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Episode 18 | Career Nation Show with Brian Lillie

“When you’re passionate about getting to the right answer or doing a great job, you’re not there to just get by. You want to approach it with energy and passion. Otherwise, that’s not a life worth living.”

– Brain Lillie, Career Nation Show, Episode 18.

Brian Lillie is a U.S. Air Force veteran; he has been the Chief Product Officer, Chief Customer Officer, and Chief Information Officer at leading tech companies like Equinix. He has led Sales Operations, Program Management and IT organizations at Verisign, Silicon Graphics. 

He is an innovative thinker and created a program for the Executive Education program at the Graduate School of Business at Stanford University, the predecessor of their current best-selling Innovative Technology Leader program.

He is a Board member at two public companies, Lumentum (LITE) and Talend (TLND), one private company (Advocate Insiders), and advises multiple startups and private equity firms.

He is a true mentor and is referred to by many in Silicon Valley as “Coach Lillie”.

In this episode, Brian shares amazing advice around leadership, about Tech, CIO best practices, about philosophy, and of course we will touch upon COVID19 among many other things.

Career Nation Show:

Hello and welcome back to another episode of the Career Nation Show. Today we are so lucky to have Brian Lillie on the Career Nation Show. Brian is a phenomenal Silicon Valley leader. In fact, the list is so long that I’m going to have to read my notes. So give me a moment here. Brian started off, he was an officer with the US Air Force. He has been the chief product officer, chief customer officer, and chief information officer at leading tech companies like Equinix. He has led sales operations, program management and IT organization at VeriSign Silicon Graphics and many other companies. You know, Brian is also an innovative thinker. He created a program for executive education program at the Graduate School of Business at Stanford University, which is the predecessor of the current bestselling innovative technology in theater program. Brian is also a board member at two public companies – Lumentum and Talent. Also board member at one private company, Advocate Insiders, and he advises multiple startups and private equity firms. Brian is a true mentor and is referred to by many in Silicon Valley as Coach Lillie. We will talk about leadership, about tech, about philosophy and of course we’ll touch upon COVID 19 among many other things. Brian, welcome to the show.

Brian Lillie:

Thanks, Abhijeet. It’s it’s my honor to be here and appreciate that long and beautiful introduction.

Career Nation Show:

Oh, absolutely. We’re so grateful to you to accepting this and actually taking time out of your schedule. You know, I want to dive into sort of your life story and, I got a chance to read your article, Lessons From the Camino and, in that article you talk about contrasting sort of the first half of your life and the second half of the life. And I personally found that very sort of deeply moving, very philosophical. Can you share a little bit, sort of the backstory about that and how it relates to your personal story, around those concepts of sort of the first half and the second half?

Brian Lillie:

Sure. Thanks for, for again, for having me here and, and for actually reading some of the things that I’ve written. I appreciate that. You know, they come from the heart and I think it’s because I feel fortunate, blessed, grateful to be where I’m at today. And, you know, it didn’t start out that way. I think like many of your listeners and people, everybody has a story. Everybody has an authentic story about themselves. And you know, in mine, you know, I really didn’t start out as Brian Lillie. I started out as Brian O’Connell. And my father died when I was nine and, and my mom remarried a couple of times, so I was Brian Anderson and then Brian Lillie. So I’ve had, you know, again, part of my story. And then my mother passed away when I was 19. And I remember I went into the Air Force, you know, because I wanted to make a name for myself.

Brian Lillie:

This whole first half of life is about, it’s sort of creating success or what you think is success. And so I, you know, when in the Air Force, they paid for my college, my undergraduate degree, so I’ll always be grateful for that. I went in and I served my country for about eight and a half years. Got out as a captain, I was Captain Lillie when I left the Air Force. And I went to Silicon Graphics and, you know, in the Air Force I was in satellite operations, command and control and technology. And then, you know, just leverage that background into IT at Silicon Graphics and then into the career that I ended up having. And so I get to this point now where in 2019 last year, you know, and I wrote about this is I just said, you know, what is, you know, what was I put on earth to do?

Brian Lillie:

And, you can look at this career and say, “Well, you were put on earth to do this career.” And I said, “Well, yeah, that’s one way to look at it.” But there’s this other half, and there’s two books that I strongly recommend. One is a book by David Brooks called The Second Mountain. And, what he talks about is that you go through this first mountain and you’re sort of building your career, you’re building a life. And then sometimes it doesn’t have to be. In fact, I wrote a note to him saying, you know, must it be a fall, but then you get into a valley. And that valley could be, you were fired from a job or there was a divorce or a death in the family or something. Then now you’re down in this valley.

Brian Lillie:

And as you’re coming out of that valley, you’ve had so much time to reflect and to think and to reassess about what am I put here for. And, so he called it The Second Mountain and he describes it as ‘where you’re doing much more maybe for the community or for others’. You know, in fact, he thinks this generation’s big call to action, so to speak, is to rebuild connection. You know, that devices and you know, it could be drugs, it could be whatever has pulled us apart as a community as supposed to coming together. So he thinks it’s connection. And it’s funny, I heard this, I listened to this on a podcast. And then I heard of second book and this second book is called, I have it here cause it’s Falling Upward by Fr. Richard Rohr.

Brian Lillie:

And Richard is a father. Rohr is a Franciscan friar in New Mexico. And he’s talking, it’s really very alternative way, but he’s got a really powerful message and I actually wrote about this and I wrote it down. I wrote it down because I think, I think this is important. He said, “You know, the first half of your life is building your sense of identity, importance and security.” And what he calls the false self or Freud, the ego self, et cetera. It says, “But inevitably you discover often through failure or a significant loss that your conscious self is not all of you but only the acceptable you. And he says, you will find your real purpose and identity at a much deeper level than the positive image you present to the world.” He goes on to say, “If the first half of life is building the ego or the container, the second half of life is finding the contents that that container was meant to hold. What is my education for? What is my self image, my money, my reputation for? What was I born to do?” And it completely hit me like a ton of bricks given where I am in my career, that what was I put here to do? What was I born to do? And so I’ve spent the last year just thinking about that question. And, and so that’s what I mean by it is it’s a deeper introspection about what, what you were put on earth here to do.

Career Nation Show:

Brian, that is so profound. First, thank you for sharing that with us. Thank you for your service. And I really am amazed at sort of how you’ve sort of connected all these dots between your early, early phase of your life, then the business and spirituality. And that’s one of the things that is so endearing about those comments is that, you know, everybody can identify with that and everybody has, as you said, has an authentic story. I love those books that you mentioned. And I’ll make sure that we put those in our show notes so that our listeners can enjoy those as well. I want to pivot a little bit to, sort of the, business of tech and, you know, today where you are, you know, large companies, large enterprise companies want to talk to you, startups want you on their board. And, in addition to your business expertise and tech expertise, and I’ve talked to so many people about you, Brian, there are some patterns that have emerged. And so as I do my homework before interviewing you, I wanted to sort of think about these patterns as specific keywords that I came across. Like ‘energetic’ came up a lot. ‘Generous’, very, it came up very often. ‘Altruistic’, and ‘passionate’, passionate came up a lot. You’re not like, you sort of put yourself completely into something and you’re passionate about it. So, you know, from your early days at the US Air Force and now high-tech executive, you’ve seen your, how have you seen your sort of leadership evolve? I mean, how have you become one of the most sought after as CIO and product leader? How do you see that journey?

Brian Lillie:

Yeah, well I’m glad those people said that. That’s, that’s good. I don’t know who you talked to, but I’ll have to, I’ll pay them later. You know, those words are really good and really powerful because, you know, when you, think about leadership, you know, I actually had a coach when I was… you know, right after the Air Force. And the Air Force, it’s kind of interesting. Air Force really teaches you service above self. That’s a, that’s a core principle. They teach you, that leaders, you know, the opposite of micromanagement. Because leaders in the military, all of a sudden you’re put into a new situation, leading a new team in a new mission, whatever. And so you really have to trust your team. And so this notion of, building a capable team underneath or as above really you should be view yourself as underneath.

Brian Lillie:

That’s right. It’s, it’s Servant Leadership. And that is, that is what it’s about. And it started there in the Air Force. And in fact, when I had this coach early in my, in my career, and I don’t think it was an STI, I think it was a very sign. She, she really said, “So what are those core element to who you are?” And she helped to bring them out of, you know, of how I had evolved, you know, from that time in the Air Force to the time at SGI. SGI I recall was really thrown into the fire when we were building what is now the Google Plex that used to be Silicon Graphics’s campus. And you know, I was working with brilliant engineers who didn’t really think much of the IT team, frankly. And, and so had to learn how to collaborate and be humble.

Brian Lillie:

You know, basically I have a leadership principle, Know Thyself and Be Humble, which is, you know, they were the experts. Heck, they were writing networking code, that we’re going into to, cutting edge at the time servers. And so, and so this collaboration, humility, et cetera. And what, what I discovered is, that, you know, they really very much appreciated throughout. When you’re passionate about getting to the right answer, when you’re passionate about doing a great job, you know, you’re not, you’re not there to just get by. I think that’s a life lesson. Like you don’t, you know, you don’t want to live life just getting by. You want to, you want to approach it with energy, you want to approach it with passion. Otherwise, you know, that’s not, that’s not a life worth living, at least from my perspective.

Brian Lillie:

And so, and so I think it’s wrapped around three core leadership principals, core values that I see and have evolved with as a leader. And the first one is, is a sincere care about people. I’m glad people commented on generosity and you know, altruism sometimes to a fault. But, but that care emanates from, I would rather see the good and the possibility and the potential in somebody and do that a hundred times. And yeah, I may be wrong five times, but I was right 95 times. Then take the other side and what are they after? What are they, so this notion of assuming positive intent, sincere care around people, you know, they have families they want to grow and become. So I think seeing that and believing that in my, I mean I believe it in my, in my soul.

Brian Lillie:

I think that’s the first value. The second value is, and I started, it’s funny with this coach I started with, well, I feel I can do anything. And she goes, “Brian, you’re a leader.” And I go, “Okay, I feel I can lead anything.” You know, I just changed dude to lead. She goes, “That’s it.” And so I think that started in the Air Force, but it started with an ability that says, “Look, as a leader, I’m not going to do it at all anyway. It’s the team. It’s the team, the team, the team that’s who’s going to do it.” Now you want to add value as a leader, you want to be able to help. You want to think about, the leadership model of Ken Blanchard, which has different styles of leadership based on where the individual is on that particular task.

Brian Lillie:

You know, do you directive to delegate, you know, coach to support. But at the end of the day it’s the people that are going to accomplish the mission. And so as a leader, I felt like I could lead anything. And I think that led to a mindset, that mindset led to opportunities where my CEO would say, “You know, you’re my utility player. I can, I can make you the chief customer officer, the chief product officer, and you’ll sort it out.” And then I’d say the third core value is, which I think is crucial and it’s important for us as individuals and it’s important for teams and it’s important for companies and even countries, which is people need a North Star. You know, there’s a proverb that says “Where there is no vision, the people perish.” And I think that’s incredibly accurate for teams, companies, et cetera is, is you need, you need to know where true North is.

Brian Lillie:

You need to set a North Star, you need to set a vision of what you’re trying to accomplish and by when and you need to go after it. You know, the mission to put a man on the moon. It by the end of the year, he was very, he set a vision, he was very specific, it was time-bound. It was all those things that define something smart. And he did it, with vision in mind. And I think that it’s incredibly powerful. people will over achieve for leaders that do and do that. And so, and so. I you know, as my time evolve from Air Force officer to manager, director, vice president, C-level, blah, blah, blah, board member, it really, that core has stayed consistent, because I think core values are that they’re core, they don’t really change.

Brian Lillie:

Yeah. I love that at so many different levels, Brian. One is that leadership is value based and it’s not just a point in time, it’s continuous. And, the other part that you mentioned, which is it’s not just about setting the vision, but the vision has to be clear. It has to be time bound and all of those things. You know, there’s something you’ve mentioned there, which it kind of, I took interest in that, which is I could lead anything and it’s not common, let me put it that way. It’s not common for someone to be a chief product officer and after some time a chief customer officer and a chief information officer, those are pretty distinct roles. So let me, let me ask you a question in a way that at least the way I think of things. For example, you know, when you think about sort of a startup land or tech land, companies that produce the tech, and I like to call it as the First Mile, right? And then you see sort of the land of the enterprise companies, CIO land where the tech is implemented, it creates business value, right? And your roles and your leadership roles have been sort of at that intersection of business and technology. And how do you see sort of this First Mile v/s Last Mile relationship?

Brian Lillie:

Well, yeah, that’s a good, it’s a good question. But I think I, so first of all to comment on your first statement about it’s uncommon. It is, and in some ways it actually confuses people. I think there’ll be, you know, well are you a CIO or are you a this or are you that? And, it goes back to the core value that I can lead anything. And it’s just in me. So, when they say, I can, and my answer to that is actually I am a leader and if you want me to lead this, this or this, I will lead it. And so, and that is not, it is not usual. So you’re right, cause I’ve gotten that feedback or you know, are you this or are you that?

Career Nation Show:

And frankly, you know, I think that uniqueness, that’s a rarity and that’s something that should be treasured because not everybody can do it. Right. I think that’s, that’s not everybody is a C level athlete is what I’m trying to say.

Brian Lillie:

Well, I, I appreciate that, but I tell you, and this, this goes back to being sort of comfortable in your own skin and confident in your own abilities is there are many that that want to put you in a box. And if they can, then you know, well, you know, it doesn’t compute. I don’t understand that. So I appreciate you saying that and let me tell you, I think that the triangle of those three in particular are more connected than people realize. Here’s why. At the core of it all is empathy. So if you think of a triangle of those three roles. So the first one is the CIO, and let’s, let’s not be the CIO in the company, but although you could, let’s be the CIO target customer. A CIO that’s in the company that’s selling the product to them holds a one on one with them and says, “Hey Sally, how, you know, how’s it going?”

New Speaker:

– “Oh, I’ve got, I’m, my hair’s on fire. I got all of these, you know, I’m fighting fires. I got, you know, this network outage over here, I’ve got an application I gotta deploy over here. We have a new yada, yada, right?” So CIO to CIO, you can have a lot of empathy. You can say, “You know, I feel you, I get it. I’m in a similar situation or I’ve experienced it before or whatever.” So it starts right there with empathy. Now imagine, that they’re not a customer. The CIO could say, “Hey, let me, I would like to sit down the three of us. Let’s grab the product officer. And let’s, and let’s talk about your needs because I think we have a product, in our case it was data centers, networks, et cetera, that might be able to solve some of those issues.”

Brian Lillie:

And in an empathetic conversation, CPO to CIO now, prospect to provider, you can have a really deep and, and, and again, empathetic conversation saying, “Okay, I got that. I think we have a product and an architecture that can help you.” So now let’s say that CIO becomes a customer. Now, the best CIOs in my mind are the best consumers of their company’s product, especially tech CIO. They better be, they better be eating the dog food or drinking the champagne, you know, whatever you want to call it. Right? And, and so they should be able to empathize with the customer going through the customer journey. “Oh, I know what you mean. It took two weeks to get that quo. Oh it took three weeks to get cross connect to Amazon.” You can buy with them. And you can, you can, as the chief customer officer representing the customer back into the firm, you can absolutely carry the flag and the message.

Brian Lillie:

So to me, those three elements are, are linked and, and should be linked and can be linked in a beautiful way. So I always thought my CEO was, was far seeing and, and smart to say, you know, your customer one, Mr.CIO, I actually want you on the front lines as a chief customer officer, I want you feeling their pain, which is the next job. And then, Oh, by the way, when you come back, I want you to be the product officer and I want you to fix some of the product issues that we have to address that pain. And so it was a logical, to me, it was a logical triumvirate of positions.

Career Nation Show:

Brian, that is so cool because the idea that those can be connected hadn’t occurred to me and now it makes complete sense. I love that empathy and the problem solving. Here’s the thing that I think you may have come across and quite frankly, you may have discovered, which is the CIO to CIO empathy conversation. It’s probably one of the most underappreciated marketing tools out there. I mean, what a great way to open up a prospect and say, “Hey, let’s talk have a chat with our peers. Let’s talk about our industry and then get into sort of what’s going on in your world. Let’s understand your problems.” It’s incredible. Maybe, maybe there should be something here. as a lesson and as a, as a hack, quite frankly for many CIOs out there to use these conversations.

Brian Lillie:

I could not agree with you more. I started a program and I learned this from a CIO. I learned this when I was at VeriSign, actually I was the VP of IT. And, and I remember Mark Sunday, Mark Sunday was the CIO of Siebel Siebel systems and he had this thing called the Drum Beat. He had a few practices that I just thought were great that the 60 day drum beat, which was, we’re going to do a deployment every 60 days. And, but that means that your requirements have to be in by this day, the design and development done by this, and then it gets in on the, on the, on the program. If you don’t get this done, you don’t get the drum beat. But don’t worry because 60 days later there’s another drum beat. So, bro, to me, that was brilliant.

Brian Lillie:

The second one that he had that I thought was really great was this Siebel on Siebel program, which was how has Siebel using Siebel to run itself? So what happened was, is I never forgot that. I think he was on the cover of CIO magazine or something. And I had only met him once and it was when we were having issues with Siebel actually. And his CIO, Tom Siebel or CEO had brought him in to the meeting. But he moved over to Oracle and, and I’m happy to say Mark’s a friend of mine now, because I went over, I sent Mark a note and I said, Hey Mark, I love that Siebel on Siebel program. I go, did you do anything here? He goes, yeah, we have, but it’s not got the same length. But he goes, but I brought over somebody and he pointed me to her.

Brian Lillie:

So I go over and I meet with her and she gives me content about the Oracle on Oracle program. I took that idea and I said, look, I think this is what every tech CIO should do. And I created it. I created the Equinix on Equinix program. And I was in more, ABCs, executive briefing centers, et cetera,. Meeting with CEOs and telling them our story. And I had more CIO say literally in the room, say I want that. And then it became, we actually built out of that program the notion of solution architects, which is now about 180 person team at Equinix. It started out with, we hired one. He’s now leading it globally and it’s presales and it’s architecture and it’s aimed at CEOs. So it’s a powerful, powerful notion. And if you’re a CIO in a tech company that’s not doing that, you really, really need to consider putting real resources around that and becoming engineering’s best friend, customer care’s best friend, where when issues are resolved, you may find issues that you can resolve. You may try things out on a dog food network, you may do whatever, but be passionate and, energetic about doing that because it’s only going to make your product better and drive sales. And all of a sudden you move from a back office CIO to a front office CIO, which is a huge jump and, will be a huge jump in your career.

Career Nation Show:

Oh, I love it. And that’s sort of what a modern digital CIO should always be thinking about. and if anybody has any questions, come to @coachlillie, because that’s a value bomb that you just dropped there. And quite frankly, there’s so much value created out of this kind of a program, with very little investment. I mean, you barely need to invest anything on this, right? I love it. And Brian, as we were getting into this conversation, I would love to and make sure our viewers know a little bit more about you personally. So we play a game called favorites and what we do is we ask our guests their favorite things and we asked them why do they like these favorite things? So Brian, are you, are you ready?

Brian Lillie:

This is all G rated, right? Okay, let’s just test it. Okay, good.

Career Nation Show:

That’s right. That’s right. We are a family show here.

Brian Lillie:

Go ahead. Okay.

Career Nation Show:

Brian, what is your favorite app?

Brian Lillie:

My favorite app? I’m just, I’m just, I’m, I’m cheating. Let me just look here because, you know, I view this as a tool. I take thousands and thousands of pictures. I love and I’ve got the little three camera iPhone, you know, the 11Plus. So I love the camera. I use, I go on a lot of walks. I walk eight to 10 miles a day. And, and I love audible and my podcasts. I love Spotify and when I’m not walking, I’m sitting and I can actually read. I like the Athletic cause I’m a sports nut. So if I had to pick one, it would probably be the camera.

Career Nation Show:

Very nice. I love it. Yeah. It’s probably one of the favorite apps in the world as well because so many people are out taking pictures and we’re almost wondering what did we do before they had put camera!

Brian Lillie:

I know. Well, we carried a big contraption around our neck. Right?

Career Nation Show:

That’s right. Brian, next question. What is your favorite quote?

Brian Lillie:

Ooh, Ooh, I have this one. Now I’m a quote guy. Okay. I’m a quote guy. I was reading. Actually, wow, this is a tough one. So my favorite simple quote, very simple, is by AA Milne. Do you know what book I’, talking about?

Career Nation Show:


Brian Lillie:

Winnie the Pooh. And, and here’s, here’s why I love this quote.

Career Nation Show:


Brian Lillie:

Because it’s so simple. Who takes things very simple. And there’s a book called the Tao of Pooh. Which to me should be, should be required reading. And, but the, and it’s because pooh represents Taoism and this, this notion of the uncarved block and just be. So, and here’s, here’s the simple quote: “What day is it?,” asked Pooh. “It’s today,” squeaked piglet. “Oh, my favorite day,” said Pooh. I love that quote. I love, I love that quote. “What day is it? My favorite day. It’s today.” But, but if I get, if I get a little more serious, and a little bit longer, I think the one that is super meaningful to me, and maybe we’ll be to your viewers, who are in what, what bill George, the author of True North calls being in a crucible.

Brian Lillie:

It’s the crucible of leadership. There was a speech given by Teddy Roosevelt. And Teddy Roosevelt gave this speech in Paris at the sore bone, on April 23rd, 1910. So 110 years ago, and the speech is called The Citizen in the Republic. And if you haven’t read the speech, I would suggest you read it. It’s 35 pages long. So I’m not going to, that’s not the quote, but the quote is a famous one and it’s, and it’s called The Man in the Arena. And I’m going to read it, but I’m going to try and change it from man to person because men or woman or however you choose to identify, it doesn’t matter. It’s the same. So here it goes.

Brian Lillie:

“It is not the critic who counts, not the person who points out how the strong person stumbles or where the doer of deeds could have done them better. The credit belongs to the person who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs, who comes short again and again because there is no effort without error and shortcoming. But who does actually strive to do the deeds? Who knows great enthusiasms, the great devotions, who spends himself in a worthy cause, who had the best knows in the end the triumph of high achievement and who had the worst, if they fail, at least fails while daring greatly so that their place shall never be with those cold and timid souls who neither know no victory nor defeat.”

Brian Lillie:

That is the man in the arena. To me, the person in the arena, one of the most applicable quotes, to getting in the game and not paying any attention to the detractors on the sideline who are, who are, you know, pointing out how you failed, pointing out the mistakes you made. You know that I have no time for those cold and timid souls who are on the sideline. So my, my message is get in the game, get in the game.

Career Nation Show:

Brilliant. Thank you for connecting us to a quote that means so much to all of us, especially in these times. And shifting gears back to the game, Brian, what’s your favorite book?

Career Nation Show:

I know this is a tough one. I think the bookshelf behind you, it’s full of books. And I know you’re an avid reader, like you read every single day.

Brian Lillie:

I read. Yeah. I mean we have the sh we stand on the shoulders of giants. Right. And those giants have written from, you know, from Plato and Aristotle to you know. Okay. This is okay. So finally this, this is a game. It’s supposed to be fun, Brian. Come on. Not always deep. Okay. I love The Lord of the Rings. I love, the Hobbit, the, the, you know, the, the fellowship of the ring, the two towers, the return of the King, the Silmarillion. So I’m a Hobbit nutcase. So, so that’s probably up there. But I’d say the other book. Soot, it might be, it might be Confessions by Augustine. Which was a story of somebody who kind of walked among us and who had an epiphany. But but it’s written not from the sky looking down, but actually from the road. I’m an existentialist. I love the road and the journey of the road. I mean it’s my Camino. And Augustine to me was the first existentialist, with again, with the faith base. So I’d probably say Confessions, it might be a recency bias, but, Confessions.

Career Nation Show:

Love it. And we’ll put the books down in the notes so that other folks can also enjoy them. And, next question, Brian, is what’s your favorite food?

Brian Lillie:

Okay, that’s easy. You can’t see me because I’m below, but I like, I, I enjoy eating. I enjoy, I enjoy Chole Batura, I enjoy Butter Chicken. So Indian food. Indian food is pretty high. I love Chinese food. My mother-in-law’s Italian, but I, I wouldn’t, I, but you know what? Above all of that, I think Mexican food. I love spicy food and, well, I love Thai food. Dang. Abhijeet, that’s a tough question. Maybe Thai food. Thai.

Career Nation Show:

Okay. Not a clear winner, but…

Brian Lillie:

It’s, it’s the first among equals. Right.

Career Nation Show:

What about music? Brian? What’s your favorite music,

Brian Lillie:

Huh? Boy, that completely depends on mood. Completely. Pretty much completely. Like, if I’m in here in my office, my home office and I’m reading or whatever, I actually prefer a quiet. If I, if I’m just, if I’m doing some work that, that music, you know, it’s not deep concentration work, love listening to guitar, piano music. But, but I’d say probably my favorite group of all time is probably The Eagles, So, you know, but I mean, I enjoy eighties rock and, I love John Mayer. I even like, you know what, if you asked me what my favorite song is, it’s probably because it had such a deep connection because there were times on the Camino in Spain where I was listening to music and there’s a song, it’s a piano song and it’s called If You Believe, and it, it, it just struck me at the time that do I believe, I mean, it just, I don’t know. But If You Believe is a beautiful song, piano song by Jim Brinkman, it is incredibly inspiring and emotional. Take a listen and you’ll see what I mean.

Career Nation Show:

I will, I haven’t listened to it yet and that will be going on my list very, very soon. Brian, thank you for playing the game with us and for being such a great sport. You know, one of the topics that sort of, implicitly came up as we were playing the game was this situation about around COVID 19. And, it’s sort of changing day by day, even hour by hour in some respects. And you’ve been talking about this situation to many of the companies that you’re, you know, you’re coaching. Where, or how do you see the current situation and what are some of the sort of challenges/opportunities that are coming out of this?

Brian Lillie:

Yeah, it’s, it’s, it’s a regular, it’s a regular conversation on the boards, at the board level. Pretty much we’ve accelerated having meetings we’ve met much, much more frequently because, you know, there’s a technique that, I learned in the Air Force that I think is useful for everybody. And, and it certainly come to fruition in how we’re dealing with COVID. It’s called the OODA Loop

Brian Lillie:

And what the OODA Loop is, and I forget the author’s name. You can, you can Google it and look it up. O, O, D, A. In the service when you’re in a, you know, they call it Von Clausewitz called it the fog of war. You know, the minute you engage the enemy sort of all bets are off. Typically the plan goes awry. There’s some sort of friction that you didn’t plan for whatever. And so what the OODA Loop is, is it observe, orient, decide, and act. And then you’re back to observe. And, and so if you think about this in management or leadership terms, that’s what a board is doing. They’re, you know, every quarter or whatever the periodic nature of the meeting is, they’re observing, they’re helping to orient or reorient the company, making some decisions, and then the company is acting.

Brian Lillie:

Then at the next meeting you’re observing, orienting, deciding, acting. The OODA Loop is a great leadership tool, management tool, for assessing, in a changing environment where you are. So imagine tightening you to loop every week. And that’s sort of where we’ve been in COVID is tight and we’ve in one company, I’m on the board of, we shrunk the OODA Loop, ie, the meeting cycle to every Friday. Every Friday we’re doing an OODA Loop. Anybody gets sick, where are we at with openings and closures? How are we at country by country, right? You’re observing, you’re orienting, you’re deciding and you’re acting. And if you do that on a more frequent basis, you’re shrinking your OODA Loop. Really, really, really important. In fact, in OODA Loop, you could argue is in a tactical mission is happening minute by minute.

Brian Lillie:

So, so the OODA Loop can shrink or expand based on the timescale of the problem or the situation you’re in. And, and so in COVID this tightening, you know, when you see the issues, I mean, everybody talks about the issues. Issues are clear, right? How do you, you know, how do you keep the health and safety of your employees? First and foremost, how do you support your customers? What about your customers that can no longer pay? What do you do, what do you do for, preserving capital so that you can survive? How do you manage through investor expectations? I mean, the list of issues go on and on. I think the opportunities are if you survive, but the thing is, is you can’t survive alone. And that’s, I think is really an important fact that some people are forgetting is like, “Yeah, I survived.”

Brian Lillie:

Yeah. But if you don’t have customers to sell to or suppliers to buying from, you know, what’s the point? So we’re, we really have to think about this collectively. And when I think of the opportunities, you know, the opportunities are, you know, the world’s going to change. It’s, and it’s not, has changed and it’s not going to go back. You know, when you think about Twitter announcing just the other day that you can work for home forever. Well, you can work from home forever. Think about that statement. And that’s kind of a, as Aaron Levy set of box, he says that’s a bellwether for the tech, the tech world. So I think there’s tele, you know, remote working, whatever you want to call it, it’s here to stay and will grow. I think the repercussions on real estate, commercial real estate is commercial real estate in maybe in cities are going to become less valuable because people are going to move and live where they want to live, especially talent and, and work remotely. So it’s going to, I think there’s, there’s opportunities in any sort of solutioning around making remote working even smoother than it’s gotten with things like Zoom and whatnot. I think telemedicine, telehealth, it’s going to grow. I think, AR and VR, it’s going to grow because if I can’t be there, how do I make this experience even more immersive?

Career Nation Show:

Maybe a hologram would do the trick. Yeah.

Brian Lillie:

You know, what, beam me up, Scotty. I think it’s, you know, I think it’s, I think it’s coming. Anything relating to 5G, telecom optics. That’s why I really love Lumentum and this place it’s playing, which is building all the optics for a lot of these carrier networks and network equipment manufacturers. So, I do think there’s a ton of opportunities, but I just won’t leave the point that says we gotta do this together. We gotta help each other. And that’s why one, one article I wrote was the, the choice we can all make the antidote we can all administer in COVID is empathy. It’s we can all, choose that path. And so empathy helping one another, you know, having courage and being kind as Cinderella said, have courage and be kind. I think is what we need to be in this, in this, in the world today.

Career Nation Show:

Yeah. Brian, you dropped a bunch of value bombs there. That OODA Loop. I love that concept because it can be applied to so many different things professionally, at a company level, team level personally as well. I love that. And I’m going to personally steal that and I hope that other viewers steal that as well. The other parts that you mentioned about those opportunities in the COVID situation. You know, every company has their own context, right? They have the context of their own ecosystem, their industry that they’re playing in and all that. And finding opportunities is challenging in this environment. But I agree. I think there’s, even though that yes, there are issues, there are new opportunities that open up and we got to quickly figure and do the OODA Loop and figure out where to we, how do we pivot and take advantage of advantage of some of those opportunities. You know, speaking of sort of pivot and opportunities, When you, when you teach your Stanford class, you’ve mentioned this concept of True North, right? And so when, especially in sort of a COVID environment, it gives people some downtime. People are not commuting anymore, especially in the Bay Area like people have two hour commutes. Can you imagine that? Like now people are sitting at home, they cannot imagine a two hour commute anymore. Given this time that we have a little bit, how can, how can I go about finding my True North? And, is there, is there a tool, is there some concept that I can apply there?

Brian Lillie:

Yes, there is actually, there really is. And I actually have this on my shelf. There’s a book called True North by Bill George. So Bill, I love this book and I use it. It says, discover your authentic leadership is what it says. And the reason why I love this book is it’s very, very, pragmatic. I love the combination of inspirational and pragmatism, inspiration and pragmatism. And the thing that I like about this, and I’ll, I’ll find a, a picture, but it says that leadership is a journey and it’s got a compass here. And what the compass says is, is your true North is your purpose for leadership. It’s your purpose. Okay. And it starts in the core with self-awareness in the very center of the compass is self awareness. And that self awareness is values and principles. This is why I took the time to sit down and write my values and principles. Like what do you believe in? What are your triggers? What do you care so much about that you won’t sacrifice? And so finding this, your True North, finding your motivations, building a support team, somehow creating an integrated life. That’s what he talks about in this book. And at the end of each book or I mean, I’m sorry, in each chapter he’s got a set of questions. And so to me it’s, I use this as a way, it’s, it’s, it was a way to just to do self exploration and to write down what’s really, really meaningful for you.

Brian Lillie:

There’s ways, there’s a guy every Friday, I signed up for his newsletter. His name is Robert Glazer, G, L, A, Z, E R and Robert Glazer, is a, I think he’s a CEO of his own little company. But he talks about, you know, he walks through, he’s got a thing called your whole whole, sort of your whole life dimensionality is, is picking these out of a set of values. What are your top ones and then walking you through it. Steven Covey had a process. One of my favorite podcasts is and please, I didn’t make up the name and the name is sort of silly, so just give me a little bit of license here, but it’s called The Art of Manliness. It’s downloaded millions of times a month.

Brian Lillie:

It’s a brilliant, it’s where I first heard about some of these books that I’ve referenced because he interviews authors and then those authors explain and then they reference and it’s sort of this DoubleClick HyperClick. And, and they have, when I was looking to write a family mission statement, with my family, I scoured the web to find the best way to do that. And The Art of Manliness, you Google Art of Manliness’s family mission statement, it’s brilliant. It teaches you, here’s the family meeting to have, here’s the questions to ask. You know, it’s a meaningful, purposeful pursuit that, which is really the answer to your question. If you really want to know your True North, it’s as meaningful a pursuit as going to work every day. You have to work at it. You have to, you know, look at the resources, you have to try things on you.

Brian Lillie:

It’s, it’s not just gonna fall into your lap. You know, I had to answer this question. I had to answer this question because I’m in this coaching class at UC Davis and to be a professional and a life coach. I don’t even know if I want to do that. But I do know it’ll make me a better person. And they asked me this question, answer this question Brian, “Who am I?” Holy crap, that is not an easy question to answer. And then, you know what the second question was, “What have I chosen to stand for?” That’s, that’s meaningful stuff. And the third question, “What am I here to contribute to the world?” Those, those are incredibly meaningful, powerful, difficult questions. And you know, cause if you say, who am I, well I could instantly say, Oh, I’m an exec and blah, but that, no, that’s what I do. Who am I?

Brian Lillie:

I’m a husband, I’m a father, I’m a son, I’m a brother, I’m an uncle, I’m a friend. You know, again, those are rules. Is that who I am or am I, you know, and so these are just, these are difficult questions to answer. And I think that this pursuit is, is lifelong, meaningful, enriching, and critically important for us to put down Instagram for five minutes and actually think about these questions.

Career Nation Show:

I love it. It’s profound. It talks about, connect so many different things. I love that concept of, you know, a sort of a family, getting the family together. Because I think yes, as individuals we’ll be contributing back to the society will be contributing meaningfully. But as a family, what’s our plan to do that? I love that concept. And finding a True North is probably an ongoing journey because we evolve as human beings. And we go through different experiences and we have to evolve our own definitions of who am I and what am I here to contribute. And I love those questions. It’s a lot of, real soul searching, which is healthy and necessary. And quite frankly, it’s a rare. I mean, in today’s world, given everybody’s, you know, and on their devices, almost 24/7…

Brian Lillie:

And the time, the time demands and you know, it’s harder than ever. But, but I would argue though that, that you can make the time and find the time and even if it’s meditating or if it’s walking and thinking. You know, I just, I love how I think it was Shakespeare that said to thine own self be true and, and to, to be able to do that, you have to know yourself. And so I think it starts at self-awareness. It’s in the core. And, I’m not there, don’t get me wrong, I’m not, I’m not anywhere near there, but I’m, but I’m at least on the journey. I’m in, in that pursuit.

Career Nation Show:

I think we all are. And I think that, getting on that journey is important. And then of course, we can all crawl, walk, run on that journey. Brian, I wanted to ask you a question, sort of in the, we go from sort of the finding the True North and sort of the finding your like figuring out what your values are and what you stand for to sort of in the heat of the battle, into work. And when we talk about work, it’s like, I want to get some of sort of the Brian’s secret sauce. Like how do you work? How do you approach certain things? For example, if you have a big customer meeting coming up or a big product launch, what would you do? Like, give us some of that secret sauce. What are some of the things you think through? What are your techniques? How do you work with your team? Give us some of that.

Brian Lillie:

Well, you know, I think so that’s a really big question. I would say that several things that all share, probably very few of them are original. They, they, you know, the best of us, I think, learn from the best of us. And sort of integrated into our own thing. The loop was created long before. You know, it just, just was there that I learned. You know, some of the things I learned from my CEOs, you know, one of them I learned is, you know, that that show up now in my leadership principles are you know, that listening is seeing, I remember Stratton Sclavos who was the CEO of Verisign, used to say that ‘listening is seeing’, and I never, I’m like, what? But I, it’s, it’s core to me now is that, you know, my, I realized that what he was really saying was what my mom said, which was, “You have two ears and one mouth for a reason, Brian.” You know, listening is, is you need to listen more and talk less. you know, the, the notion of paying it forward, I think this is critical.

Brian Lillie:

You know, I did a computer world or computer online, I don’t remember. It was when I was in Australia. And I got interviewed there and they wanted to interview me about people and they quoted me as saying, I said, ‘anybody who wants to be a CIO, everybody who works for me ultimately will be a CIO if they want to be’. And so this notion of pay it forward, it wasn’t, I wasn’t bragging, I wasn’t, I wasn’t, you know, doing anything other than that’s how much I want to invest time and energy and effort into, into growing people. And I look at it and I think I look around the Valley, the CIO of Aquonics Milind Vaguely worked for me for years. The CIO at Service Now, Chris Beatty, worked for me. The CIO at Shriram Thiagarajan worked for me. The head of Technology and Trust at Next Door, Craig Lisowski was in my team. There’s a couple of vice presidents at Equinix that will CEO’s once, you know, Amar, LR Bati and Greg Vogel, Roche Dawes, these, these people, and others are all, you know, a result of us all working so hard together and paying it forward. And so, you know, so that’s why I think when it’s, you know, you asked me before about startups and advising and all that, to me, that’s all a part of paying it forward because these startups create jobs and jobs, painful for families and, and that’s just sort of a part of my core.

Brian Lillie:

So, so I think part of the secret sauce is, is knowing who you are and knowing what you value and what your principles are and then trying doesn’t mean it always happens, probably every day. You know, I have, one of the things I learned from Colin Powell, I was in the service in Colin Powell actually went on this…friends call and we were all on the other end and he was thanking us for, you know, helping world war. Because of the mission doing, you he said something and it’s in his leadership principles, it says perpetual optimism is a force multiplier. So this notion of being optimistic. I remember at Equinix when we were in deep do to, on a project, a big, huge program that we needed to take over from NSI. And I looked in the eyes of my team, and they, they were never afraid, but in this they were afraid.

Brian Lillie:

And I realized that in that moment I needed to be the leader with confidence, and optimism. And so I think, you know, you have to know your people, know your situation know. What leadership style or leadership approach is exactly what’s needed in that moment. Sometimes you need to be that hardcore confident leader. Sometimes. Other times you’re, you know, you’ve got a, you know, you’re, you’re in run mode or, or you’ve got a highly skilled team at a certain level and you let them run. So I think you know number one, is knowing your principles, knowing who you are and, and living that way every day. I think, I think the only other specific I would give you is something that I think applied across so many situations. I’m the acting CIO for the, it’s, it’s volunteer work for the San Jose diocese of the church.

Brian Lillie:

And, they’re trying to put in systems to get better visibility into financials of parishes in church and in schools and all that. And so I’m helping them with this. And I used it there. I’ve used it in org design, I’ve used it in on boards and, and I call it the recipe. And the recipe is very simple, which is I think what makes it useful and powerful. So the recipe is this, it’s a five step process. Let’s say you’re trying to think about an orange design or let’s say you’re trying to rethink your IT architecture or whatever it is. It literally is just flexible. And what, what you do is, is the first thing you do, did you write down the current state. So step one is what is the current state? So again, if it’s an organization you just write down, here’s the org boxes, here’s what they do.

Brian Lillie:

There’s absolutely zero judgment. You’re not commenting on how good it is or bad it is that a, that’s kind of come. So the first one is just write down documenting what is. The second step is putting down what are the issues with that current state. What are the challenges with it? What are the, what are the, what is the thing that’s making you think about changing it? Now you’re judging it. You also want to put what are some of the opportunities that you’re missing. They’re not, they’re not issues. There are more opportunities that you want to tackle. Okay. Step three, write down and it’s first brainstorm cause you’re brainstorming this proposed future state. What could that be? What could it look like? What are the possibilities and then… You’re, you’re, you’re imagining that future state. The fourth step is a step that often gets skipped.

Brian Lillie:

Everybody loves to do the third state, which is okay, you landed on a proposed future state. How did it address those issues and take and, and help you accomplish the opportunities that you identified in step two. That mapping is critical because, and I’ll tell you from personal experience, when I became the chief product officer, the first thing I had to do with putting together a product management team and a product engineering team. And I brought them all in the room and 18 direct reports I think at the time. And I said, okay, it’s time to rethink this organization. I went through the recipe when we were identifying the issues, you know they did yellow stickies on the board and we clubbed them together and we came up with a list of things and you know the deck is filling out nicely. Okay, I’m very clear. And then we sort of started to brainstorm future state, well everybody loved option three. So I said, okay, let’s do it up there. It and addressed about 40% of the issues that we identified. I’m like, well what about reporting analytics? Well, what about documentation for product? Well, what about, what about, what about, and there was, it was just a bunch of gaps. So it’s super important to do step four and make sure that the future state you propose and envision actually is addressing it. Otherwise you’re just swapping one set of problems for the other. That’s right. Yep. And then step five is what is the roadmap to get there? What are the resources, people, money, time, you know, what is your Org chart look like? How are we going to get from current to future? I’m telling you that methodology can be used for Org designed, it can be used for architecture. it could be used for any sort of situation. And, and I’ve used it over and over and over again. So I think that’s, that’s the one I’ll leave you with.

Career Nation Show:

I love it. Figure out and identify all the current state items, look at what are the issues and look at the opportunities. Create a future state, and then make sure step four is important, which is make sure that future state does not have any gaps, that it addresses the issues. And then the important part is how do we get there? What’s the execution plan? What’s the roadmap for us to get there? I love it. It’s simple, it’s logical.

Brian Lillie:

It’s simple, it’s simple, logical, pragmatic and effective.

Career Nation Show:

Fantastic. Brian, you have been so, so gracious in spending the time with us. And as we wrap up the show here, any additional advice that you can give to Career Nation? As you know, we are, you know, folks that are living primarily in U S metros. We were either in tech or working with tech. So, you know, what can you, what can you leave us with today?

Brian Lillie:

Well, I think, I think I would say live with intention. You know, be consciously competent. You know, there’s, there’s people that I think sometimes we can have the potential to sleepwalk from life. You know, don’t do that. Be intentional. And there’s there’s you know, the late plate Christiansen. He, he wrote an article, many obviously many articles, But you know, he said, he said, here, here’s what he wrote that thought was so powerful.

Brian Lillie:

He said, “After 25 years studying innovation, here is what I have learned.” And you can Google this and find it. He stated that “Your decisions about where and how you allocate your precious resources, your time, energy, and talent ultimately shape your life’s strategy.” And that I didn’t reading that article, reading that quote was what helped launched me on my year of exploration this past year. It was what do I want my life strategy to be? And so I think I would leave you all with that. I would say, you know, you got one life to live. What do you want it to be? What do you want it to look like? How do you want to live it and you know, you can choose. So I think I’ll leave you with that.

Career Nation Show:

I love it. So meaningful, profound and deep. Like most of our conversation today, Brian, this is absolutely a treasure. You’ve dropped so many value bombs here. As we leave here, you know, our audience might likely have questions for you. How can someone get in touch with you? How can someone follow you? LinkedIn, Twitter?

Brian Lillie:

Yeah, I would be happy to… You know, I’ve thought about, maybe I’ll talk to you about this Abhijeet, about, you know, I’ve thought about sort of, you know, Breakfast with Brian or some sort of forum where we could get together and talk about these things. And I mean, I write a lot on LinkedIn, probably not as much as I could. My Twitter, I try to do it and I love like tiny Buddha. By the way, that’s one of my favorite. You talk about valuable, little life moments. I would say probably Twitter, is second to LinkedIn. I would say probably LinkedIn would be the best. And if people want to link in and just reference that we, you know, that they’re a member of the Career Nation. I’d be happy to connect with them and talk, I’ll do my best. It’s hard to do one-to-one with everybody, but I’d be, I’d be happy to connect and help people where I can. It’s a part of the pay it forward.

Career Nation Show:

Brian, we are so lucky to hear from you. Thank you so much for your time. You’ve been so generous and for anybody wanting to connect with Brian on Twitter or LinkedIn, we’ll have the details below in the show notes. Brian, thank you. Have a wonderful rest of your day and we hope to connect with you again in the future.

New Speaker:

Thanks, Abhijeet Thanks everybody. Have a wonderful, wonderful day.

Apply Design Thinking to Your Jobs and Area of Work

If there were no problems, we wouldn’t need leaders. 

As a leader, one of your major jobs is to solve the problems and challenges around you. You need to become the visionary who is able to find the best possible solutions in a cost-effective manner. 

The New Problem Solver

Solving problems requires creative and non-restrictive methods of thinking. The same old approaches don’t work mostly because the times are new and the challenges are new. An innovative approach to problem-solving is the need of the hour.

This is where design thinking steps in.

Design thinking is a human-centric approach to problem-solving. You can even call it an empathetic approach towards solutions because it ultimately has the consumer/end user at the heart of it. Design thinking is applied by making sure that we create solutions closely aligned to problems. This is especially effective when the problems are less defined, and are less structured, or for ongoing problems that have remained unsolved for a long time.

Here are five steps that we can use to understand and solve problems using design thinking:


Put yourself in the stakeholder’s or the customer’s shoes and walk for a while to understand the context. It is important that you know what the end user is feeling to clearly understand the depth of the problem. Thinking from the end user’s point of view also helps to envision a solution that is suited to them and is aligned with their thinking.


An important part of problem-solving is to truly understand what the problem is. If you follow a step-by-step approach to it, it cuts down the process in a simple manner. 

First, state the problem. What is it? Can you define it in a sentence so that it captures all the attributes of it? 

Now, look at all the different attributes of that problem. What caused it? How is it affecting its associated people and factors? 

Finally, quantify the problem. Assess its intensity. How big is it? How much does it affect others? What is its reach?


This is where you create brand new ideas. It is always better to have more minds on the matter than just one. You can be an inclusive leader and have a brainstorming session as a team. This will give you a pool of ideas, sometimes from people who you least expected would contribute. 


From the pool of ideas generated in the brainstorming session, shortlist the best solutions. Analyze them, pick the best one, and get into a prototype. Here, you put together a barebone solution, which is not only going to work but will also help you test it out.


In the last step, we test out the prototype once it is ready. If the prototype works, we go ahead, implement, and scale that solution. Sometimes the prototype may need some changes. Go back and make the required changes. This might be a cycle in some scenarios, especially tough problems. It is crucial to get the changes done to your prototype and test it again to finetune it the best way you could. 

Now here’s a very important fact – design thinking is not a linear process. It doesn’t go from step one through five all the time. That is, these steps don’t need to happen in the exact same sequence every time. Any of these steps can lead us to more insights about other steps. 

Design thinking can help you understand the problem-space better and define solutions that are more aligned to the problem while creating more sustainable solutions.

New career opportunities Skills Tips

How to update your resume – 10 easy changes you can make to your resume right now to stand out + the highest rated 25 Resume Formats for you in 2020. [25 FREE RESUME TEMPLATES DOWNLOAD]

Don’t settle for good when you can have the best resume, Are you looking out for the Best Resume Format for your next career opportunity?


In a nutshell, the purpose of your resume is to tell a (short) story about who you are, what you’ve done, and what you can do. And your personal story better impress recruiters / hiring managers, otherwise, no job for you.

Need a great resume

Don’t worry, I will help you to build your profile with the right resume format. Also, I will share the amazing 10 easy changes you can make for your resume which would help you to find career opportunities.

If you’re wondering how to create a resume, you’re in the right place!

Let's edit your resume

It doesn’t matter what level you’re at in your career—to get noticed by potential employers/recruiters, your professional resume needs to knock their socks off.

Your resume is much more than a compilation of your work history; it’s a tool that lets hiring managers know that you’re the candidate they’ve been hoping for.


Choosing the right resume format is very important, Different resume formats allow you to choose which professional attributes to highlight.

I have plenty of resume formats to help you get your resume in tip-top shape.

I’ll tell you everything you need to know about how to make your resume. I’m here to walk you through 10 easy steps to completely transform your resume to stand out.

When we sent out a resume as part of the job-hunting process to any recruiter or hiring managers, guess what happens?

Average time spend by Recruiter

They spend very less time on your resume. On average, they spend about six seconds.

What does that mean? That means all the great skills, experience, achievements that you have, they’re not highlighted. They don’t get noticed.

And guess what? You don’t get that job interview.

Job Hunting

That’s right. Resume is the first step towards getting into that interview process with a company. So it’s an important one.

So how can we get recruiters to look at our resumes much longer?

Here are the 10 EASY CHANGES you can make to your RESUME right now to STAND OUT.

10 Easy Resume Changes

We’re going to use your old resume so that we transformed that resume and go to your new resume. 10 steps, 10 minutes. And these steps are an increasing amount of challenges, which means we’re going to look at the easy ones first and then some of the more challenging ones later.

How to Make Perfect Resume

STEP 1. How To Make Your Resume

How To Make Your Resume

Can we make it two pages or less?

One page is ideal, but two pages are okay. If you can’t make it two pages, don’t worry. There’s a bunch of steps that are following this one that will help you to make your resume fit into pages and make it more readable.


Remove Objective

I’ve seen this innumerable times. People have objective in their resume.

If I’m the hiring manager, right, and if I’m looking at the resume and objective means nothing to me, that’s because the objective is something that’s for you as a hiring person. The objective makes no sense to me because I’m in it to make sure I get the right candidate.

The objective for a candidate is not important on your resume. In fact, there might be times when an objective works against you rather than for you. It is in her best interest to get rid of objectives from the resume and it will also give you a little bit more real estate.



Make sure you remove the references section. Again, that gives you back real estate, but more importantly, references are like so what, everybody has references and of course, if the hiring manager needs references, they will reach out to you and make sure they ask for references.

It doesn’t make sense to put it on the resume. A lot of times I also see, references available on request.

No point in putting that either because that’s self-explanatory. Remove the references section, get back some real estate and make sure you put only the important information in your resume.


Update Contact Info in your resume

Make sure you update your contact information. Make sure you update with your name, your phone number, your email address, your total residential address. You may actually remove it, maybe put in the city and the state, but that’s pretty much. it because you’re trying to make sure that you take less real estate with your contact information, but then also make sure that we protect your privacy and not give out too much information to anybody out there.

If you have, top leadership, if you have a blog or if you have a presentation that’s really important for this job or for this domain, absolutely please share those links maybe towards the end of your resume. That would be an important way for you to distinguish yourself.

STEP 5. Readability

Use Standard Fonts in Your Resume

Another one is from a readability standpoint, make sure you use standard fonts like Calibri or Arial. Make sure you also use light fonts.

Why is light fonts important?

Because light fonts enhance the readability and it’s easy on the eyes of the recruiter or the hiring manager can read it comfortably.

STEP 6. Use New Line and Indentation more often.

Use New Line and Indentation

Make sure you use newline and indentation more often, what does that mean?

Make sure you use more lines, so when you complete a sentence, make sure you punch new line or you make sure your structure, your sentences, etc., in a way that there is an indentation to the left and you make sure there are tabs to show that and then Indentation.

Why is that important? It makes your resume more readable.

Again, using newlines is important, otherwise, you may feel that your resume is just basically a whole bunch of words put into one single big paragraph. Use a new line, use an annotation and bonus. Use a lot of bullet points that actually helps on your resume.

STEP 7. Professional Summary On The Top Of Your Resume.

Put Professional Summary on top of your resume

This is important. Let’s spend some time here. Put a professional summary on the top of your resume. The first thing a hiring manager or recruiter that they see on your resume. It should be a professional summary. It should be Crisp, It should be to the point and it should be made above less than five sentences and it should be a really a representation of you as a professional.

Making sure that your professional summaries punchy is what gets attention and it really gets your message across as a professional and it really enabled the hiring manager or the recruiter to see that there is a fit with what they’re hiring for and what you bring to the table.

Professional summary is one of the most important parts of your resume, so when you are going and editing a professional summary, make sure it’s clear, make sure it has shorter sentences, clear simple words and also make sure it puts you in a light that you see. You’re seen as a strategic leader, you’re seen as a top leader. You’re seen as someone that can really bring a lot of value to that company or that domain that is being hired for.

STEP 8. ADD Relevant Experience.

ADD Relevant Experience.

Relevant experience is about when you’re applying for a certain job or vertical or domain, make sure there is a section called relevant experience and you put in the right experience that is relevant for that domain.

For example, if you’re interviewing for a marketing role, make sure you put in the relevant marketing skills and experience in that relevant experience section.

Another one is skills. Let’s say if you’re a technical person, make sure you add a skill section and say, these are my core skills. Now be careful Microsoft Excel is not really a skill. Analytics could be a skill, so make sure you’re able to put skills in the most relevant area, in a skill section, or create a relevant experience section.

This allows you to make sure you are becoming a fit for the role that’s being considered. This is important. A lot of people overlook it. This is of your important tools to make sure that you add this and get aligned to the job that’s being hired for.


Bullet Point with a strong verb

For each bullet that’s on your resume. You make sure you start that with a strong verb.

What is a strong verb?

It could be design, optimize, develop, and create. All of those things and those type of words are strong words that shows that this is the activity that you’ve been responsible for.

Bonus points. If you can create more data points for this. For example, I designed this and this is what happened. This was the result. This was the outcome.

That’s a huge bonus.

If you can show those outcomes on your resume, your resume will be flying. Start with a verb and then go and create the outcome. Optimized this area and this created the out. This was the outcome that was created. I define this and this became this new definition, created a new vision, created a new strategy, helped the company grow. All of those things are very important. Start with a verb. Create an outcome. That’s how you can create a really punchy experience area and you can add that to various parts of your resume.

STEP 10. Create a PDF Resume

Create a PDF Resume

Last but not the least.

I cannot even begin to tell you how many Microsoft word or Google resume I get. The best way to send a resume is to create a PDF.

Look, you have this now you have 10 ways that you can create readability. You have the right messaging and you have the right fit as part of your resume, and you’re really telling a great story to the recruiter or the hiring manager.


I have plenty of resume formats to help you get your resume in tip-top shape.

Download Free Resume Template and Create Your Resume by using the above 10 Easy Resume Changes to get career opportunities.

Thank You. Career Tiger

Clarity of Purpose Drives Productivity

As a leader, you’re trying to create an impact by striving for exceptional results. 

During this journey, your team members should understand the purpose of your team. Why does this team exist? Or, if you want to go macro, why does this company exist? 

Surprisingly, many leaders are unable to answer this question. A recent survey found that 55% of corporate employees cannot answer the question ‘why their team exists?’ clearly.

Unclear Purpose Cause Problems

If team members are not clear on the purpose of their team, they will invent their own purpose. They will end up planning and doing the work according to their own purpose, which may or may not be in sync with the broader agenda. As a result, the team, as a whole, ends up with directionless work and low productivity. 

Being the leader, you owe it to yourself, your immediate team, and to your broader team to articulate your team’s purpose.

Clarity of Purpose is the Leader’s Responsibility

Clarify your team’s purpose so that everybody’s clear. Each team member should understand it, and at the same time, they should be able to articulate your team’s purpose to anyone.

This is not to say that you hire a branding expert to craft a mission statement.

Use simple, clear, and pragmatic English to explain why your team exists. 

If it makes people scratch their heads, then you’ve failed.

Clarity of purpose leads to work that’s aligned to that purpose. You get more leverage, you increase your chances of hitting your goals, and most importantly, your team becomes more engaged and collaborative. Clarity of purpose drives individual performances and team performances.

Blog Career Advice

Establish a Trusted Advisor Relationship to Grow Your Brand

If you’re a trusted advisor, you’ve gained the credibility and trust of your customers and stakeholders. Trusted advisors are very influential, and they can advise their stakeholders and help them make critical decisions. In a world where trust is hard to come by, being a trusted advisor is rare, precious, and it’s commendable. That’s why most trusted advisors are also successful leaders in their organizations.

Being a trusted advisor applies to so many roles. As a sales leader, you could be a trusted advisor to customer prospects or leads. If you were in customer success, you could be a trusted advisor to your customers. Management consultants can be a trusted advisor to their clients. A project leader could be a trusted advisor to their stakeholders. 

Who wouldn’t want to be a trusted advisor!

How to be a Trusted Advisor

Be that as it may, you can’t just cast yourself into the role of a trusted advisor. It’s something that you earn through your actions and results. What really counts is perception of you as a trusted advisor. So here are some ways that you can earn the coveted trusted advisor status.

  1. Provide subject matter expertise. This is important because by providing subject matter expertise, you’re providing unique value to your customers and your stakeholders.
  2. Demonstrate empathy. When someone approaches you for advice, you should be able to walk in their shoes and understand their point of view. Empathy will better equip you to understand their unique situation. 
  3. Put your stakeholders’ interests above your own interests. This is perhaps the best way to demonstrate that you are in it for that customer or stakeholder, and not just for your own reasons.
  4. Provide new, transformative ideas and solutions. This is similar to providing subject matter expertise, but now you’re taking it a notch above, and you’re actually contributing real value. 
  5. Continue providing value at all stages and establish a personal relationship with those who seek your advice. Your relationship is built on top of the value that you’re providing.

Trusted Advisors Do Not Misuse Trust

By working on these five things, you can establish a trusted advisor relationship with your customers and all other stakeholders. As Uncle Ben once told Peter Parker, “With great power comes great responsibility.” 

Ensure that you never misuse your trusted advisor relationship for furthering your own agenda. Acting on selfish motives will not only damage your trusted advisor status but will actually hurt your personal brand.

Being a trusted advisor is a beautiful thing. Earn that status with your customer. Keep delivering value and never take it for granted.

The Best Time to Find Your Next Opportunity

There are two different scenarios for you to move to a new career opportunity:

  1. When you want to make the change.
    This happens when you understand that this is the right time to move on in order to learn new opportunities.
  2. The other scenario is when the market wants you.
    In this scenario, the market is valuing your skills, expertise, and experience.The companies might be pinging you on LinkedIn, and recruiters might be calling you. 

In the second scenario, there is a chance for you to feel like you are not really ready for your next jump. If you ever feel like that, always rethink that. Think twice or thrice.

Opportunities are always created in the market. Market forces decide when certain skills are going to be in demand. So, when the market is calling you, you must pay attention. Because when the market is calling you, it means that your skills and experience are in demand. 

And, when the market forces call you, it might be your big leadership break. You can negotiate better. You will be in the driver’s seat in that process. 

So how do you get the market to pull you? 

  1. Get known for your expertise
  2. Help others create value
  3. Build a personal brand
  4. Tell your story.
Blog Career Advice

Establishing Currency Will Build Your Professional Network

One of the ways to build your brand within the organization is by creating currency. No, we’re not talking about the Federal Reserve. Let’s say you help executive A and provide some value. Then you’ve built currency with that person, and you’ve made a small currency deposit.

Building Network Internally and Externally

Over time, you can build currency with many people within as well as outside of your organization. Here are some ways for you to create that currency with others. 

  1. Respond to requests for help. You may come across emails, text messages, or IMs across your organization, asking for help. They may be asking, “Hey, can you help me with this task / this activity / this project?” That’s your opportunity to throw your hat in the ring and say, “Yes, I would love to help with that.”
  2. Help even if you are not being asked for help. Sometimes you can ask the question, “How can I help?” Your colleagues will appreciate your proactiveness.
  3. Ask for help. Asking for help creates currency because it provides others an opportunity to contribute. It gives others a chance to demonstrate their expertise, and it helps them shine a light on their brand. You are thus creating currency for others even though it’s you that’s asking for help.

Establishing currency with others is a great way to develop your brand and build your professional network internally and externally. Start small but keep placing those strategic bets over a while. They will not only grow but also compound over time.

One plus one equals three because you took the time to place those bets, and you established that currency.

Blog Career Advice

What are the Best Investment Plans?

Where should you invest now? 

The stock market is touching all-time highs, which makes it an expensive area to enter into now. Real estate is already expensive and Bitcoin is still very speculative. With their low rate of returns, savings accounts in banks are also out of the picture.

So, where should you invest that extra money in your hand? $2K, $5K, $50K, or $100K, it really doesn’t matter. The question is where to put this money to get maximum returns? 

The best investment you can make right now is in yourself. There are many ways to accomplish this.

Take that training you’ve been wanting to do for a long time. Attend an industry conference or go ahead and pursue that MBA or any other university education. 

Better yet, invest in your health – hire a trainer, create a diet plan and join a gym. 

Maybe start a side hustle? Chances are, over time, this side hustle could become your main hustle.

If you don’t feel like doing any of the above, just take a sabbatical to discover yourself. Sounds cliched, but there’s a reason every ‘guru’ out there recommends this. It works.

There are so many options to invest in yourself. Don’t restrict yourself to just one. Do many and do it well. One thing is for sure – you can never go wrong by choosing to invest in yourself.  So, what are you going to invest in next?

Blog Career Advice

Driving Change

The only constant in our work lives today is change. Leaders are going gaga over driving change – creating something new, improving existing things, making things better. 

As a leader, if you are not driving change, that means you are maintaining the status quo. The longer you maintain that status quo, the higher the risk. If you become a legacy or more obsolete, something could be disrupted down the road. 

Instead of maintaining the status quo, it is far better and far more valuable to figure out what can you improve. What can you create something new? What can you build? And once you figure it, make it happen for the environment around you, for your teams, for your stakeholders, and for your customers.

What are you planning to do today? What are you planning to change today? And how are you going to make that happen?

Blog Career Advice

Pattern Interrupt – to Solve Work Repetition

Imagine your typical workday. 

You get ready, commute to work, and you walk into the office. You got meetings, assignments, work, projects, products, customers, employees, colleagues, and so much more to take care of. And once you get done with the day, you commute back, rinse and repeat for the next day.

This pattern continues and over a period of time, it probably becomes repeatable. And if it becomes too monotonous, then atrophy sets in and your creativity starts to diminish. 

What should be done when you detect this?

Be prepared for a pattern interrupt when you see these symptoms appear for the very first time. A pattern interrupt is a way to disrupt the repeated nature of your work with an activity or an event. It must be something so extreme that it will break you free of those repeated work cycles. 

These activities could be anything from going on a long hike to something way more adventurous. Or at work, you can have off-sites that involve intense team activities that break this pattern. 

When you do these types of a pattern interrupt, you will make some drastic changes – both physical and mental. And this unlocks changes within you so that it creates more productivity. It fires up your neurons for more creativity, and it gives you more ideas and opportunities to have more innovation in the workplace.