Salesforce Career Questions Answered: AI Integrations, Team Retention + Contest Winners and More

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Announcer (00:06):
And now the number one audio program that helps you
to hire, get hired and soarhigher in the Salesforce
ecosystem.
It's the Salesforce Career Showwith Josh Matthews and Vanessa
Grant.

Josh (00:21):
Okay, well, welcome everybody.
This is absolutely our veryfirst show on LinkedIn Audio and
, interestingly, it's also goingto be our very last show on
LinkedIn Audio because withinlike three days of booking this
you know, scheduling this eventand making the big transition

(00:41):
from X Spaces to LinkedIn Audiowe were notified that they are
sunsetting LinkedIn Audio andeverything moving forward is
going to be on LinkedIn Live.
So if you are a dedicatedlistener, or even a new listener
, to the live program, whichthis is right now, you might be
listening to this on the podcast, but if you like coming to

(01:02):
these live programs, we're stillgoing to be on LinkedIn regular
Wednesdays, every otherWednesday.
So we'll be back in two weeksright here on LinkedIn, but it's
going to be under LinkedIn liveand not LinkedIn audio.
Now, there's good things and badthings about that.
The good things are we get tostay on the LinkedIn platform,
which I, you know, have a mildlove affair with, but we also.

(01:25):
The bad news is you might haveto look at us because we're
actually going to be video andwe're no schlubs, but that's the
deal.
Now we've got to.
I guess what are you going todo, vanessa?
Put lipstick on before everypodcast moving forward.
Is that what's going to happen?

Vanessa (01:39):
Well being in remote work for over a decade now.
Even if I'm in my pajamas, Ialways have my trusty cardigan
and my desk lipstick, which, oh,and a scrunchie which lets me
be put together on screen withinlike a minute.

Josh (01:57):
There you go Desk lipstick.
I've never heard that onebefore, but I like it.
Now, most of you who are hereand I'm looking at your faces
your happy faces, by the waythank you for coming to this
program Feeboard.
It's great to see you, larryReid.
You guys are fantastic and weappreciate your dedication and
how consistently you guys cometo our program.
Now, this is a special episodebecause for the last month,

(02:20):
we've been running a contest andwe will be giving away five
free vouchers worth $400 eachfor certifications with
Salesforce courtesy of Gilda andcourtesy of Salesforce.
So let's go ahead and get rightinto it, but first I want to
tell you a little bit about theformat.
What we are going to do iswe're going to read one of the

(02:41):
questions.
By the way, we received a tonof questions.
Thank you so much.
We also received some wonderful, glowing reviews, both of which
were opportunities to become acontestant for these, and you
guys have left us some verybeautiful, sweet, thoughtful and
daring messages on both Spotifyand on Apple.

(03:02):
So, from the bottom of ourhearts, thank you so much for
doing that.
We really appreciate you andwe're very happy to be able to
give back to you and our smallway of showing some support by
running this contest.
So we'll be reading a singlequestion and then we will
announce one of the winners.
The way that the winners will beselected everyone's on a Google

(03:25):
sheet.
There's a number, and Vanessais going to run an automatic
number generator to select thewinner.
If your name is called twice,you can only win once.
So just know that you can onlywin one certification, even
though you may have two entriesinto the contest.
Now we're going to hopefullyget through more than five
questions and I think we'regoing to try and limit our

(03:47):
responses on some of them to, atleast, you know, like 10
minutes at most.
Also, and this is veryimportant to note, a number of
your questions were very similar, and it's good to see that.
It's good to see that peoplehave oftentimes very much the
same level of curiosity aroundspecific issues as it relates to
their career.
So you may not hear yourspecific question, but you will

(04:13):
probably pick up that it hasbeen asked in one way or another
.
There's a few that are sort ofcompounded, so with that, I
think we can go ahead and getstarted.
Vanessa, would you like to readour very first question?

Vanessa (04:28):
Sure.
So our first question and I'lljust throw out there we did get
a lot of questions, so if wecan't cover them on this episode
, we're excited to hopefullycover them on future episodes.
But our first question of thepodcast of the show is what
would be a great start to acareer as a BA in the Salesforce

(04:49):
ecosystem?
I think that one might be foryou, josh.

Josh (04:53):
Yeah right, Says the woman who helped pen the
certification exam for BAs.
Okay, off you go, Vanessa.

Vanessa (05:00):
Well, not the whole thing.
I helped with some of it.
There's a team of SMEs.
Well, not the whole thing.

Announcer (05:05):
I helped with some of it.
There's a team of SMEs.

Vanessa (05:07):
Okay, close enough, close enough.
I'm the only one that's loudabout it, that's the only one.
So what would be a great startto a career as a BA in the
Salesforce ecosystem?
Well, at this point I would saya lot of folks even get their

(05:30):
start in the Salesforceecosystem as a BA, or they start
as an admin or as a consultant.
So, generally speaking, I wouldsay and if I'm understanding
the question right, I find thatthe easiest route into
Salesforce business analysis isthrough consulting.
Consulting, business analysis isgenerally a project based role
and salesforce consultanciessi's are the ones that generally
have the salesforce projects,usually internal bas it's you're

(05:54):
looking at like big companiesand they're probably looking for
folks that are more experienced, I think, at the consultancies.
It's a really great way to getexposed to a lot of different
industries and projects and towear a lot of hats.
So if you can show that you'reversatile, if you have a lot of
transferable skills let's saythat you have some expertise in

(06:16):
a specific industry that may bethat SI those are all great ways
to get your start, are allgreat ways to get your start.
Lean as much on yourtransferable skills as possible
and learn the language ofbusiness analysis, be able to
use vocabulary words in yourinterview and yeah, I think

(06:36):
those are the big things andknow Salesforce.
I don't think you can callyourself a Salesforce BA without
knowing Salesforce.
So, certification-wise, makesure you get that admin
certification I would say first.

Josh (06:48):
Okay, so just to be clear , the best way to start a career
as a BA in the Salesforceecosystem is number one get your
admin cert.
Do they need to get their BAcert immediately after?

Vanessa (07:00):
Or should they?

Josh (07:01):
operate as an admin first ?
Admin first Okay, admin first.
Should they start their careeras an admin first?
Admin first, okay, admin first.
Should they start their careeras an admin first before
becoming a BA?

Vanessa (07:10):
No, I don't think that's necessary.
But I do think if you get anentry-level role as a BA, most
of those roles will expect youto do some level of
configuration, at leastinitially, when you're first
starting out in businessanalysis, at least in the
Salesforce ecosystem.
That's my experience.

Josh (07:28):
Okay, and, by the way, guys, this is a live audio
program and what that means isthat if you're listening and you
would like to comment on this,share your perspective or
challenge something that one ofthe speakers is saying, you
absolutely get to do that.
I think.
What do they do?

Vanessa (07:44):
Just raise their hand or something like that yeah,
raise your hand and we'll bringyou up, just raise your hand,
we'll bring you right up.

Josh (07:49):
So that's all you got to do.
Look, you're the queen of theBA stuff, so I don't have too
much to share here, but I wouldabsolutely work on your soft
skills.
You should probably be acurious person, you should be
interested, you should careabout business, you should care
about business processes and howthings work and the flow of

(08:10):
activities to conduct thebusiness that is occurring.
If you don't have that, you maywant to question whether the BA
role is absolutely right foryou.
But if you do have those, ifit's your natural inclination or
maybe even if it's not naturalbut you've worked on it over
time to be a good communicatorand to be able to elicit good

(08:31):
quality information fromstakeholders and power users and
this sort of thing, thendefinitely go for it and go all
in.
Don't let go Grab your dreamand just hold on to it.
Man or gal, whoever it is, Ithink with that, vanessa, we can
go ahead and announce our veryfirst winner of the contest.
You have a number for me.

Vanessa (08:53):
Our first number is Tom Sabacio.

Josh (08:58):
All right, tom, tom Sabacio.
Congratulations, tom.
You have just won yourself a$400 gift certificate or voucher
for a Salesforce certification.
We will be sending that to youno later than noon tomorrow, so
keep an eye out for your email.
If, for some reason, you don'tsee it, maybe it's going to come
directly from me and it'spossible that it's in your spam.

(09:21):
So make sure that you checkyour junk folder by noon
tomorrow and you will have thatcertification Now.
These certs are.
These vouchers are good, Ithink through March, so make
sure that you're getting yourstudying in and getting ready
for your next cert.

Vanessa (09:35):
Yes, let me make it clear.
It's an up to $400 value.
It's only going to be good forone cert.
So if you decide to spend it onan AI associate cert even
though I think that's free now,but you know- free to the end of
the year, as is the AI.

Josh (09:51):
Yeah.

Vanessa (09:52):
Free to the end of next year.

Josh (09:53):
Oh, next year.

Vanessa (09:54):
Okay, it's free to the end of the next year.
But if you decide to spend thison the certification voucher,
on it on an associate cert,it'll only be worth 75 bucks.

Josh (10:08):
So I would encourage folks to aim high for those
architect certs, all right, allright.
Next question I'll go ahead andread that and this one, fred.
We've got Fred Cadena up hereas a speaker as well.
Fred is a close friend.
He's the host of the podcastBanking on Disruption.
He's a stalwart fixture in theSalesforce ecosystem.
He's very bright, and I maywant to lean on him a little bit

(10:31):
for this next question, whichis how can I navigate the new AI
buzz and improve capability inwhat is really important within
that space?
And that was who sent it.
It's an anonymous question,though.
What do you think, fred?
Can you unmute and maybe sharesome insights on that?

Fred (10:48):
Yes, thank you, josh.
I really appreciate the stellarintroduction.
I will tell you one other thing.
I am today, which is dealingwith travel delays, and I'm
getting ready to board a flight,so I might have to drop the
call a little bit early, butalso, I'm going to this guy's on
more airplanes than a pilot, Iswear to God it does happen
pretty frequently, veryfrequently.
So I don't think of an answerthat I'm going to just guess is

(11:09):
going to warm Vanessa's heart,which is start with figuring out
what is the business problemyou're trying to solve with AI.
Like AI is like the cool,exciting, sexy buzzword
Everybody wants to do it,everybody wants to talk about it
.
But if you're just throwing AIat a problem and you don't know
what the problem is, you don'tknow what the value is you're
trying to get out of it, you'rejust going to end up wasting a

(11:30):
lot of resources and you're notgoing to get the value of the
time that you've invested.
So I would definitely startwith that.
But as far as if you're lookingfor interesting use cases, I
think right now where it sitsthe strongest in the Salesforce
ecosystem is both in leveragingit for agent assistance.
So I definitely look into thatset of capabilities as well as

(11:52):
helping with summarizations oflarge bodies of work, so
pointing it at an account andall of the records around an
account, like opportunities andcases and other records, and
then presenting a summary tosomebody who's maybe stepping
into a situation so you don'thave to spend 20 minutes
reviewing everything, right?
So those types of use cases, Ithink tend to generally offer a

(12:14):
significant amount of value.

Josh (12:16):
That's great, fred.
Thank you for sharing that.
And for some folks, I thinkthat they may still feel like
they're even behind some of thatright.
I mean, what are your thoughtson them?
I think that they may stillfeel like they're even behind
some of that right.
I mean, what are your thoughtson them getting really good at
prompting large language modelslike chat, gpt and perplexity.

Vanessa (12:33):
Oh for sure that's helpful.
I mean, there's so manydifferent directions you can go
with this, but I think theimportant part is that you go in
a direction like start learning, whether it's you're going to
be a really great prompter,whether you're going to focus on
your soft skills, which aregoing to be increasingly more
important in this age of AI.
So, maybe, business analysis,user experience, you know, part

(12:55):
of that is, you know,communication.
If we're also talking aboutdata cleanliness and data
architecture, documentation,because you know again, ai is
only good as the informationthat you're feeding it.
All those things are going tobe valuable in this AI future
and future-proofing your career.

(13:17):
But I don't think that there'sany.
I don't think that AI is goingto overtake actual serious
expertise anytime soon.
A developer that knows theirstuff is always going to be
valuable, at least right now.

Josh (13:35):
Yeah and guys look, here's the thing with AI.
The whole point of AI is tomake life easier, so it's not
really hard.
Here's something that I didthat I'm going to recommend
everybody do it.
Whether you're into AI or not,it doesn't really matter.
We're going to be answeringsome other questions about AI
here a little bit later on inthe program, but something that
I found particularly helpfulnumber one I use Perplexity.

(13:59):
I use it every day.
I almost never Google anythinganymore.
I think getting reallycomfortable with the you know
the LLM of your choice, andreally leaning on that for your
general research is helpful.
You just need time in the seat.
Think, look, you don't need10,000 hours to get good at you
know prompting AI, but you doneed a number of hours and, more

(14:22):
importantly, it needs to becomemore of a habit.
So the other thing with theseLLMs is I recommend you do the
paid version.
When you do a paid version, itsaves your threads, you can go
back to them and not only that,but it understands and learns
how you prompt.
So perplexity, for instance,which again, I love it.

(14:42):
I prompted it.
I said, hey, look, just I loveit.
I prompted it.
I said, hey, look, you've seena lot of my stuff, how can I
improve in getting the most outof your software?
And you know, give me 10 thingsor five things that I can do.
And it very quickly looked atall the stuff that I've ever
done, ever prompted, and it said, look, you can get more
specific.
Here's an example you can dothis, you can do that.

(15:10):
And it gave me personalizedadvice, not just general advice
like we're sharing today.
Give me personalized advicebased on the kind of searches
and prompts that I've been doingfor the last whatever it's been
six months with the product.
So, pick one chat or perplexityor whatever, stick with it.
You can use a lot of them, butI recommend leaning on one 80%
of the time so that it gets toknow you and then prompting it

(15:31):
for how to get better at thatspecific product.

Vanessa (15:34):
Okay, yeah, I think.
General takeaway yes, use GPTsto accelerate your learning and
your productivity.
Learn what Salesforce isoffering if you're looking to
use AI in Salesforce, and thenunderstand the soft skills
around it so that you canexecute those projects well.

Josh (15:54):
Yeah, it can also help you with your communication,
right?
So if you're writing use cases,for instance, or if you're
doing long form emails oranything to do related to
marketing, all of these toolsare very helpful, but you must
just start off daily using itand just start integrating it

(16:15):
into your life, and what's goingto happen is you're going to
feel like, oh man, that saved meso much time.
You're going to start getting alot of little wins, and those
little wins are going to causeyou to lean more and more into
it and to develop an even deepercuriosity.
And when you develop thatdeeper curiosity and, by the way
, you know, sent us a questionso clearly you're curious and

(16:39):
when you develop that curiosity,it's just going to grow and
build on the foundation thatyou're picking up in the first
couple months of usage as well.

Fred (16:46):
So good question, Josh, if you don't mind, one other thing
and I did go right toSalesforce related
implementations.
But on the GPT side I 100% willecho the paid model.
And the other advantage I'llcall out is this On OpenAI they
have the ability to make customGPTs.

(17:06):
It's on the paid plan.
On Cloud you can do what arecalled projects.
They work a little bitdifferently.
What's the same about it is youcan seed that GPT, that project
notebook, in Cloud with sourceinformation.
That is true only for thethings that you use in that
project or in that custom GCompute.

(17:27):
And what that would get you, asan example for a use case, is
if you want to use it for coding, you could upload your coding
standards documents that showslike how your organization wants
code written and documented andnotated, and then if you ask it
to generate code, it willreference that document and

(17:47):
generate code in that format.
Or if you're writing content,you can upload your brand
standards and your editorialstandards and it will reference
that as it's creating thecontent.
You can imagine a lot ofdifferent other things you can
extrapolate that to, but thenyou can pivot and have a
different project or a differentcustom GPT that has different

(18:08):
standards, and so you're able tokind of context switch.
It's remembering all of thosethings, but in the context of
that particular use case.

Josh (18:17):
I like it, fred, and thanks so much for jumping on
the program here on a travel day.
Appreciate you, man.

Fred (18:23):
On the program and on C8A.
All right guys.

Josh (18:27):
I think we're done with that question, Vanessa.
What's the number forcontestant?
Number two or number three?
Yeah, number two.
Who's our next winner?

Vanessa (18:36):
Our next winner is John Klein.

Josh (18:42):
All right.
Oh, john Klein, that's prettycool.
All right, I got to tell youguys something about John Klein.
So I know John and he's awonderful guy and John Klein is.
I'm glad that he won because heput so much energy into this
ecosystem.
If you don't know him, it'sJ-O-N.
John Klein, c-l-i-n-e.
John Klein is actually going tobe helping us with our next

(19:04):
contest, which we're going to bedoing in January, and we're
going to announce it in twoweeks how you can enter, who the
contest is for, and you'regoing to love it.
So I just want to kind of teasethat out a little bit.
So stay tuned.
Two weeks from now, we're goingto be announcing the next
contest.
But congratulations, john.
Thank you for your stunningreview of us.

(19:24):
We appreciate the five starrating and we appreciate you
also.
All right, my friends.
That brings us to our nextquestion, which is how do you
see the Salesforce ecosystemdeveloping in the short term, so
a year from now and in thelonger term two to three years?
There's a follow-up to thatquestion, but I think we will

(19:46):
dive into that after we coverthis first part.
So this is usually somethingthat we answer in our year-end
session, which is going to be intwo weeks, but I think it's
good that we're going to go intoit right now.
I was just tapped yesterday byBen McCarthy from Salesforce Ben
to help contribute to his bigarticle.
They do a huge article in thefirst one or two weeks of

(20:07):
January that addresses this verytopic.
So if you don't hear all theinformation that you would like
about this right now, make sureyou tune in two weeks and also
check out Ben McCarthy's yearend wrap up and sort of what
does 2025 have for us.
That's going to be releasedearly to mid January on
salesforcebencom.
Okay, who would like to gofirst?

(20:29):
Vanessa?
What do you think?
What do you think is going tohappen in the ecosystem in the
next year and possibly longer?

Vanessa (20:35):
Right now for all of it I'm still seeing it's the AI
thing.
I mean, salesforce is pushingit so much Between that data
cloud and multi-cloud solutions.
I think that's what we'rereally seeing.
I think previous years was areal push in the Salesforce

(20:57):
ecosystem for best practices andthat's you know kind of DevOps
practices.
The UX certification went out,the strategy designer
certification went out, devopsCenter came out and then maybe
just my opinion but I don'tthink those were really very
revenue generating forSalesforce.

(21:18):
So we are back to pushingclouds and Salesforce has got
those two AI certifications freethrough next year and also
offering free courses for AIagents.
And also they were offeringlike a free class for getting
the data cloud certification forpartners.

(21:39):
That's really where the push isand for all of their
conferences.
If you want to get picked tospeak at those sessions, you
really need to be talking aboutthose things or a multi-cloud
solution or otherwise.
It's just a matter of yougetting lucky with a session
abstract.

Josh (21:55):
Sure and Fred.
Before I share anything, wouldyou like to offer any
predictions for what's coming in2025 or in the two to three
years that follow?

Fred (22:03):
Yeah, I'm trying to think of anything that I'd say that
would be different than that.
If you remember I think it wasboth on Victo last year and on
the Magnet Disruption PredictionShow I predicted that
Salesforce would acquireDatabricks, which obviously they
will not do this year.
I guess two weeks left, threeweeks left, it may happen, but I
doubt it.
But the reason for theprediction was Salesforce CDP or

(22:26):
Data Cloud now really did nothave the capability set to do
the data centers that it neededto be to power where I could see
Salesforce is going from areal-time data infrastructure to
eventually power what hasbecome their AI offerings.
I think they've made a lot ofmoves this year.

(22:46):
I think they've made a lot ofmoves this year, and I did say
last year and I'll say it again,like Vanessa said, data cloud
is definitely a skill set thatpeople should embrace.
If that's something thatthey're interested in leaning
into the AI space, they'reinterested in leaning into where
Salesforce is going, I wouldabsolutely get it and it's

(23:06):
actually one of the moststraightforward certifications
one can get.

Josh (23:10):
I definitely get it, and it's actually one of the most
straightforward certificationsone can get.
So I definitely get it.
Fred, I think Data Cloud wasincluded in at least 25 or 30%
of every million dollar plusdeal that Salesforce closed last
year.

Fred (23:23):
Absolutely.
That's good, but you need it toleverage all of the new agent
force stuff and more and more ofwhat Salesforce is going to
roll out from an AI and evenfrom a platform and has some
capability is going to end upbeing data cloud dependent.

Josh (23:39):
If I had a prediction, it would be that yeah, and guys,
look, you can't buy agent forcewithout paying for data cloud,
right?
That doesn't mean you have touse Data Cloud for AgentForce.
You can use it without it, butyou're going to miss a lot of
the leverage that Data Cloudoffers when paired with

(23:59):
AgentForce, which is why it'spaired together.
So something to keep in mind.
All great insights, guys.
I'm going to share a couplelittle things here.
I'm seeing an increase in, ofcourse, data Cloud, also RCA and
Commerce Cloud.
Those products are allincreasing in demand, so, if
you're interested in some sortof specialization, I would

(24:19):
absolutely track those threeproducts.
Also, I think that there willbe a bump to the job market.
Many of you follow this showfor advice and recommendations
on how to present yourself as amore desirable candidate, how to
be more efficient, moreproductive at work, all of these

(24:40):
sorts of things, but it is, atthe end of the day, a career
show, and so, as far as 2025goes, I think that we're going
to start to see a little bitmore hiring going on.
We spent two years of dealingwith layoffs.
I mean, there's no questionabout it, the tech industry in
general wasn't great.
We lost about half a milliontech workers over the last two

(25:02):
years and that is massivelysignificant.
Many of you, by the way, havefelt the burn.
It's not a good feeling.
Now I do not think that therewill be a massive bounce back.
This is not going to be likethe COVID super bounce, where
everything dropped off and theneverything came back like a
tsunami wave of demand for bothemployees and demand for

(25:26):
products as well.
This is going to be slow.
I expect it's going to take afew years just to get back to
where we were right.
There's been enough of a dipthat we've got a lot of climbing
to go in the ecosystem to getthat growth going Now, like it
or not.
I also believe that the incomingWhite House administration is

(25:48):
definitely interested in doingsome reforms around regulation,
specifically also aroundtechnology and around taxation
as well, for corporate taxes.
You may not like the policies,you may not like who's coming in
, it doesn't matter.
I think that we're going to seea little bit of a boost because
of some of those initiativesthat are happening at the

(26:10):
highest level, but I don't thinkthat you're going to see a lot
of activity from it for at leastsix months after things
actually get enacted.
So expect a better year, youknow, a year of improvement, not
a year of decline, and I thinkthat's a good thing.
I've got a lot of otherpredictions around what I think
is going to happen in theecosystem, but I'm going to save
it for our year-end show.

(26:31):
So wonderful question.
Now we've got Bunting McCauley.
You have asked to speak, sowould you like to speak on this
or something else?
You've got the mic.

Guest (26:40):
Actually, this is very relevant to what I'm going to
ask, so thank you very much forallowing me to talk.
Hey, vanessa, good to see youGood to hear you again.

Josh (26:49):
What about me, dude?
Please Hunting McCauley naughtylist, Go ahead.

Guest (26:56):
Sorry, josh, this is the first time I get to meet you.

Josh (26:59):
You're welcome to the show.

Guest (27:01):
Thank you.
I guess because of the upcomingadministration and just trying
to really figure out our careers, if someone again for me is a
rookie admin, how do Istrategically go after the
consultants that might know myskillset?
So, for example, I'll take alook at AdWords Exchange how do

(27:22):
I go about really presentingmyself?
Is it just a cold contact tothose firms and saying hi, my
name is, you know, bunting, justwanted to know more about your
company.
Or how do I strategicallyovercome maybe, that particular
hurdle as someone that's alittle bit apprehensive
sometimes.

Josh (27:42):
Yeah, look, it's a great question and I can help you out
very quickly.
Okay, number one make sure thatall of your assets are dialed
in, and by assets I mean yourresume and your LinkedIn profile
.
If you haven't redone it,reviewed it or checked out best
practices on how to have astunning and interesting profile
, I would absolutely do a littleresearch.

(28:03):
We have some information onrecruitercom under insights and
videos and some blogs on how youcan improve your LinkedIn
profile and improve yourinterviewing skill sets and
improve your resume as well.
There are also a number ofrecorded audio podcasts that
Vanessa and I have produced thatspeak directly about how to

(28:24):
improve those assets.
We did one this summer, allabout basically the top third of
your LinkedIn profile.
So before you start doorknocking, you want to be as best
dressed as possible.
Okay.
Step two would be to review anarticle that I penned a while
back.
It's on Salesforce Ben and it'scalled the Salesforce career

(28:45):
checklist.
All right, so just search for acareer checklist, or you can
search for me as an author underSalesforce Ben.
I've only written one thing forthem and you'll find it, and
that is an exhaustive, anexhaustive summary of all of the
steps that you need to do to gothrough and actually
effectively review differentconsulting partners, si partners

(29:08):
, isvs, all of these things tohelp you determine which ones
you actually want to getacquainted with.
Right.
And then for networking wedon't have enough time to go
over it today, but we do have alot of recorded episodes on how
to improve your networkingabilities and how to improve
your networking skills.
The real short answer on thatpart is get everything dialed in

(29:30):
and then just start makingfriends right?
You know, every day or everyweek, reach out to you know CEOs
, presidents, vps, practicedirectors, practice leads.
You know directors of deliveryat the consulting firms that
you've determined would be awonderful fit, and just say, hey
, you know, we're in the sameecosystem, I thought it'd be
good to be connected.

(29:51):
And then you comment on theirposts and you wish them a happy
birthday and you let them knowhey, by the way, I'm keeping my
options open about newopportunity at a consulting firm
.
If something comes up, I wouldreally love an opportunity to
chat with you about how I mightbe able to bring a lot of
productivity, efficiency andhappiness to your customers.

(30:11):
That kind of messaging Doesthat make sense, bunting?

Guest (30:14):
It makes perfect sense.
Thank you very much.
Yeah, you're welcome.

Vanessa (30:17):
I'll tell you what I did.
So one I think you have abetter chance if you've got SIs
that are more in line withindustries that you're familiar
with.
The line that I've used oftenis with industries that you're
familiar with.
The line that I've used oftenis I'll, from day one, be able

(30:38):
to speak the language of yourend users, of the end users that
you serve.
So anytime you can use that, asalways, plus, even if you don't
have any actual Salesforceexperience.
And then the other line thatI've used when I got my role at
Simplist about, I would say,nearly a year before I landed
that role I knew that was on theshort list of places that I
want to work, and so I reachedout to their recruiter.

(30:58):
I said, listen, I'm not in themarket right now, but what
should I be doing now so thatI'm someone you'd want to hire
in about a year?
And recruiter was more thanhappy to get on the phone with
me for 15 minutes, directed meto some resources and we stayed
in touch and he called me whenthey had an opening.

Josh (31:17):
Yeah, I will tell you too , like people have different
opinions on this, I'm not a hugefan of the branded talent
stacker banner.
Okay, on a LinkedIn profile,I'm looking at yours right now,
I think.
For some people I look unlessyou are an absolutely sort of
middle of the road of yourcohort, you know.
Fine, keep it.
If you think that you'rebrighter, smarter, more

(31:39):
effective, a better communicatorthan the other people that were
in your cohort, well then, youdon't want to tie yourself to
all of them, because I've metsome really wonderful talent
stackers and I've met some folksthat I don't know why they were
even in the program Right, andit can color the view of someone
.
So just don't lean on where yougot trained Right.
Lean on what you know.
You know what, what you knowhow to do and how you're going

(32:02):
to do it.
Does that make sense?
It makes perfect sense, thank,you, I really appreciate it.

Vanessa (32:07):
In general, I'm not a big fan of marketing somebody
else's business on my LinkedIn.
Certainly, if TalentStacker orwhatever associations you have
can get your foot in the doorbecause maybe the hiring manager
is also part of those samegroups, then that's great.
But that's still something thatyou can kind of gauge from the

(32:29):
rest of their LinkedIn withoutnecessarily throwing like logos
or things on there.

Josh (32:33):
Yeah, yeah, exactly.
Great question.
And now we need a winner,because I think we haven't
covered yet the winner for our.
What was our, I don't know.

Vanessa (32:41):
third question yes, we've got Azeem Tlaib.

Josh (32:46):
All right, azeem, congratulations, you are the
next winner.
And again, guys, we'll besending out your voucher numbers
no later than noon tomorrow.
That's noon, eastern hey.

Fred (32:57):
Josh, I didn't know you noticed tonight, but Azeem is
actually in the live crowd.

Josh (33:01):
Oh, hey, dude, Come on up , buddy, raise your hand.
Azeem, do it.

Guest (33:06):
Thanks guys, take care, azeem do it All, right, thanks
guys, take care, yeah, take care, buddy.

Josh (33:09):
Yeah, and I know we had Reid had raised his hand as well
.
Reid, I'm not sure if you stillwant to come up, but you are
welcome to.

Vanessa (33:16):
Yeah, all right.
Sorry, josh, I can't bringpeople up.
I'm only a speaker, not a host.

Josh (33:28):
Yeah, poor thing, azeem man.
You've already got 10certifications.
What are you?
Which certification are yougoing to go after with this new
voucher?

Fred (33:36):
I'm going for Data Architect.
Nice Good for you, yeah.

Josh (33:40):
I'm going to make you something for $100.

Fred (33:43):
All right.

Josh (33:44):
All right, my friend.
Well, thank you so much forentering.
We appreciate you and you'realways welcome to on the show.
So thanks so much.
Yeah, thank you, you're welcome, buddy.
All right, vanessa, we've gotanother, another interesting
question.
Why don't you read this one?

Vanessa (33:59):
Okay, our next question comes from Joelle.
I used to work with Joelle.
I'm seeing businesses start tolose confidence in Salesforce
products and, by extension,salesforce ISVs and partners.
So I'm concerned that as anemployed Salesforce developer.
So she's concerned as anemployed Salesforce developer.

(34:23):
She wanted to ask for opinionsfrom people who are more
involved in the industryregarding this and if she should
be concerned.
That said, will gathering morecertifications somehow increase
job security?

Josh (34:34):
Okay, look, that's a great question.
And you know, again, I'm goingto bring up Ben McCarthy again,
because just last week hereleased was it last week or two
weeks ago?
I think it was two weeks ago hereleased an article that
specifically addressed this andthere's a couple of things going
on with this.
Why are people actually losingconfidence?
Well, there's a couple ofthings.

(34:55):
Number one I think we nearlydoubled the number of Salesforce
partners in the last two yearsthan we'd had for the prior 10.
So this is what happensnormally in a down job market,
right?
Vanessa, you can speak to this.
You're not an official partner,but you're doing consulting and
a lot of people when they'velost their jobs or they, you
know whatever someone calls themand they're like, hey, can you

(35:17):
help us out with this?
And it's enough money for themto walk away from their job, and
then so they start an SIpartner you know partner
consultancy, right?
So what you have are a lot ofpeople, all ages, starting
businesses for the very firsttime and they're working with
new clients.
They're doing the same kind ofwork, but it's you know.

(35:37):
I'll give you an example.
I got a call from a companyit's a $100 million company and
I got a call from them last weekand they said Josh, we're
having problems theimplementation.
We don't even know if we gotthe right product.
Okay, we don't know, if I knowfor a fact, our salespeople are
not using this product the wayit's supposed to.
We don't think it's configuredin the right way.

(35:58):
Can you help us?
To which I say yes, of course.
So like, let's figure this out.
I got them someone and they metwith them and they're going to
likely work together.
During that conversation, thewoman tells me she's like well,
I'm just, we just want to checkyou out because I know these
other people and I think thatthey could help us just as much.
I was like, okay, well, youknow, it's good that you're

(36:20):
shopping around.
What's the name of this company?
And they shared it and I lookedit up and it's three three
young guys in their that justwhatever decided to hang a
shingle and start a consultancypractice.
Now I happen to think that doingthat in your 20s is a great
thing.
I think it's a bold thing, Ithink it's a lot of great people

(36:41):
start companies in their 20sand somehow figure it out.
You know they do it, but theymiss something and they miss
leadership and they missmentorship.
They do it but they misssomething and they miss
leadership and they missmentorship and they miss going
through years of cycles and dealcycles to do things the right
way right.
There's just no way to get your10,000 hours of high level

(37:03):
anything in that short of time.
And when I looked at these guysI was like come on.
So then I had my guy say, look,ask your, ask the other team
these questions.
And, by the way, the guy I senthe's got gray hair, a ton of
certs, it's you know, he's hadhis own LLC for many years, very
successful, very good solutionarchitect.
And ask these guys, you knowthese questions.

(37:26):
And she did.
And she came back to me andshe's like oh my God, it's night
and day Right, night and dayRight.
So that's it in a nutshell.
People don't know whatquestions to ask, they don't
know which products to use, andthen they just trust whoever
they're working with.
But 50% of all Salesforceconsultancies are the worst 50%

(37:47):
of all consultancies.
And now there's well over 2000of them right, that's a thousand
that are in the bottom half ofbeing good.
So I don't think you have toworry about your career, joe.
Okay, there's plenty of goodcompanies out there.
If you're a good developer, ifyou can walk and talk, you know
you don't even have to walk Ifyou can talk and code like

(38:07):
you're going to be.
And Joel's right.
Yeah, so don't worry.
But just because businesses arestarting to lose confidence in
the products, it's becauseeither it was implemented wrong,
it's not functioning accurately, they didn't pay for the
support that they needed, theydidn't hire the right person to
administrate, they didn't investin even temporarily getting an

(38:27):
architect in to really map itout and get everything dialed in
.
Perfectly Generally, whenpeople are losing confidence in
the products, they actuallyhaven't invested enough in the
products, either time or moneyor expertise.
You see, Okay, so it's not plugand play.
This is not like downloadingMicrosoft Excel and then now you
can use Excel.
It's not like that.

(38:48):
This is complex stuff.
Microsoft Excel and now you canuse Excel it's not like that.
This is complex stuff andunfortunately, small to
mid-sized businesses reallystruggle with this.
They don't want to spend a lotof money, they don't have a lot
of time to spend.
They hope it's going to be apanacea for all of their ills
and it's not even close.
But then you say, well, where'syour documentation?
Oh, what's that?
Well, when was the last timeyou did a training on this?

(39:10):
Oh, never.
It's like what?
Are you sending people toYouTube to figure out your
specific instance?
Come on, Right.
So, yeah, there's some badactors out there, but that also
creates a lot of opportunity tocome in and fix these things
right.
You don't want to throw goodmoney after bad, but you can
throw good money to fix bad ifthat makes sense.

(39:31):
So hopefully that's at least mytake.

Vanessa (39:33):
The floor is open for anyone else's opinion on this
well, I'll throw in I don'tthink that certifications lead
necessarily to job security,because unless they're, you know
, helping an si that you'reworking for in the partner
community, really I don't thinkanybody's keeping an employee

(39:55):
because they have X number ofcerts.
I think what will make you morevaluable are those adjacent
skill sets to development.
So can you offer guidance toyour teams if you see team
dysfunction, because you'rewell-versed in agile methodology

(40:16):
.
Do you know how to configureJIRA in a way to optimize the
development workflows?
Are you able to identify a goodand a bad user story?
Are you, do you know how to youknow come up with?
You know what DevOps shouldlook like, how to use Gearset,

(40:37):
how to use things that integratewith Salesforce.
Do you know MuleSoft?
Those are all the things youknow beyond just code.
That I think would lead tobetter job security more than
just like hey, I got a userexperience designer cert or
whatever.

Josh (40:56):
Yeah, yeah, and guys, look, I mean anyone who loses
confidence in Salesforceproducts isn't using either A
the right product or using itcorrectly.
Period.
So figure it out right.
Call an expert, call me.
You can call me.
I'm Josh.
I help people find awesomepeople that fix these problems,
so that's all you got to do.
Great question, joelle.
Thank you for that contributionand hopefully, vanessa, you've

(41:19):
got another name for us toannounce.

Vanessa (41:20):
I do, it's Joshua Bevers.

Josh (41:24):
All right, joshua.
Well, congratulations to youAgain.
You will have this in yourinbox no later than noon Eastern
tomorrow.
Thank you for yourcontributions to asking
questions and doing reviews ofus on Spotify and Apple.
We appreciate you and we wishyou hearty congratulations.
Okay, my friend Vanessa, youwant to read the next question.

Vanessa (41:44):
Sure.
The next question comes fromRodrigo.
I know how the job market isright now globally, but, other
than enhance your LinkedInprofile, go to networking
meetings and buy my guide toland a job, can you recommend a
solo accidental Salesforce adminin a country that's not America

(42:04):
to land a job over there?

Josh (42:06):
You want me to take this one, vanessa?
Yes, please.
Yeah, I don't think it's goingto happen easily at all.
Just so you know, I've beenasked this over the years.
It's very rare and verychallenging to land a job that's
going to get you the visa thatyou want over here in the United
States from a foreign land.

(42:27):
I just think it's tricky, andit's even trickier when there is
.
You know, there are so manyAmerican citizens and current
green card holders here in theUnited States that are also very
capable and not employed or notsatisfactorily employed.
Yet my advice over the last 25years to this question and I've

(42:50):
been receiving it for exactlythat long is find a way to get
to America and then find the job.
There's no guarantees here,guys.
There's about half a millionpeople that come to the United
States legally every year.
There are lotteries, there's alot of different ways to get in,
but there are millions morethat wish that they could be
here tomorrow.

(43:10):
And while it is the land ofopportunity, that doesn't mean
that it's not a grind to get toit, but your location matters.
The location matters whenyou're applying for jobs and
getting a job overseas, nomatter which country you're
trying to get into.
It's just hard to do withoutalready going through the visa

(43:34):
process.
So I would start with the visaprocess.
There are United Statesattorneys and probably attorneys
and organizations thatspecialize in trying to get you
your golden ticket here to theUS.
I would start there and in themeantime, what you can do is
really focus on being theabsolute best candidate possible

(43:55):
and gain some meaningfulexperience where you are.
I'm well aware that this is notprobably the preferred answer.
Okay, this question is comingfrom Rodrigo Rodrigo.
Thank you for the question andI'm so sorry, but I don't have a
great answer for you here.
I think it's going to take takeyou actually landing here

(44:17):
stateside to get done what somany people are already trying
to do, who already live here.
Okay, all right, my friendVanessa, let's get our fifth and
final winner.
That does not mean that theshow is over.
We've got a couple moreannouncements and I think we've
got plenty of time to cover somemore of these questions too.
There's one or two that I'mreally looking forward to.

(44:37):
Who is our next winner of thecontest?

Vanessa (44:40):
All right, our final winner is Evelyn Gagard.
I don't know if I'm pronouncingthat right, but I did my best.

Josh (44:47):
It sounds good to me.
Congratulations, evelyn.
Thank you so much for yourcontributions to the show here
and we wish you all the verybest success.
And, by the way, guys, once yougo out and go get these certs,
we would love it if you wouldcome on the show and talk about
what your experience was liketraining, studying for the cert,
which cert you got and howyou're going to apply it in your
career.

(45:07):
So thank you so much.
Okay, next question Do you wantto read this one, vanessa?

Vanessa (45:13):
So this one comes from Tim K.
My question is what industriesdo you see as looking to
leverage AI more than others?
What industries do you see aslooking to leverage AI more than
others?
I ask is currently studying forthe data cloud cert and have
passed the AI associate slashspecialist.

Josh (45:30):
Okay, well, what do you think?

Vanessa (45:33):
So two things I'll offer here.
One, if folks look hard enough,or if you want to message me on
LinkedIn, I'm also happy tohelp here.
But Salesforce actually for theData Cloud certification did a
very specific training forpartners so that they could get
more folks certified on DataCloud.

(45:53):
It's amazing training and it ispublicly available.
So if anybody looks hard enough, free Salesforce training on
Data Cloud.
We'll see how long it's public,but now is the time.
So that's one thing if anybodyneeds a good Data Cloud cert
resource.
And two, as far as theindustries that are looking to

(46:14):
leverage AI, I think the easyone is going to be any time, any
type of support.
So customer support, customerservice Salesforce is pushing
agent force really hard and themore that they can get folks to
speak to agent force as opposedto somebody in the customer
support or customer servicedepartment, that's going to be

(46:35):
the real push.

Josh (46:36):
Okay, good insight.
My gut told me it's going to bemarketing and support as well,
but I did.
If you can just mute for asecond, we'll get you in just a
moment.
My, my gut can be misleadingsometimes, so I just asked,
perplexity, this question andyou know, sorry, this isn't
coming from like years ofexperience with ai or anything,

(46:57):
but it does make a lot of senseand what they're saying is the
information technology andtelecommunications are going to
be leading it in a very big way,as well as professional and
scientific right.
So think of all the AI that'sgoing into, for instance, the
genome project, right?
Or trying to identify new curesor how to create different

(47:19):
molecules for medicine.
There's also all the technicalservices which we are in
technical services andprofessional services they're
leaning heavily into it, with anadoption of somewhere between
12 to 18% of businesses arecurrently reporting current use
of AI.
So pharma, retail, e-commerce,marketing, sales, big one.

(47:41):
Transportation and logistics aswell, right.
So I've worked with a number oftransportation and logistics
companies over the last 25 yearsand they are absolutely going
into it.
Think of this the way likefield service works, right, and
some of the mapping systems arelike how to map a truck driver's
most efficient way to dodeliveries based on accurate

(48:04):
real-time information weightload, gas usage, time to drop
off rush hour traffic.
All that stuff I think it'susing.
I think every industry is usingit right now.
Every single industry is usingit, so it's a really good
question.
Even if they don't know it,they're using it right.
So I think it's a reallyinteresting question.
But whether you're in banking,pharma, high tech, telecom,

(48:28):
healthcare, manufacturing,retail, marketing, sales, it
doesn't matter.
There is an application for AI.
That does not mean that youshould be like, oh well,
trucking is really bigger, youknow, logistics is really big
and I want to be involved in AIand therefore I'm going to go
into that industry.
I wouldn't let that direct yourcareer.
The response to this questiondon't let that direct your

(48:48):
career.
Go with what you like, go withwhat you know.
You'll always be moresuccessful when you're operating
in an industry that you alreadyhave some knowledge in and that
you like and you can speak thelanguage and you are networked
in.
So that's what I would do there.
So great question, and, reid,do you have a point of view on
this?
You hear me all right.

Vanessa (49:08):
Josh, yeah, welcome, reid.

Guest 2 (49:10):
Thank you.
A new setup, so I want to makesure there before I started in a
diatribe.
I agree with you both.
Let's have little contributions, go ahead.
I agree with you both.
I think you know, likeeverything in this world,
there's a bit of a spectrum.
I see a lot of the agenticeating a variety of people's
lunches that are especially onrepetitive customer service sort
of things.

(49:30):
You know checking balances, allthat stuff, everything we do
now with like IVRs and you knowthe dumber, shall we say,
chatbots on all sorts of sites.
I think they'll gradually bereplaced and enhanced with
agentic ai, agent force.
What have you?

Josh (49:46):
well, even surrey and alexa, right?
I mean, those are so crapsometimes.

Vanessa (49:51):
Yeah, they're not even accessing this stuff yet, so I
can't wait for that to happenand reed, can you explain what
an ivr is for folks in theaudience that might not know?

Guest 2 (49:59):
oh, integrated voice response system.
So, whatever you're calling upyour bank, your Comcast, your
whatever, and they're pushingyou through a variety of menus,
whether that's verbally or youknow sometimes you do it with
the dial pad there but leadingyou down some sort of click path
and try to get you service.
And then ultimately you getfrustrated and say
representative or agent or whathave you.

Josh (50:21):
Yeah, if anybody here watched the Dreamforce keynote,
they did a demonstration of thattechnology as it is tied in
with AgentForce and Data Cloud,so you know it's a good, it's a
really cool example.

Guest 2 (50:46):
If you want to, you know, if you want to check it
out, you can go back andre-watch that keynote with uh,
mark benioff and I.
I had some thoughts here, josh,about a variety of the the
questions and I.
First of all, we should haveperplexity as a a sponsor,
because I I echo that sentiment.
That's the one ai system that Iuse every day.
I've essentially replacedgoogle with it, and those not
into that, you know, know form,function.
I would just say it takes youone step further.
You know you Google somethingand you either click through or

(51:08):
open multiple tabs for whatevertopic you've looked through and
then you research that.
This is like the consolidationof all that and a little more
brainpower to show you results.
You know hallucinations canoccur and you may not agree with
the results, but it's a muchbetter starting point than what
we'll call zero at a Googleprompt.

Josh (51:27):
It is.
And Reid, I appreciate yourinterest in going back to some
of these questions that we'vecovered earlier.
I did see your hand up and I'msorry that we didn't call on you
sooner, but for the flow of theshow I'd like to keep going
with some of these questions, ifthat's okay.
So let's go ahead and jump intothe next one here.
Vanessa, what have we got?

Vanessa (51:44):
All right.
Next one is from Steven Mann.
As a hiring manager slash teamlead, we often deal with
employees who are nurtured andled to develop at our
organization.
I take pride in developingtalent and fostering
relationships, but relationshipscan be broken when these

(52:05):
employees eventually leave tocompetitors or even clients
because their skill is in demand.
Given the nature of the techindustry and a norm of job
hopping, how should hiringmanagers feel when talent
they've nurtured gets acquiredby direct competitors or even
clients?

Josh (52:23):
Yeah, I love this question.
I really do.
But, vanessa, why don't youshare your take on this?

Vanessa (52:30):
Sure, well, first, every time I've signed a
contract with a consultancy,there's always some language in
there that says that I can't getscooped up by a client because
that is directly will take workaway from them, so that I
wouldn't be able to work for aclient for, like I don't know,
12 to 24 months or somethinglike that, and I think that's

(52:51):
totally reasonable.
Don't sign anything, or if it's, you can't go to a competitor.
The competitor thing, that'sjust business.
I would say don't take itpersonally.
As a manager, I always kind offeel like it's a win for me,
it's success for me if theperson that I have nurtured is

(53:14):
able to grow beyond me, able tomove on to the next thing and be
successful with what I'veinvested in them.
I mean, I'm not I guess I'm notlooking for loyalty, I'm.
You know, I nurture folksbecause I want them to be good
and good every day, and ifthey're so good that somebody

(53:34):
else is offering them more money, then kind of good for them.
Hopefully they'll refer otherpeople for the role when they go
.

Josh (53:43):
Yeah, I think that's a really good outlook and there's
a little nuance here.
So we get non-competes.
So non-competes are notenforceable in every state and
certain states have certainrequirements.
So, for example, in the stateof Oregon, a non-competes and
this is actually, I think mayhave gone to federal court, and
so it's probably in most states.

(54:05):
But for the most partnon-competes are only
enforceable if the employee isgiven enough time, a reasonable
amount of time, to review thenon-compete prior to starting
work.
So I tell all of my clients Irecommend that they share all of
the documentation theemployment agreement and the

(54:26):
non-competes that they insist on, and don't have that employee
start for at least two weeks.
That gives them a chance to getready and prepare onboarding as
well, gives the candidate timeto give notice if they have to.
But also it's unenforceable ifthey don't have at least a
couple of weeks from reviewingto starting.

(54:47):
Now in California none ofthat's enforceable at any time
you can walk across the street,take your clients with you and
there's almost nothing that canbe done about it.
So I'm not sure what state, I'mnot sure what state you're in
here, Steven.
So that's something to keep inmind.
Now I want to echo what Vanessasaid, I would feel very sad,

(55:11):
but not hurt, right, Maybedisappointed, that you're losing
a good employee to a competitorand you know that has not,
fortunately.
I, you know, I've had a lot ofemployees and it's really not
happened to me very much, butI've certainly seen it happen
with a lot of my clients, and sohere's a couple things that I
would do.
Number one be proud of them, behappy for their success.

(55:34):
If you thought, I saw this onthis new tv show, landman, with
billy bob it's a taylor sheridanlike a yellowstone style uh,
new tv show and he had thislittle conversation with Billy
Bob it's a Taylor Sheridan likea Yellowstone style, a new TV
show and he had this littleconversation with on the show he
had a conversation with histeenage daughter and she was all
upset about, you know,boyfriend, that didn't work out.
And he said well, honey, youknow, did you think that you

(55:54):
guys were going to, was thisgoing to be the last
relationship that you ever had?
And she's like he's like everyrelationship ends except for the
last one, Stephen, includingyou.
And where you work, you maychoose to leave.
Where you are, unless you ownthe organization, you may choose
to leave, and even owners sellbusinesses and start new ones

(56:14):
and retire.
So when you hire someone,particularly in their early
thirties or in their twenties,you have to ask yourself is this
the last job that this person'sever going to have?
The answer that will probablyring in your head clear as a
bell is no, of course not.
Everybody leaves someday.
Most people leave someday.

(56:34):
The only people who don't leaveare the people who end their
career there, and that justdoesn't happen.
You already have a grip on that, based on the wording of your
question.
So now we have a choice Behappy for them, congratulate
them and try to maintain thatrelationship.
Don't get hurt and don't letthem get hurt.
I have actually seen peopleleave.

(56:55):
When I was at Robert Half.
They left.
They went to a competitor andthere was always sort of bad
blood between theseorganizations, but it was mostly
from the other organization,Because we were huge.
We were the biggest in theworld.
They were the little, small,regional one, so they had a chip
on their shoulder.
Hey, chips on their shoulderwork really well.
Worked for Tom Brady, you know.
So there's nothing wrong withit.
Just don't take it personally.
The other thing is I would betalking to senior leadership and

(57:23):
trying to determine how can wecreate career pathways and
opportunities within ourorganization that entice people
to stay here so that we don'tlose all of that experience and
IP.
This is really important to do,really important to do.
In that same role, I noticedthat we had 1, know on a
thousand people in the or inRobert Haft's technology, right.

(57:44):
So we had a thousand people andit worked out to about five
pages and you could seeeverybody, like every single
employee, and what their numberswere every single week.
Right, and you wanted to be onpage one meant that you were a
badass, and when I looked at allof the badasses, everyone had
been there minimum four or fiveyears, right, Usually, some a
little bit less.
But the people who were onthere and stayed there were

(58:04):
there a long time.
But the people that were havingturnover in two years, three
years, they never got up there.
Now, partly why they left isbecause they never got up there.
They weren't that good, right.
So there's that.
That's okay.
But I brought to leadership atthat organization.
Look, we're not doing enough tokeep people here.
We lose veterans all the timeand we're churning people in and

(58:29):
out.
Junior people training.
Some are successful, some ofthem stick, some of them don't,
but when they are good, we werelosing them like crazy.
Now I've since left thatorganization clearly many years
ago and since I'd left, they'dintroduced a number of different
programs, For instance, certainjob titles.
After you've been there for anumber of years, people started

(58:50):
to get associate VP titles andthey weren't a vice president of
anything except their own deskright, but they earned that
title because of their deepexperience.
So you can offer people bonuses, but the most important thing,
the meaningful thing, Stephen,is going to be offering them
career advancement.
People want to learn and theywant to get better period.

(59:12):
They want to, and if you're notoffering it, then someone else
will.
And here's one more thing.
This is a lens that everyoneshould pop into their eyewear
from time to time.
I was talking to a fellowrecently, a really nice guy.
He was referred to me bysomeone that has done a lot of
work for my clients in the past,someone I really trust Vanessa,

(59:33):
you know this person as welland he referred a friend.
And when I talked to thisperson, he's underpaid, he's not
getting the promotions.
He wants this, that, the otherthing, and so he's thinking
about leaving.
But when I really dived in, hewasn't doing everything that he
could to really make sure thathe's milking opportunity as best

(59:55):
he could at that organization.
Now, that's an employee, but theemployers.
What they weren't doing, theywere making promises and not
fulfilling them.
Hey, yeah, we're going to getyou promoted.
Just give us six months.
We're not ready yet.
It's coming soon and after youlisten to that shit for two or
three years.
I mean you just stop caring,right?
No one's going to care moreabout their career than the

(01:00:15):
individual.
But, boy, you better carepretty darn close to as much as
them.
You better care pretty darnclose to as much as them, or
they will leave.
Someone's going to woo them.
Take them out for steak, takethem out to golf, show them
their fancy desk, give themtheir own office right, Give
them an Eames chair in thecorner.
I mean, company, these thingsare cheap.
You know, spend three grand ona fancy chair.
All of a sudden you get to paypeople half.

(01:00:38):
You know, it's the weirdestthing, Trust me.
I've seen it in the agencyworld time and time again.
So start developing an employeeretention plan.
That's what we call it.
Employee retention plan.
Okay, Career path plan.
That means quarterly, or atleast by annual, conversations
about are you happy?
What can we do differently?

(01:00:58):
What do you want?
What projects do you want toget on?
What aren't we doing?
That is really interesting foryou.
Where you want to grow, how canwe offer that to you?
How can we cross-train you?
You guys are picking up what I'mputting down, I'm sure, and
I'll wrap this up here in asecond, but there's so much to
be done.
But the number one thing thatyou don't want to do is harbor

(01:01:20):
any ill will.
Number one thing that you don'twant to do is harbor any ill
will.
When you see someone doing whatthey need to do for them, for
their family, for their momthat's in the nursing home that
they support, for their childrenthat they're trying to give a
good education to, for theirspouse, who's not well and needs
to work hard, or whatever itmay be, you have to put the

(01:01:41):
energy in and show some care andgive them a path.
No path, no, stay right Period.
So give them a path and I thinkthat you're going to feel a
little bit better and be happyfor their success.

Vanessa (01:01:51):
So we have a related question that's come in through
LinkedIn DMs.
If you want to go a littlespontaneous, Josh, yeah go for
it, it's rock.

Josh (01:02:02):
All right, hey, real quick.
I'm curious because I want togive Reed a chance.
Reed, do you have some input onthis?

Guest 2 (01:02:09):
You hit on a lot of it in the preemptive side there,
josh.
The one thing I would addthat's maybe on a more personal
note and maybe we deviated fromwhat his question was make sure
that people know that you cantalk to them before they decide
to leave or interview elsewhere.
You know, whatever you want tocall it cliche open door policy,
but if you're not lettingpeople know that you're at least

(01:02:29):
open to conversations and soforth that allow them to talk
about their career path and allthat I mean their retention
program and all you mentionedwas great, josh, but if they
don't think they can even talkto their management, then you've
already lost most of thosebattles.

Josh (01:02:43):
That's it, brother.
I love that man.
Great contribution.
Thank you, reed.

Vanessa (01:02:47):
All right.
So in a related question, Ithink, because it's actually a
real scenario that's similar tothe question we just had I have
a friend who just about reachedtheir two-year mark with the
company they're working for.
Since they've been in, they'vebecome the subject matter expert
and accidental JIRA admin forthe company, among other things,
after two excels aboveexpectations on their reviews

(01:03:12):
and finishing up the sales andservice cloud and AI associate
and specialist certs.
They have further gainedadditional experience on sales
and service cloud projects andhave been assigned as a project
manager for the last twoprojects.
They were going to ask for araise, but before they could,
the company awarded a 5% raise,but they were expecting more

(01:03:35):
based on what they've done withthe company.
So the question is should theyask for a larger raise right
away or wait for a potentialopening with another company
that pays higher and comes up intheir job hunting?

Josh (01:03:48):
Yeah, great question, ask , always ask period Right, like
it's first of all you've got totake stock of what do you have
there?
First of all, it sounds likethey've invested.
I mean, you read the questionand I don't have it right in
front of me here.
Vanessa, sounds like thiscompany has invested in the
employee.
Is that correct?

Vanessa (01:04:09):
It's it sounds like it if they've put them on as a PM
and they've grown in projectsthat may they maybe didn't have
experience in, with only twoyears experience.

Josh (01:04:18):
Yeah.

Vanessa (01:04:19):
I think so.

Josh (01:04:20):
Yeah, okay.
So, and this is kind of what Iwas I actually kind of got
distracted on the last question.
What I was trying to say is,like you've got to what I was
talking about the lenses.
I mean, you've got to stoplooking at them like they're
junior, you know.
You've got to try to look atthem, almost interview that
employee of yours, as if youwere going to bring them into
the company today, becauseoftentimes we bring people in.

(01:04:43):
They're junior and all we see isthat junior young buck or young
gal who's just kind of getting.
They're a greenhorn, they'rejust getting started and it's
hard to change that view of them.
Their view has changed, butyours hasn't.
So that's really important.
I think it's really importantto demonstrate your value and
ask for what you believe yourworth is.

(01:05:04):
On the open market period,there's a lot of information out
there, including at thesalesforcerecruitercom under
insights and even on thisprogram, about how you can
improve your.
You know, in fact, fred and Idid a role play on this in the
past year in one of our.
Remember that.

Vanessa (01:05:22):
Yes, I'm still feeling residual anxiety from that
episode.

Josh (01:05:26):
It's a little cringey.
It got a little cringey, butthere are ways to communicate
this and you know, one way is togo in first of all gratitude.
We talked about this in thelast question a little bit,
right.
Thank you so much for the raise.
I appreciate it.
It's important for me to sharethat.
I believe that my abilities,capabilities, have increased at

(01:05:50):
a rate faster than thecompensation and I wanted to see
if you would be open to havinga discussion about that.

Vanessa (01:06:05):
I'd also throw in.
And, josh, see if you agreewith me, I know, when I was
going to bat for my teammates, Iused to be a manager and I had
some folks on my team that I wastrying to go to bat for, with
leadership, getting metrics inthere.
So if, hey, these are thecertifications I've gotten since
I've started, these are theaccomplishments, this is the
money that I've saved you guys,these are the great things that

(01:06:27):
I've done.
I think that helps, especiallyif there's an increase in
responsibility.

Josh (01:06:33):
Yes, yeah, absolutely Not the first conversation okay,
okay, second conversation, okayright.
So if you've got to prime peoplebecause they're gonna think
they're gonna go like, yeah, I'mhappy to have that conversation
.
Now if they shut you down,they're like, look, we just
can't afford it.
I'm sorry, I wish I could giveyou more, but I can't.
You know like you can overcomethat objection right, but it's a

(01:06:58):
little tricky and it's a littlebit advanced.
It's like, okay, well, thankyou for sharing that.
But let me ask you this whatwould it feel like?
You know, how would you then goabout?
Let's say you were navigatingmy personal career?
You know how would you go aboutmaking sure that you were
compensated fairly for what youbring?
And this and your managershared this with you what do you

(01:07:19):
think?
What advice would you give tome?
You know, in that situation,like you got to make them think
about how shitty that is Right.
And the idea here is we don'twant to put their back against
the wall.
We don't want to start making acase, and God forbid, whatever
you do, people do not ever comein and start talking about
inflation or your expenses oryour new car or your cost of

(01:07:42):
daycare.
Nobody wants to hear it.
Everyone's got problems,including money problems.
Nobody wants to hear it, sodon't do that.
This has to be about your valueand the cost to replace you on
the open market.

Guest 2 (01:07:55):
Yeah, so if I may, what's that?
I would just add, if I may,that if that, that 5% raise, if
it was across the board, thenthat you everyone rose with the
tide.
So your perspective is thatwasn't didn't have anything to
do with that individual personYou're talking about that
person's value Exactly.

Josh (01:08:11):
It would be great Grateful for it.
Thank you for the raise.
I know that you know this hasnot been the best economy in the
last couple of years.
I appreciate you giving meanything, but even so I'd still
welcome an opportunity todiscuss my career here and where
it's going and a little bitabout compensation.
Can we get together for a cupof coffee on Friday and close

(01:08:33):
them to the meeting?
You close the meeting beforeyou close the subject.
You see, close the meetingbefore you close the subject.
Do you see, close the meetingand give them time to process
and think?
And they're going to bethinking of objections or they
may be going to bat for you withsenior leadership and saying
guys, I just got asked this.
I want to be able to go to bat.
Can you please give her 10%?
You know I don't want to loseher.

(01:08:53):
It's going to.
I've invested so much time inher and her training and she's
doing a great job.
Can I please tell her on Fridaythat we're going to give her a
bump?
Give them time.
Most people that you're going tobring this up to aren't the
owners or the decision makers.
They could be a vice presidentand still not have the authority
.
So you've got to sell them onthe meeting and prime them on

(01:09:17):
the subject of the meeting andyou've got to have all your
ducks in a row around youraccomplishments and you don't
need to bring thoseaccomplishments up.
You can give a short summary atthe start of the negotiation,
right, but you do not want to.
You know, just like slam themwith a bunch of facts right off
the bat.
You know how do you think I'mdoing?
You know, let's say this, let'ssay you weren't a manager here.
Let's say that you were theowner right Of this business.

(01:09:40):
Do you feel like?
You know what percent raise doyou think would be appropriate
for the skillset that I'mbringing right now?
Oh, I can't answer that, butit's like, okay, but you're
getting them to think becausewhat you want to do and when I
gave that presentation atFlorida Dreaming on negotiating
skills for Salesforceprofessionals, we covered this
in depth.
We'll cover some of it on oneof our podcasts, which would be

(01:10:00):
about one year ago I think itcame out November of last year
okay, where we talk aboutnegotiating skills for
Salesforce professionals and Iwould check that out.
I would also bone up on yournegotiating skills.
I definitely recommend.
Is it Chris Voss, not Tim Voss?
Chris Voss, I always get itwrong.
Chris Voss, v-o-s-s.
Never Split the Difference.
That's my favorite book onnegotiating.

(01:10:22):
The audio book's great.
It's got this deep baritone andhe actually reads it himself,
so I really like hisstorytelling.
So that can help you too.
Make sure that you're fullyprepared before entering into
these conversations.
Okay, entering into theseconversations?
Okay, but you need to sell themon your one, your value.
And two, you don't want to tellthem that you're going to leave
for another job or for moremoney If you don't have

(01:10:43):
something lined up.
Okay, because they might belike oh, they're on the outs,
let's find a way to replace them.
The other thing you want tothink about is who's coming up
under you who could probably doyour job and is happy with the
5% raise right?
Or how is business?
You want to understand they'vegot business coming in, they're
growing, things are good, orit's been really slow, it's been
a really bad quarter.

(01:11:04):
I tend not to like to ask forraises during bad quarters, you
know so in the timing category.

Vanessa (01:11:12):
What if they were on the bench but they had a project
that's going to come in?
You know, once the SOW signedin the next like month, should
they wait?

Josh (01:11:23):
Yes, God, yes, Don't ask for a raise when you're not
working.
Yeah, definitely don't.
And understand, too, that youknow one of these things, like
I'm.
You know one of these thingsthat I shared with Ben McCarthy
just yesterday around what'shappening with salaries is
salaries have gone down.
The more people on the street,the lower the salary.

(01:11:43):
It's supply and demand folks.
So there are people that mighteven be willing right now to
work for less money than you'remaking currently, who have the
same level of experience as youbecause they're not working at
all.
So you've got to read the room.
You've got to read the wholeroom.
The whole room is the UnitedStates economy and you've got to
figure that out right.
You've got to figure out thattiming.

(01:12:04):
If you're not actually doingwork right now and you're
sitting around for a month andthat company's paying you, that
means that you're going to haveto work three or four months
just for the company to recouptheir losses on you over this
next coming month.
Yeah, definitely don't ask fora raise.
If you're on the bench, Just begrateful.

(01:12:25):
And if you're on the bench toomuch, you should probably start
looking for a company that'sable to attract clients and
generate revenue.

Vanessa (01:12:33):
You made a good point, josh.
I mean I haven't done any deepanalysis on this, but I feel
like back in 2021, startingsalary for admins was around
like 90, 100.
And now it's kind of more inthe 70, 80 for entry-level

(01:12:56):
talent.
It really has gotten.
It feels at least I don't havethe data, but it feels like it
is no, I do.

Josh (01:13:02):
I have the data and you're absolutely spot on.
We've seen about a 20, we cango by percentages, but really in
general it doesn't matter thejob, it's about 20 grand less
than it used to be.
You're an architect you'remaking 200, now you're making
180.
You're an architect you'remaking 200, now you're making
180.
You're a developer now youmight be making 130.

(01:13:24):
Now it's 70K.
Now it's not 100% of the time.
In fact, I've got two openingsright now.
I might as well plug.
I don't have the posting up yet, but by the time this podcast
is released you can go tothesalesforcerecruitercom.
Click on jobs.
You're going to seethealesforcerecruitercom.
Click on jobs.
You're going to see the postingthere.
But I have an opening for twopeople.
These are going to pay about$170,000 each.
You've got to know your stuff.
You don't even have to be supertechnical.

(01:13:46):
But if you're sort of on thattrack to become a solution
architect or you are a very good, highly competent solution
architect with very goodcommunication skills who can
manage projects on your own,then this job's for you.
It's with a consultancy.
It's fully remote.
So check that out.
We're looking for the best ofthe best.
If you think you're not thebest, please don't apply.
If you think that you'reamazing and awesome, I

(01:14:07):
definitely want to hear from you.
So, yeah, it's just a dip.
And look, I know that can bepainful, excuse me, I know it
can be painful, but the truth is, personally, I think a lot of
these folks have been overpaidfor many years.
Sorry, but you have been.
You look at a developer who'sdoing NET or Java and you

(01:14:28):
compare that to what aSalesforce professional that I'm
seeing is getting paid.
It's different and one'sgenerally harder than the
Salesforce.
Java developer is generallyharder than being a Salesforce
developer.
So it's just about supply anddemand I don't think a lot of
these people have.

(01:14:49):
The only thing that's justifiedtheir high levels of
compensation is the lack ofother people who are willing to
do or know how to do the work.
Compensation is the lack ofother people who are willing to
do or know how to do the work.
That's it.
It's not because it's harder,if that makes sense.
Well, I think that what hashappened is a right sizing of
compensation.
Comp continued to grow the wayit's been growing, everyone

(01:15:10):
would stop using Salesforcebecause it's too expensive to
manage.
Right, a lot of people droppedout of SAP because they don't
want to spend $300, $400 an hourfor a consultant and you
couldn't even find them back inthe day.
Good luck even finding someonewho could do that work.
So a lot of me wants to say whenyou get a raise, when you get

(01:15:31):
that promotion, don't go out andbuy the new car.
Don't put that big addition onthe house.
Go out and buy the new car.
Don't put that big addition onthe house.
Put that money away.
Just sock it away.
Try and live well within yourmeans and save money for the
future, because positions becomecommoditized.
I mean we're seeing it withSalesforce administrators in a

(01:15:51):
very big way.
Right, I mean, to be aSalesforce administrator
nowadays, you better have somereally good communication skills
or you're out.
You've got to be able to leanin and leverage AI.
You've got to have somespecific cloud product knowledge
.
I'm not saying everyone, but alot of you.
You've got to have that.

(01:16:12):
Ai is going to take over a lotof your tasks.
I've got companies that I'vetalked to and I'm working with
right now.
What they do?
They use AI to build a persona,to build basically an agent
outside of agent force, to actas an admin a badass admin too.
It's got oversight, but youneed some basic things done.
They're going to pay 24 grand ayear, 25, 30 grand a year

(01:16:36):
instead of 90 or 100, plusbenefits, plus days off, plus
sick leave and all this otherstuff.
Ai is coming for your jobs,people.
It actually is, and I don'tmind saying that it's coming for
it, but not all of them.
So you've got to shore up someof these communication skills
and you've got to leverageyourself and position yourself

(01:16:58):
as a badass in something in someway.
Ask good questions, the humanaspect, be a good communicator,
be able to resolveperson-to-person issues, be able
to make stakeholders feelreally good about projects.
Because if you're sitting therejust knocking out your little
admin stuff for and I'm nottrying to minimize the role,

(01:17:18):
guys, I apologize, becausesometimes I talk in my language,
I can hear myself and I think,oh, that sounded funny, I'm not
minimizing, but just sittingthere, you know, yeah, I'm going
to add another user and thenI'm going to just fix this issue
and just, you know, goingthrough your list of routine
things, if you can say routinethings, ai is coming for you,

(01:17:42):
right?

Vanessa (01:17:42):
So you've got to start getting good at other things
like flows and this kind ofstuff.

Josh (01:17:45):
Be an expert of something , Do not sit on your hands.
All the Luddites in the world,all the people who are anti,
like someone asked me recentlydo you think AI is a good thing
or a bad thing?
It's an inevitable thing, itdoesn't matter.
And one of the things that Ijotted down as a note yesterday
was think about the industrialrevolution.

(01:18:05):
Okay, and the industrialrevolution.
Think about farmers.
Well, a lot of farmers losttheir jobs when the tractor came
in and a lot of people got newjobs building tractors, right.
So this is as big a shift asthat, if not bigger.
It's a very big shift.
Jobs are changing.
They're already changing rightnow.
Okay, so you've got to get goodat AI and you've got to get

(01:18:28):
good at communicating, and ifyou don't do either of those
things, you will find yourselfthere will be a day when a
Salesforce admin, I think, is 50grand a year.

Vanessa (01:18:38):
I've already seen some roles like that, yep.

Josh (01:18:41):
Yeah, yeah.
So you know I'm not trying tobe a doom, this is I'm not like
predicting doom, I'm justpredicting different and I don't
even have to predict that.
Everybody already knows.
If you're listening to this,you guys already know the
writing's on the wall.
It's already happening, it'schanging.
So if your company can't keepyou working, no, don't ask for a

(01:19:01):
raise.
If you're on the bench, don'task for a raise.
Start looking around, starthaving good conversations.
If you listen to the early partof the program, get your assets
dialed in when we were talking.
We were talking a little bitearlier with bunting, so rewind,
listen to that again and againand then get that work done and
start seeking new work.
Or one thing that you can do isfigure out how can you bring

(01:19:23):
more revenue in?
Hey, I noticed that I'm on thebench.
What else can I do to supportthe company with internal
projects?
I've noticed that we've beenchallenged with our pay system.
I noticed that we've beenchallenged with our time system.
I noticed that we've beenchallenged with XYZ system.
I noticed that some of thesenew people who've been brought
on board are really gettingstuck on these aspects of the

(01:19:45):
product.
Are you open to me running atraining session for our users
so that they, or even a freetraining session with past
clients to make sure that theystill like us.
There's so many ways to insertyourself in a really positive
way and, vanessa, you've heardme say this at least a dozen
times.
I quote Jordan Peterson lookfor where responsibility has

(01:20:07):
been abdicated and assumeresponsibility for that.
All right, we've got ChrisNewdecker.
I like me some, chris Newdecker, and you are on the floor, my
friend.
Welcome, chris.
You're live buddy, go ahead andunmute.

Guest 3 (01:20:19):
Ah, thank you, sir.
Sorry about that.
Hey, thanks for letting me joinin real quick.
I hope you guys are doing greatand y'all having a wonderful
conversation, and you brought upa great point like how can you
bring more revenue?
Another thing that I've alwaysseen no matter, and I've seen
unlimited amounts of justSalesforce licensing waste and

(01:20:42):
what I do is I walk in a placeand I say here's how I'm going
to save you money, and I just goright through all the licenses
they have, what they're notusing, what they can do, either
swap, get rid of or on the nextSalesforce licensing deal, and
where they can save typicallymillions of dollars, and that
helps you get some cred orpossibly even get that raise as
well too, which has happened forme in the past at the same time
.
So just wanted to bring that upthat there's an option out there

(01:21:02):
and those are things admins cando.
So when you talk about I knowthat role has been diminished
and people say that I haven'tseen it be diminished, I know
people have said that and it'sout there, I know right, but
it's a valuable person and avaluable role and you just have
to think about better ways tomaybe align yourself with the

(01:21:23):
company goals and company needsie, save money or bring in
revenue and if you can show that, I swear to you you'll get what
you need.
You will.
You'll always get your word atsome point in time.
It doesn't have to be today,but it will come to you.
It doesn't have to be today,but it will come to you.
So just stay positive, stayfocused and stay driven.
If you're excited aboutsomething, go for it.
Don't let any other obstacleget in your way.
Stay thirsty, my friend.

(01:21:43):
That's all I'll stop there.

Josh (01:21:44):
Amen, chris, thank you, thank you for that insight.
You are 100% correct on this.
I hope everybody really heardhim there.
I had a client out of New YorkCity as a medical company and
they needed some help.
So I got them an administratoror not an administrator I got
them an architect.
To first come in and just lookat everything.
His name's Tony.

(01:22:04):
He's a very smart guy andwithin two weeks he figured out
how to save them $150,000 peryear just on their licensing
alone.
So if you don't know how to dothat, ask perplexity how to do
it.
Or if you're friends with an AEor an AVP or RVP at Salesforce,
ask them someone not your AE,right, and just be like, hey,

(01:22:28):
what's a good way of approachingSalesforce and approaching
leadership and stakeholders whenI'm aware that we're
overspending on licenses?
And how would you know whathave people shared with you in
the past to help them right sizetheir spend, their monthly
spend, right?
Chris, thank you so much and,guys, we're going to start
wrapping it up here too.

(01:22:48):
I can't tell you how grateful Iam for all of our live
listeners, how grateful I am forour amazing podcast audience.
You guys have been so fantastic.
We thank you for the questions.
We thank you for the kind words.
Many of you shared some reallylovely, heartwarming messages
with us when you shared yourquestions.
We thank you for that and we'revery much looking forward to

(01:23:11):
continuing this show all the waythrough 2025.
This show is not going away.
We want to be as consistentwith it as possible.
So, whether you need the helpright now or you want it down
the line that you can come here,you can ask us anytime every
two weeks on a Wednesday and getyour questions answered.
If you're not able to attendthese live events, that's okay.
You can message us, right.

(01:23:33):
You can hit me up on LinkedIn.
You can hit Vanessa up onLinkedIn.
You can hit Vanessa up onLinkedIn.
We're very easy to find.
Or you could send us a message.
I can be reached, josh, at thesalesforce recruitercom.
And, by the way, if you're aclient, if you're struggling to
hire people I just talked to aclient today.
They have been looking for avery long time and they just
can't.
They feel like they're good atscreening people.

(01:23:54):
The problem is no one's passingtheir screening.
They're really struggling toattract the right kind of people
.
If you're struggling with that,you can talk to me and I will
help you.
It's a lot more affordable thanyou think and our clients are
extremely just ecstatic aboutthe quality of candidates that
we deliver.
So please reach out to us.
If you're a candidate and youneed some additional help,

(01:24:15):
please visit expandexchangecom.
That's mostly a Vanessa thing,but we put together a directory
to help you be integrated in theSalesforce community in the
best ways possible with some ofthe best content creators, some
of the best schools and so on.
And then I'd also ask you guysto please, if you haven't and
we've got hundreds and hundredsof listeners, if you like this

(01:24:38):
show, even if you liked it onceif you could give us a nice
rating on your podcast platformof choice.
It actually does a lot for us.
It really does, because wehaven't had a lot of reviews.
So even one little five-starreview helps bump us up, gives
us a little bit more visibilityand we're able to help people.
And again, of course, we dothis because we like it.

(01:24:58):
We do this because we careabout you, we care about the
community.
This is an expense.
It's not a revenue generatingpodcast.
We do not advertise on hereother than my own business, and
even that doesn't.
I don't even think that works.
So, but we appreciate you guys.
Please tune in for our year endshow.
Last time we had a year-endshow.
It turned into our number onebest podcast of all time.

(01:25:21):
I think that we're gonna seejust as many sparks fly when we
share our year-end review andour full predictions of what's
coming in 2025.
Tune in in two weeks onLinkedIn Live and it will be
Vanessa and me and, with anyluck, we'll have Chris back,
we'll have Reid back, we'll haveFred back, peter and Larry and

(01:25:42):
all of our friends.
We want as many people to comeand we want as many people to
speak as possible and share yourperspectives, so absolutely
join us and in the meantime, Iwant to wish everyone a
retroactive, very happyThanksgiving.
We're very grateful for you.
I hope that you had time towhether you're in the US or not.
I hope that you had time withyour family last week time with

(01:26:02):
the people that you love themost, vanessa.
Any final words before we signoff for the night.

Vanessa (01:26:08):
Excited to see where this LinkedIn stuff goes.
Thanks Josh, thanks everybody.

Josh (01:26:13):
We're gonna have to comb our hair.
It'll be all right.
All right, everyone Signing off.
Have a great week and we'll seeyou soon.
Bye for now, bye.

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