It may not seem like UC Berkeley Social Sciences alumna Sandra Lo's Ethnic Studies degree directly relates to her 25-year career in tech. But she says much of the knowledge, communication skills and ability to think critically she gained in this field at Berkeley Social Sciences have been essential to her success in the tech industry.
Lo graduated from Cal in 1997, and went on to receive her masters in communications management from the Annenberg School at USC. She is now the chief communications officer at Zoho Corporation, a Silicon Valley tech company that creates software suites and other essential web tools for businesses. She is responsible for leading global corporate communications, public relations, analyst relations, customer advocacy, thought leadership and crisis communications across Zoho's 25 global offices.
Prior to her time at Zoho, Lo led successful communications and product marketing programs for leading tech companies like Adobe and Salesforce, and built successful global publicity campaigns for late stage start-ups like FinancialForce and Xero.
Lo spoke with Berkeley Social Sciences about her advice for early-career professionals from the Social Sciences Division and her time at Cal. This interview has been edited for clarity.
What are the most important skills and qualities for young professionals to develop?
Sandra Lo: One of the most critical skills in the tech field is the ability to communicate and advocate. The ability to think critically, engage, connect and persuade will allow you to grow from a contributor to a visible advocate for your employer. Having the skills to read, analyze and attune your communication style for your intended audience will differentiate you as someone with leadership potential versus middle management.
I often interview mid-level candidates who have full pages of accomplishments listed, but cannot confidently answer what they think is the business impact they bring. Young professionals embarking on their career paths should always keep in mind that unlike universities, doing good or exceptional work no longer differentiates you. It is an expectation from employers, so it will be the soft skills that will make you indispensable.
How can Berkeley Social Sciences graduates use their experiences at Cal to prepare for a career in tech and other industries?
Sandra Lo: Berkeley Social Sciences students are trained to think, write and engage critically in classes. Whether you become a marketer, a product manager, an engineer or a sales executive, the ability to self-examine how your product or your messaging will be received by different audiences, and the communication skills needed to convey your ideas to colleagues of different levels, are critical to career growth!
Berkeley Social Sciences uniquely prepares us for these skills because the lectures, sections and discussions never shy away from difficult subjects. We learn how to examine material from different lenses, and we are taught to present findings with no gaps for errors. These skills stay and grow with us as our careers advance! By name, my Ethnic Studies degree may not seem directly connected to my career path, but my time as a Berkeley Social Sciences student immediately allowed me to adapt to the rigors of the tech field and demonstrate my ability to be an effective communicator and thinker.
What are things early-career professionals should avoid if they are seeking advancement and promotion?
Sandra Lo: The key to seeking advancement and promotion is to up-level the conversation so it isn't just about what you have accomplished, but what you have done to lift the team, department and company. In my 25-year career, I have interviewed numerous candidates seeking their first "manager" position, and the moment I hear them rattling off an "I did" list when
I hadn't asked them that directly, I know they are not ready to be a manager. A successful manager, or team leader, should not only be an exceptional individual contributor, but should already be thinking about the broader impact they bring to the employer and its bottom line.
They need to show they are mentors who can bring the best out of their team, and they are trusted advocates for the company. I mentioned "advocate" a few times in this discussion because this is what top leaders are looking for in their hires or promotions — someone they can trust, someone they know will have the company's interest in mind with their decisions, and someone who can rally others within the organization.
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