercise. It's the foundation of every clear, persuasive communication. Whether you're giving a presentation, writing an email, or leading a meeting, structure is the difference between an idea that gets ignored and an idea that creates action. In the latest episode of Conversations on Careers and Professional Life, we explore why structure matters so profoundly — and how leaders, students, and professionals can use it to communicate with more clarity and impact. Why Structure Matters Human beings aren't wired to process information in random fragments. We make sense of the world through stories — beginnings, middles, and ends. As you put it in the episode, we're not "data digesters"; we're storytellers. And when communication wanders, attention wanders with it. A clear structure reduces cognitive friction. It guides your audience through the idea. It shows respect for their time and sets you apart as someone who thinks and leads with intention. The Universal Arc: Beginning → Middle → End The classic story shape applies perfectly to business communication: Beginning: What's the point? Middle: Why does it matter? End: What should we do? In practice, this means starting with your main idea — the recommendation, insight, or conclusion — and only then walking people through the reasoning. This mirrors the Pyramid Principle, but it also aligns with how executives think: give me the destination first, then show me the path. A Simple Structure That Works Everywhere: What → So What → Now What You referenced Matt Abrahams' framework from Think Faster, Talk Smarter: What: The headline or central idea So What: The significance — why it matters Now What: The implication or action This structure keeps communication focused and future-oriented. It helps audiences quickly understand context, importance, and next steps. And when you use it, people stop interrupting with "What's your point?" because you've already answered it. Slide Structure: One Idea, One Message Every slide should tell a mini-story: A clear title that states the point, not a topic A single idea supported by one graph, chart, or set of bullets Visuals that reinforce your narrative rather than compete with it The slide is scaffolding — not the building. Your voice delivers the narrative; the slide supports it. Meeting Structure: Avoid the Rudderless Hour Unstructured meetings drift. Structured meetings decide. A simple three-bullet agenda can turn an hour-long discussion into a 20-minute decision. Before any meeting, ask: What's the goal? What's the sequence that gets us there? What decisions or actions do we need? Structure creates momentum, momentum creates clarity, and clarity creates action. Editing as Structural Discipline Editing is structuring. This is where Chekhov's Gun becomes a communication tool: remove anything that doesn't serve the message. Ask: If I cut this sentence, slide, or data point, does the meaning change? If not, remove it. Editing isn't erasing work — it's generosity. It gives your audience time and brings clarity. Remember the ABCs! A Simple Method for Structuring Anything Identify your main point. List two or three reasons that support it. Add only the evidence necessary to prove those reasons. Arrange it in a natural sequence — then cut everything else. It's deceptively simple, but rarely done well — and that's why it stands out. The Leadership Signal Ultimately, structure is more than communication mechanics. It's a leadership signal. Structured communicators show that they think clearly, respect their audience, and understand how decisions get made. The episode closes with a reminder worth repeating: Structure isn't just a communication tool. It's a mark of how you think. And it matters more than most people realize.

On this episode, I cover the ABCs of professional communication, just as I teach them to my MBA students. One of the simplest ways to elevate your professional communication—whether you're writing an email, pitching a strategy, or presenting to senior leaders—is to filter your message through three words: Active, Brief, and Clear. They sound basic, almost obvious. But in practice, they create a powerful discipline that separates high-quality communicators from everyone else. Active: Own the Message Active communication is energetic, direct, and accountable. It starts with the choice to use active voice—"We analyzed the data" instead of "The data was analyzed"—but it goes beyond grammar. Being active signals leadership. It tells your audience who is responsible, what action is being taken, and why it matters. It brings confidence to your tone, clarity to your reasoning, and momentum to your message. Brief: Respect Attention Being brief isn't about cutting until your message feels hollow. It's about stripping away anything that dilutes the point. In a world full of competing priorities and overloaded inboxes, brevity is a form of respect. Shorter sentences, concrete words, clear slide titles, and focused agendas make your message easier to absorb—and easier to act on. Brevity doesn't mean simplicity of thought; it means simplicity of delivery. You're curating the signal, not broadcasting the whole noise. Clear: Make Understanding Effortless Clarity is the culmination of the first two principles. When your message is active and brief, clarity emerges naturally—but it still needs intention. Clear communication uses plain language, not jargon. It uses structure—beginning, middle, end—to guide your audience. It uses formatting and visual hierarchy to make information scannable. Above all, it ensures that your audience never wonders: What does this mean, and what should I do with it? Clarity is not optional. It's the price of admission for influencing decisions. Why ABC Matters When communication is active, brief, and clear, it's easier to trust—and harder to misunderstand. Your audience feels more confident in you. They're more likely to remember your message. And they're far more likely to act. Whether you're writing a memo, drafting a slide deck, or speaking in a meeting, the ABCs give you a repeatable way to refine your thinking and elevate your delivery. Active shows ownership. Brief shows respect. Clear shows mastery. Together, they define the core of effective business communication.

Logos, Ethos, Pathos: The Ancient Keys to Modern Persuasion In this episode of Conversations on Communication, I explore three timeless principles that sit at the heart of all persuasive communication: Logos, Ethos, and Pathos. They come from Aristotle, but their power is as relevant today in an MBA classroom, a boardroom, or a client meeting as it was in ancient Athens. When you learn to apply these three deliberately, your messages become sharper, more credible, and more emotionally resonant. Logos: The Logic of Your Argument Logos is the appeal to logic — the structure and reasoning that makes your audience think, "Yes, that makes sense." It's not only about data; it's about connection. Logos ensures that every statement you make clearly links to the conclusion you want your audience to draw. Facts, analysis, and evidence give your message weight, but they need to form a coherent chain of reasoning. In business, Logos often appears through charts, models, and financial analysis. But data alone doesn't persuade — logic does. The strongest communicators make the relationship between evidence and recommendation unmistakable. "We recommend expanding into Austin because customer adoption is 25% higher and logistics costs are 30% lower than comparable markets." That single "because" captures the essence of Logos. A final note: too much data can obscure your message. Your job isn't to share everything you know; it's to make the most important facts impossible to ignore. Ethos: The Credibility of the Speaker Ethos is the appeal to credibility and character. It answers the question, "Why should I trust you?" Your Ethos comes from more than your credentials. It's built through tone, preparation, and consistency. It's how you show that you've done your homework, that you understand the audience's world, and that your insights come from care as well as competence. You build Ethos when you say, "We didn't have complete customer data for the past two quarters, so we supplemented it with qualitative interviews to strengthen our understanding." That blend of honesty and diligence communicates credibility. Ethos is also shaped by how you sound and carry yourself. A steady pace, deliberate pauses, and confident posture project competence. Silence, used well, communicates confidence. People decide whether to trust you long before they evaluate your argument — so make sure your delivery earns that trust. Pathos: The Emotion of Connection Pathos is the emotional appeal — the part of communication that makes people care. Logic makes people think, but emotion makes them act. Pathos doesn't mean manipulation; it means connecting your message to human values, hopes, or fears. It's about showing why your recommendation matters beyond the numbers. "This expansion could help 10,000 small businesses reach new customers and create jobs in underserved communities." The data might stay the same, but the emotional frame transforms how people receive it. Stories, metaphors, and anecdotes are natural vehicles for Pathos. Humans are wired for narrative — it's how we remember and share meaning. A story can make your data come alive, and it helps your audience see themselves in your message. People may forget your exact words, but they'll remember how you made them feel. Bringing It All Together The most persuasive communicators blend all three: Logos gives your message clarity and structure. Ethos builds credibility and trust. Pathos creates connection and motivation. Together, they form the foundation of influence. You can think of persuasion as an equation: Influence = (Evidence + Economics + Emotion) ÷ Context Your evidence is Logos. Economics speaks to both logic and motivation — the bridge between head and heart. Emotion is Pathos. And Context — the audience, timing, and tone — determines whether your message lands. Lead with logic. Reinforce with credibility. Connect with emotion. Key Takeaway Before your next big meeting or presentation, ask yourself: Is my argument logical? (Logos) Am I credible and authentic? (Ethos) Have I made my audience care? (Pathos) If you can answer yes to all three, you're not just informing — you're persuading. And that's the difference between being heard and being remembered. Resources  Aristotle, Rhetoric Nancy Duarte, Resonate, Slide:ology, HBR Guide to Persuasive Presentations Scott Berinato, Good Charts Steve J. Martin, Influence At Work HBR: "The Science of Strong Business Writing," by Bill Birchard

In this episode of Conversations on Careers and Professional Life, I explire one of the most powerful frameworks for structuring clear, persuasive business communication: the Minto Pyramid Principle. The framework, created by Barbara Minto at McKinsey, is a simple but transformative way to organize ideas. Think of your communication as a pyramid: At the top is your main point — your recommendation, your answer, your "so what." Beneath that are the supporting arguments — the key reasons your audience should agree with or believe your main point. At the base are the evidence and details — the facts, data, and analysis that give those arguments weight. The beauty of the Pyramid Principle is that it works at every level. Your entire presentation can follow it, each section within your presentation can follow it, and even each individual slide can follow it. Every idea should ladder up neatly to the one above it. Why does this matter? Because most presentations and meetings fail not because the ideas are bad, but because the structure is confusing. When you cram multiple ideas into a single slide, include disconnected data, or bury the lead, your audience can't follow the story. If everything is important, nothing is important. The Pyramid Principle forces you to make choices. It asks: What's the single most important point I want my audience to remember if they leave after five minutes? That's the point that belongs at the top of the pyramid. Everything else exists to serve that idea—or it doesn't belong. Here's how to apply it. Start with your answer—your key recommendation. Imagine that the most senior person in the room gets a phone call and leaves six minutes into your presentation. If they walk out then, will they know what you're recommending? Don't make your audience wait until slide 17 to find out your point. Put it right up front. Then, support it with your major premises—ideally three. There's a reason consultants love the "rule of three." Research shows that once you go beyond three supporting points, credibility actually drops. Four or five reasons feel like overkill; three feels complete. For example: "We recommend launching the pilot in Austin—because customer adoption is highest, operational costs are lowest, and the competitive landscape is still open." That single sentence is a mini pyramid: a clear main point supported by three reasons. Each reason could then become a section, a slide, or even a paragraph of an email—each with its own evidence and analysis. Finally, check that every piece of content—every chart, bullet, and image—supports one of those reasons. If it doesn't, cut it. Anton Chekhov said, "If there's a gun on the wall in Act I, it must go off by Act III. If it's not going to be fired, take it down." The same is true for your slides: if it doesn't serve your main point, it shouldn't be there. Common pitfalls? Starting with background or methodology. You want to show your process, but your audience doesn't care how you got there until they know where you're going. Start with the destination. Overloading slides. Each slide should have one key message, and the title should say it, not label it. Instead of "Customer Survey Results," say, "Customers are willing to pay 20% more for faster delivery." Forgetting your audience. The Pyramid Principle works best when grounded in AIM—Audience, Intent, Message. Who are you talking to? What do they care about? What action do you want them to take? Before you build your next deck, don't start in PowerPoint. Start with a piece of paper. Write your main point at the top, your three strongest supporting arguments underneath, and then only the data or visuals that prove those points. When you've done that, you've built a story pyramid that's clear, concise, and persuasive. Remember—slides don't cost anything. Use as many as you need, but only one idea per slide. Start with the answer. Support it with logic. End with confidence. That's the Minto Pyramid Principle—and it's how you turn information into influence. Resources Mentioned Barbara Minto, The Pyramid Principle Nancy Duarte, Resonate and Slide:ology Scott Berinato, Good Charts HBR: "How to Give a Killer Presentation," by Chris Anderson

The AIM Framework: The Compass for Every Communication" Welcome to Conversations on Careers and Professional Life, on this series, I'm going to turn lessons from my MBA course, Professional Communication into practical insights you can use every day. I'm Gregory Heller, and today we're diving into one of the simplest—but most powerful—tools in communication, professional or otherwise: the AIM Framework, outlined by Lynn Russell and Mary Munter. AIM stands for Audience, Intent, and Message. It's a framework I teach in the very first session of my Professional Communication course, and it's one that I come back to again and again—because it works in every context: from team meetings to emails, from case competitions to C-suite presentations. Let's start with the "A"—Audience. Before you draft a slide, write an email, or step into a meeting, ask yourself: Who am I communicating with? What do they already know? What do they care about? What do they need to hear—not what do I need to say? As communicators, it's tempting to start with our own perspective: what we want to share, the details we think are important. But effective communication begins with empathy. When I teach this to my MBA students, I often remind them: if you're presenting to your project sponsor, that's one audience. But at your final presentation, you might have ten new people in the room—the sponsor's boss, colleagues, maybe other stakeholders. You need to know who those people are and what matters to them. At work, the same principle applies. A CFO and a Head of Marketing might look at the same data and see completely different stories. If you haven't thought about your audience, you're leaving understanding—and influence—up to chance. So before you even open PowerPoint or start writing, take five minutes to analyze your audience. Who are they? What's their level of expertise? What are they motivated by? And how do they prefer to receive information—visually, verbally, through numbers, through stories? That's the first step: know your audience. Next is "I"—Intent. Intent is your purpose. It's your North Star. What do you want your audience to do, say, or think after you communicate? It sounds simple, but this is where so many messages go off course. If you don't know your intent, you can't design your message. Do you want approval? Understanding? Action? Alignment? Think of intent as the destination for your message. You can't land the plane if you don't know where the runway is. When I talk with students about this, I often use an example: Imagine your boss calls you at 5:30 in the morning about a project problem. You're half-awake and you start talking before you've thought through what you want to say. That's when our thinking outruns our speaking—and that's when we say things we wish we hadn't. Intent brings focus. Before responding, pause. Take a breath. Ask yourself: What outcome am I trying to achieve here? The most confident communicators don't speak first—they think first. So that's step two: be intentional about your purpose. Finally, the "M"—Message. Only after you understand your audience and your intent can you craft the right message. Too often, we do this backwards. We start by writing the email, designing the slide deck, or outlining the talk—and then try to retrofit it to the audience. But when you've done the first two steps, your message becomes sharper and simpler. You know what to include—and, just as importantly, what to leave out. This is where clarity, concision, and structure come in. Every message should have a clear beginning, middle, and end. As I tell my students, "If you can't say what you're trying to say in one iPhone screen of text, it's probably too long." And remember the ABCs of communication: Active, Brief, and Clear. Active—use direct, strong language. Brief—say only what's necessary. Clear—make sure there's no ambiguity about your point. The message isn't just what you say, it's also how you say it: the tone, the channel, the timing, even the visuals you use to reinforce your point. Sometimes the best message is a phone call instead of a Slack message. Sometimes it's a short memo instead of a slide deck. The medium is part of the message. So that's the AIM framework: Audience, Intent, Message. It's deceptively simple—but that's its power. When you apply AIM before every important communication, you'll find that your writing becomes tighter, your presentations more persuasive, and your meetings more productive. You'll waste less time explaining and more time connecting. So next time you sit down to prepare a talk, an email, or a meeting agenda—stop and ask yourself three questions: Who am I talking to? Why am I talking to them? And what's the clearest way to get them to act? That's AIM in action—and it's the foundation of every great communicator.    

On this episode, I talk about something that comes up all the time in my coaching sessions with MBA students—and that's networking. I've talked about it before on the podcast on episode 1202 "Reframe the way you think about networking and asking for help" I'll drop a link in the show notes.  I encourage you to go back and give that one a listen.   As generative AI has proliferated on both sides of the job search with candidates using it to submit more and more customized applications, and recruiters using it to filter through piles of hundreds or thousands of applicants, relationships are once again increasingly important in learning about opportunities before they are public, and securing interview invites.   So many job seekers have what I call the hunter/gatherer mindset in their job search: they scour job boards for opportunities, and submit applications.  I would encourage anyone in an active job search -- or anyone who thinks they might be in an active job search in the next 6 to 18 months, to adopt what I call the gardener mindset.   Let's dig in. (no pun intended)   If you're like many MBA students—or honestly, professionals at any stage—you may have a complicated relationship with networking. You know you're supposed to do it. You've heard it's important. But maybe it feels awkward. Transactional. A little sleezy even. I picture Christian Bale as Patrick Bateman in American Psycho with his heavy-bond embossed business card.   Maybe you don't want to "bother" people. Or maybe you're waiting until you have a clear goal or ask before reaching out. I get it. That hesitation is totally normal. But here's the thing—networking is not a one-time transaction. It's not about reaching out only when you need something. It's not just about collecting contacts on linkedin like pokemon cards. Networking—effective, sustainable, authentic networking—is about building relationships over time. That's where the gardener mindset comes in.   Imagine you're a gardener. You don't just toss seeds into the dirt one day and expect to harvest a salad the next.   You prepare the soil. You plant a variety of seeds. You water them. You protect them from frost. You wait. You come back to check on them. Sometimes they sprout. Sometimes they don't. Different plants mature on different schedules. Some may require years before you are ready to harvest anything.   The same is true for relationships in your professional life. When you meet someone at an event, or reach out for a coffee chat—you're planting a seed. Having that conversation is watering it. Following up with an authentic note is watering it. Another follow up after you took some advice they gave you… is watering it Sharing an article or podcast with them, or  an update on your journey—that's watering it.   When you refer someone else to them, or cheer on their LinkedIn update—that's tending the garden.   You're not always sure which seeds will grow or when they'll bloom. But if you keep showing up, nurturing those relationships, you'll start to see the garden take shape. And here's the beautiful thing: relationships compound over time. Opportunities, referrals, mentorship—they often emerge from the people you've been in touch with for years, not just weeks. But you have to invest in those relationships before you "need" them.     So how do you network like a gardener? It's like the old saying, when's the best time to plant a tree? 20 years ago. When's the second best time? Today.  So Here are a few quick tips: Start early.  Plant the seeds now. Just like a health garden will be diverse, you need a diverse strategy: reach out to current contacts, reconnect with old contacts, attend events to make new contacts. Be curious, not transactional. Ask questions about their path. Their decision points. What they've learned. I love Steve Dalton's TIARA framework for informational interviews, that stands for asking questions about Trends, Insights, Advice, Recommendations, and Assignments they are working on. Listen to my conversation with Steven, I'll drop a link in the show notes. Follow up thoughtfully. A quick note saying "Thanks again, I found your advice helpful" and specifically name what was helpful! A personal message -- it doesn't have to be long -- will go a long way. Give back when you can. Share an article. Introduce someone. Celebrate their wins. Ask them if there is anything you can do for them in return. That kind of reciprocity can build rapport. Track your outreach. Not to be mechanical—but to stay organized. Relationships grow with attention. Especially when you are in a more active phase of your search, develop a system for tracking your contacts. This can be as simple as a spreadsheet, or something more robust like a CRM.   Networking isn't about having the perfect pitch--or heavy bond, embossed business card. It's about building trust, credibility, and rapport. It's about investing in people and communities over time—knowing that some of those relationships will blossom into opportunities in ways you can't predict right now. So as you move through your MBA, or any career transition, I invite you to think like a gardener. Be patient. Be intentional. Keep planting. Keep watering.   And trust that the harvest will come.

On this episode, I speak with Lorraine Rise, career coach, founder and CEO of Career UpRising and host of the Career UpRising podcast. With a background in federal recruiting, Lorraine has spent a decade empowering mid- and late-career professionals through career pivots and values-driven job searches. We explore: Redefining Networking Learn how shifting from transactional outreach to authentic relationship-building can unlock access to the hidden job market—especially valuable for MBA students and early-career professionals. Values‑Driven Job Search Lorraine shares her framework for aligning job searches with personal values and company culture—essential for sustained career satisfaction and resilience. Smart Use of Generative AI in The Career Search and Preparation From using tools like Perplexity for in-depth employer research to leveraging AI-enabled editing tools (not full writing), Lorraine explains how to stay human and personalized in your job applications. 🗝️ Top Takeaways Cultivate Deep Networks Investing in meaningful relationships leads to job opportunities that don't appear on public platforms. Anchor Your Career in Purpose A values-aligned job search ensures long-term engagement and less burnout. Augment with AI, Don't Automate Use tools like Perplexity to research roles and AI editors to refine application materials—while preserving your unique voice 🔗 Resources & Links Career UpRising Podcast – Lorraine's podcast, and my appearance on her show. Career UpRising Website Lorraine on LinkedIn Perplexity AI

It's May, and for many of you, that means graduation. Whether you're finishing your MBA or completing another academic journey, this is a moment filled with possibility—and uncertainty. Especially in today's job market, it's natural to feel some anxiety about what comes next. To support you in your job search, I want to point you to a few episodes from the back catalog that offer practical tools and strategies to help you navigate this transition. First up: Steve Dalton, author of The 2-Hour Job Search. In our conversation, he breaks down a step-by-step approach to landing interviews efficiently—even in a tough market. If you're looking to up your LinkedIn game, check out my interview with Jeremy Schifeling, co-author of Linked: Conquer LinkedIn, Get Your Dream Job, Own Your Future. He shares insider tips from his time at LinkedIn and how to stand out online. Jeremy also returned to the podcast more recently to talk about how job seekers can use generative AI tools like ChatGPT to improve résumés, write better outreach messages, and streamline the job search. Along those lines, Ryan Dickerson, an executive career coach, joined me to discuss how AI can support career transitions, especially for experienced professionals looking to pivot or reenter the workforce. And finally, don't miss my conversation with Priyanka Natrajan, a Foster MBA who used the AI-powered platform Yoodli to practice for internship interviews. It's a great example of how technology can help you build confidence and polish your communication skills. You can find all these episodes at conversationsoncareers.com or by searching for Conversations on Careers and Professional Life in your favorite podcast app.