Welcome to part two of Chaloner’s 101 series! Soon-to-be/new grads can read these articles and gain insights into some of their workplace options in the world of communications from industry veterans. Part one focused on the agency experience.

For our second article, we’re taking a look at nonprofit life. We recently interviewed Juan Martinez, Vice President of Strategic Communications & Policy at Hopelab. Hopelab envisions a future where young people have equitable opportunities to live joyful and purposeful lives. As a researcher, convener, and science translator, Hopelab is dedicated to fostering greater mental health and well-being outcomes for young people. We’ve helped Hopelab find talent in the past, including Juan. 

The Interview:

You’ve had an amazing career, including time spent at The Bill & Melinda Gates Foundation, Sesame Workshop, the Legal Defense Fund, and now Hopelab. Why did you pursue a career in the nonprofit space?

For me, work has always been a combination of personal and professional passions. Having grown up in the housing projects of the South Bronx in New York City, at the time one of the most underinvested areas of the country, I was very interested in shaping a career focused on helping traditionally marginalized communities. Most of that work happens in the nonprofit sector. At the end of the day, I could be proud of having done something to move the needle at least a little bit to try and improve lives and communities. There’s nothing wrong with the for-profit sector, of course, but the experiences I had in that space, where getting funding or selling a product was the goal, didn’t give me the same end-of-day feeling as when my work had a deeper meaning and impact. 

What do you know now that you wish you knew earlier?

Well, that’s a long list.

I know that everybody talks about this, but certainly how vital networking is. I don’t think you’re ever too early in your career to start doing it. And in some ways, it’s never been easier than it is today because of social media and other online resources. But it’s not the kind of thing you want to leave just to LinkedIn, where you don’t have face-to-face time to meet people. 

Networking is such a critical part of one’s career and can also influence the work you do within your career. I’ll network with somebody about what their organization is working on, and maybe six months later, I realize, “Oh, we have some funding that could help this organization,” or I know somebody they should talk to. Sometimes you have no idea where those conversations will take you. It may not happen right away, but paths keep crossing. There are many people who, in my current role, are reentering my orbit from 15-20 years ago. Especially if you’re in the nonprofit space, which is a very small sector, that’s one thing that I would tell somebody who’s early in their career: don’t wait to start networking.

Early in my career, I was often the youngest person and the only person of color at the table in some important conversations. I would say: don’t take that for granted and recognize the importance of being at that table. But at the same time, don’t pretend as if someone’s doing you a favor. You’re there for a reason, and you should act accordingly. This advice holds for all early career folks: if you’re invited, you’re invited. Whether everybody thinks you should be there or not, that’s beyond your control, but you’re there, and therefore, you’re an equal person in the conversation. Be confident about what you have to say and the value you have to add. Your experience will be like no one else’s.

When you’re at those tables, it’s also important to listen. Listening is a really important skill and will allow you to learn a lot about the people and situations you find yourself in. Be an active listener and try to understand what people are saying —  it’s not always the words they say, but the meaning or intention behind them. You don’t always have to talk. You learn so much by just listening to other people. They will tell you what they’re interested in and care about. They’ll let you know what they’re looking for. And they’ll tell you all about their personality if you listen carefully enough. 

When you are hiring, whether it’s a junior or mid-level person, in addition to skill set match, what are you looking for? What makes someone stand out? 

Curiosity, for one. Interviews are always an opportunity for candidates to ask questions and learn more about the organization, the opportunity, or the people you could potentially work with. I really love people who have done their homework and are curious about, for example, how things work at Hopelab. It is less about sharing information about the job or the organization, but more an indicator of a desire to learn. 

Understanding how to position yourself and your experiences is important for early career positions. Connecting to the organization or the work’s mission in your cover letter is non-negotiable. Do you care about this job? Do you care about the work we do? It doesn’t have to be personal, but a candidate needs to be passionate about the mission and have a genuine interest in being values-aligned with the organization and the work we’re doing. The number of applications I get that are super generic cover letters and resumes without even including the organization’s name is astounding. What am I supposed to do with that? I know job searching is challenging, time-consuming, and exhausting. We’ve all been there. With as many resumes as we receive, candidates have to stand out somehow. If you can’t express why you want to work with us at this phase of the hiring dance, then I wonder how and if you’ll fit in. 

Also of note: typos. That’s an immediate deal-breaker, especially for a communications role.

What makes an employee, a staffer, somebody who reports directly to you, a superstar? 

I use a term for people who you can tell are going to be great for the organization and do big things to advance our mission. I call them game changers, and you usually know the minute you meet them that that’s what they are. There’s just something about them. They’re heads and shoulders above everyone else. Among many qualities, there is a sense of confidence about their skills. A confidence, not arrogance, that they know they have value to bring to us and have ideas that can advance what we are trying to do. Sometimes in ways we haven’t thought about yet. But at the same time, there’s a level of humility about the things they don’t know and that curiosity to learn more and be surrounded by people who will help them develop.

They also have a level of understanding and appreciation that the work we do is not about us as individuals. To make their work better for their personal growth and better for the organization’s success are the game changers. They understand that good ideas come from everywhere. As such, they’re supportive of their colleagues and play a key part in elevating the organization to another place it wouldn’t have reached otherwise. 

All of us have things we need to learn. When I’m hiring, I try to hire people who can teach me things. People who are strong in areas where I’m weak. I’m constantly trying to learn from my team and colleagues. I don’t know what it’s like to be 18 or 25 or even 35 in this world right now. For the most part, those are most of the age groups we’re communicating with, so why wouldn’t you want to co-create and learn from those generations?

Chaloner

Chaloner (founded in 1979 as Chaloner Associates) is a national executive search firm that focuses on recruiting mid- to senior-level communications, public relations, marketing and investor relations professionals.