I met with the Edelman interns a week ago for an hour long Q&A session. It reminded me of my own internships in the 70s, a walk down memory lane. I worked at the Adlai Stevenson Institute of International Affairs at the University of Chicago, Paschen Construction, Noonmark Magazine, Adlai Stevenson for U.S. Senate, Standard Oil of Indiana, First National Bank of Chicago, Bell & Howell and Swift & Company during high school, college, and business school summers. Here are a few lessons that I learned from those internships:
Take on the Tough Work—I was low man on the totem pole on the construction crew at the Federal Building project in downtown Chicago. In my first week, I was sent into the elevator shaft with a shovel to clean up the waste that had been collecting, before the Porta-Potties reached the site. It was eight hours of shoveling and tossing detritus, but I was not going to be intimidated into quitting. I kept at it, and eventually, I gained the foreman’s respect and got better tasks for the rest of the summer. If you're willing to do the difficult, unglamorous work well, people notice and trust you with bigger opportunities.
Phone Skills—I was a trip planner for the Amoco Motor Club, which meant that I took phone calls from drivers planning cross-country trips. I became familiar with the important routes, the motels, even the gas stations. I was Google Maps before such existed, with my yellow marker and big folding map of the country. I learned to manage the happy and hysterical with a measured tone. Technical knowledge matters, but people remember how you make them feel: Learn small talk; ask about the kids or school; find a way to satisfy the customer.
Find a Mentor—My favorite mentor was Doug Grey, a rising executive at Swift & Company, the legendary meat-packing company. I would show up to work at 7am and have a half hour with him, asking questions about pricing, new products, and connections with retailers. He entrusted me with a divestiture analysis of a kill-floor blood collection technology that took me to packing plants for on-site understanding of the process. The biggest career accelerators are often the people willing to invest in you. Ask questions, show up early, and earn opportunities that are well beyond your job description.
Assess the Future Competitors—I worked at a technology company that was facing Japanese competition for the first time. Bell & Howell made projectors, cameras and other electronic units. These were being challenged by foreign products offering similar quality and lower prices. The same thing was happening to U.S.-based television manufacturers Magnavox and Zenith. The question for management was to out-source manufacturing to Mexico or Asia versus continuing their production in the U.S. All these companies are now gone. No company is immune to disruption. Leaders have to honestly assess competitive threats and adapt before the market forces the decision for them.
Retail Politics—I was assigned to canvassing duties on the weekend, trying to register voters who could tip the balance for Democratic Senate candidate Adlai Stevenson of Illinois. I dutifully went with my clipboard and registration information from house to house. I learned the value of quick reactions at one house, where I was met by a German Shepard barreling through the screen door, targeting my rear end. Regaining my composure, I completed my neighborhood and even registered three new voters. This was far preferable to the interminable licking of stamps and envelopes for mailers. Campaigning also taught me resilience. Not every interaction will go as planned, but perseverance and showing up consistently are often what produce results.
Manage the Personalities—My boss at the First National Bank was into meditation and would have “alone time” in his office for an hour a day, while my bosses at Bell & Howell mostly conversed with me on the basketball court at the YMCA after work. Understanding what motivates people and meeting them where they are is part of becoming an effective colleague and leader yourself: Go where they go, eat what they eat, listen, and learn.
Fearless Salesman—I was the publisher of a prep school literary magazine. In short, my job was to sell ads. I learned how to pitch, define my audience, the art of the first contact via letter, the in-person visit to close the deal, the thank-you note that may lead to further opportunities. Selling isn't just about products; it's about preparation, relationships and understanding the person across the table. Those skills have served me throughout my career, regardless of the role.
I hope that this year's Edelman interns have had a great summer and that many of them choose to build rewarding careers helping shape the future of our industry.
Richard Edelman is CEO.
