Government Contracting Success: Shak McCants on Leadership

Shak McCants, the newly appointed 2027 Voyagers Chair and CEO of MacMore. Shak shares her inspiring journey from a part-time office manager to CEO, emphasizing the importance of mentorship, hard work, and a commitment to people. She discusses her vision for the Voyagers program, her career growth, and valuable insights into building lasting government and industry relationships. Shak's candid perspective on maintaining company culture, flexible leadership, and creating job opportunities makes for an enlightening discussion perfect for anyone navigating the GovCon space. As she prepares to lead the new Voyagers class, Shak aims to instill the qualities of being a flexible change agent in upcoming leaders.

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Intro/Outro Music: See a Brighter Day/Gloria Tells
Courtesy of Epidemic Sound

(Episodes 1-159: Intro/Outro Music: Focal Point/Young Community
Courtesy of Epidemic Sound)

Transcript

Yohanna: [00:00:00] Welcome back to the Buzz. In this episode, we get to talk to Shak McCants, the newly appointed 2027 Voyagers Chair. We discuss her journey in the government contracting space and her vision for the Voyagers program. She also talks about her career trajectory from part-time office manager to the CEO of Mac More.

Yohanna: Alright, so I hope you enjoy. Hello everyone. Welcome back to the Buzz. I'm here with Shak McCants from Mac Moore. How are you feeling? 

Yohanna: Shak, please introduce yourself. 

Shak McCants: I'm feeling great. Thanks so much for having me. Um, I'm Shak Shak. I'm the CEO of Mac Moore. I am going to be your new 2027, um, industry Voyager chair.

Shak McCants: And I have a true just love and passion for the Voyagers program. I was a 2019 Voyager myself. I also was a co-chair for 2025 Voyagers, and I'm just super excited [00:01:00] just to have an opportunity to continue to give back to the program. 

Yohanna: I'm kind of curious, how did you get into the space? Are you from the DC area?

Shak McCants: So I'm not, I'm originally from Mobile, Alabama. Um, I went to the University of South Alabama, but I roll with the tide roll Tide role. Um, but I got into this space. I, um, my husband was in the military and we moved from Alabama. We moved to a couple different places, but ended up here in the DMV in 2011.

Shak McCants: And when I got into the government contracting space, it was from coming off of three years as a stay at home mom with two little girls, and I had no idea what government contracting was. I'm like, what is government contracting? I couldn't even spell it. Hadn't heard of it. It wasn't a thing for me, but I needed to get back to working.

Shak McCants: And funny story, true story. I tell people this, I don't know if they believe me, but I applied to a part-time office manager position through Craigslist. And 

Yohanna: what, it's Craigslist. 

Shak McCants: I know. Is it? I don't [00:02:00] even know if it's around, but um, I applied through Craigslist and it was a part-time office manager position, but it was for a growing government contracting company and I started with the company, part-time office manager.

Shak McCants: Stayed with them for seven and a half years. Worked in every department at the company and when I left I was their director of business development, and then I went on to be a EVP of growth for another company for three and a half years, and then started Macor. 

Yohanna: Oh, wow. That's a, that's a fun journey. I'd like to start with like the big news.

Yohanna: You're stepping into this role as the 2027. Voyager's chair at a moment when the government is kind of shaky at a moment when the industry and leadership pipelines are all under real pressure. Why did you say yes to this role now? 

Shak McCants: Great question. Um, I think. The Voyagers program in itself is such a unique program and it's one where you, you're able to bring government and industry together.

Shak McCants: And when you think about the [00:03:00] times that we're in, what better time than to really focus on bringing government and industry together. And I'm just a huge component on mentorship. I have had mentors my entire life. I am just a firm believer that, you know, when people pour into you, you should be able to pour into other folks.

Shak McCants: Just, you know, I've been through the Voyager program myself. I've been a co-chair, and I'm like, what better way than to give back and to be a part of, hey, this next season of up and coming, um, leaders in the GovCon space. 

Yohanna: Yeah, absolutely. I, I, I love that pouring back into to folks. Um, and also I think stepping into something like this isn't just like a title change, it's a commitment and you understand the commitment.

Yohanna: 'cause you've done voyagers before, you know, so, so folks, yes. So for the folks who might be hearing voyagers for the first time, for listeners who may not know the program well yet, what makes it different from other leadership programs in the gov? Tech ecosystem. 

Shak McCants: Mm-hmm. 

Yohanna: And why should people be paying attention now?[00:04:00] 

Shak McCants: I think it makes it different, kind of a little bit like I stated, um, you know, when you bring government and industry together, it's such a unique environment. It's such a unique kind of space, right? And so the Voyagers program, through ACT to Act, it brings together a really one-to-one government and industry.

Shak McCants: And there is not another program out there where you can say, Hey, I'm going to one, apply for this program. Accepted and then go through this nine month journey of being paired really one-to-one of government and industry. And you know, it's one of those safe spaces programs. And what I mean by that is, you know, when you enter the program, there is no selling, right?

Shak McCants: When you think about government and industry, it's like, oh, folks are just gonna go through it to sell, um, to the government. No, there is no selling. Um, there's just relationship building, there's understanding, there's navigating through things. And so for me it's one of those programs where it's a must have, I think, in someone's career if they're in the GovCon space.

Yohanna: I think so too. I think it's, I think the [00:05:00] network that ACT IAC has is really robust. We've been around for 40 some years, you know? Um, yeah, absolutely. Okay, so let's. Let's rewind a bit because leadership roles like this don't, just like, they don't happen overnight. They're built on what you said, like, you know, lived experiences, networking.

Yohanna: You've built a career across business development, operations and strategy, and now you're the CEO of Mack Moore. Looking back, what skill or I think you know, what mindset actually mattered most in getting you here? 

Shak McCants: I think the mindset of hard work. Beats time and grade any day. Right? And what I mean by that is, um, just because someone's been in a position for a long time doesn't mean they're the best qualified for the next level.

Shak McCants: It doesn't mean they're the best suited. And so I think I've always had this mindset of. I can do anything if I put my mind to it, if I have the right conversations, um, if I get smart, right? I mean the world is at our [00:06:00] fingertips for knowledge and to get smart. And so I think I've always had this mindset of I can do it.

Shak McCants: And I always lead with the yes. And for me the answer is yes, I can do it until I get to the no. And so I think I've just always had that mindset. Even coming into this government contracting space about 13, 14 years ago, I kind of started over, um, and I started, I really at the bottom, but I knew where I wanted to go and I was like, well, let me lay out the path and the steps and all of those things.

Shak McCants: But I think it's the mindset of. The answer is yes until you get to the no. And you just gotta figure it out, right? And I think you gotta have critical thinking. You gotta be curious. You gotta go on a discovery path, a learning path. It's a journey. Um, but I'm just a firm believer that hard work. Will be time and grade any day.

Yohanna: Yeah. And that kind of experience clearly compounded, so you had a bunch of yeses. You know, every, because you put yourself out there, I feel [00:07:00] like people that usually are brave enough to put themselves out there, they, they find that yes. You know, wherever it is. Because when you look back at Seventh Sense and that kind of growth, before Mac More, you led corporate growth through more than 300.

Yohanna: Percent revenue growth. That doesn't happen by accident. Like 300 is a really big number. 

Shak McCants: It is. 

Yohanna: You know? So what were the unsexy decisions that made that scale possible? 

Shak McCants: It was a combination of, I entered an organization that was ready. They were ready for growth. They had the mindset, they had done all the right things, and they were ready to, as my previous CEO, used to say, professionalize growth, right?

Shak McCants: And really put a lot of rigor around that. And so a lot of that growth came from pushing the. A lot of that growth came from, you know, even when I was building out my team, I wasn't building [00:08:00] a team of 20 year BD professionals. Right. I was looking for the skills I couldn't teach, and I was looking for the soft skills.

Shak McCants: Right. I. Feel like I can teach anyone how to do bd. I can teach you how to go in and talk to folks. I can teach you how to do capture, how to make sure the deal is progressing, but I cannot teach you how to be likable. 

Yohanna: Mm. 

Shak McCants: I can't teach you how to have that it factor and so. A lot of that growth came from building the right team, and I brought people in from different backgrounds and I brought people in that I knew they could be great at doing the job.

Shak McCants: I just needed to teach them. And then also when I got into the organization as well, just working alongside everyone of really pushing the norms of having people. We had this saying of, I would say, Hey, I need you to lean with me. Right. And we would be in meetings and, and they would say, okay, Shak, I'm leaning.

Shak McCants: I'm about to fall off the cliff, but I'm leaning with [00:09:00] you. But it was just getting people comfortable with, it's okay to be uncomfortable. We're uncomfortable because we're going into a new space. And so I'm also one of those individuals where if you tell me what the goal is, I'm gonna lay out the plan, we're gonna make it happen.

Shak McCants: And so it was a crazy. Exciting time. Um, we submitted a lot of proposals. We did a whole lot of BD and capture, but it was one where, you know, looking back on it, um, I knew we would grow. I, I think it probably exceeded my expectations, if I'm being honest with you, the 300% revenue growth. But I think a lot of it just came from pushing the norms, leading with the guests, leaning all the way in.

Shak McCants: And I think also just kind of building a team of non-traditional folks. 

Yohanna: Yeah. That sounds as if that scale forces you to kind of be really selective. 

Shak McCants: It does. It does. 

Yohanna: At some point. You can't say yes to everything. 

Shak McCants: Nope. 

Yohanna: I know that you've worked [00:10:00] across agencies, sectors, 

Shak McCants: mm-hmm. 

Yohanna: And leadership levels. At this point in your career, how do you decide which opportunities are worth your energy and which ones aren't worth your energy?

Yohanna: Which ones I think do you like, is there a little spidey sense that happens where you're like, oh yes. Snow. Yes, snow. And it's easy. Now 

Shak McCants: what's interesting is before I stepped into the CEO hat, I was very just, you know. Systematic around 

Shak McCants: okay, capital analytics and data. Yeah, 

Shak McCants: it's the 10 step and it has to align and it has to do all those things.

Shak McCants: Well, the reality is, as a CEO and also in the environment that we're in and that we've been through, um, over the last year or so, I had to change how I looked at opportunities. Now I still make sure the opportunity. Aligned with where wants to go and. I think the unique thing with Mac more is I don't have a revenue [00:11:00] goal.

Shak McCants: Um, I, I don't, uh, you know, whatever the revenue is, the revenue is, I have an employee goal and so I wanna create a thousand jobs in 10 years, and so I look at opportunities. To determine, okay, am I, is this going to allow me to create a great job for someone to put them in a position that they wanna be in?

Shak McCants: And so I do have my rigor around, okay, does it make sense? Hey, is it an opportunity that will allow the company to still grow? It kind of falls into our capability areas, but then also I have to balance that with, I mean, 

Yohanna: yeah. Yeah. 

Shak McCants: You don't have revenue, you don't have a business. 

Yohanna: Yeah. Bottom line. 

Shak McCants: And that's just the reality of things.

Shak McCants: And so I do balance, hey, maybe it's not the most sexiest thing that I could go after, but it's an opportunity to create a job for someone. So it's this constant balancing act that I feel like I have to go through. Um, and it changes. Now. I won't do any everything. Right. [00:12:00] Um, but if it's a scenario where, hey, it's a mission I'm passionate about, it can create some opportunities for folks that maybe they didn't have the opportunity to have, and it's good work and it's helping to solve the government's mission and, and push things forward, I'm a little more open, I will say.

Shak McCants: Okay. 

Yohanna: That sounds like a really fun, fun way of looking at things. I think. Not like company goals, but like people goal. 

Shak McCants: It, it's a different mindset. You know, I tell people all the time, I, um, before starting Mac More, I was content. I was doing what I wanted to do. I was in a great position. I entered this.

Shak McCants: Industry as a part-time office manager after taking three years off to be a stay at home mom and I worked my way up and I was an EVP of growth. I was on the executive leadership team. I had the seat at the table, I had the voice. I'm from the south. All was well in DC right? But I, I wasn't necessarily fulfilled and I [00:13:00] wanted to be a part of job creation.

Shak McCants: And I said, what better way to. Be directly involved with that, then to start a company and to have that as the mission. And so I just think that, you know, if you create the jobs, you take care of the people, the revenue comes, right? The growth comes. Um, but it's about staying focused on Okay. And true to why I wanted to start the business.

Yohanna: Do you think that this helps with sustainability? I mean, 'cause a lot of people talk about growth, but fewer people. Talk about how, or I guess, know how to sustain it. What, what do you think breaks first when companies scale too fast? Um, within this federal space, 

Shak McCants: I think the culture breaks 

Yohanna: first. Okay. The culture.

Shak McCants: And I think, you know, when you think about a small business, right? And a lot of times with small business, that CEO or the one or two folks, they're involved in everything, right? And as companies grow, as CEOs, you really. Focused on, okay, it's growth, we gotta keep it going. We gotta get to the [00:14:00] next level.

Shak McCants: Well then maybe the things that you put in place in the beginning, those kind of take a back burner, unfortunately. Right. And I think the culture starts to break and unless you. Put processes in place and people in place and continue to hire strategically, right? Um, that starts to break the system. And I think it has a trickle effect, right?

Shak McCants: Because when the culture breaks, then the employees aren't happy, then your retention starts to take a hit, right? Then the opportunities that you have in front of you. Well, sometimes that can be a little harder 'cause now your cpars may be impacted because you haven't taken care of the client, and so. I think the culture starts to break and then things just kind of happen now.

Shak McCants: Also, you know, on just the black and white side of things, right? Do people have the systems in place to scale? Right? Do they have the right payroll? Do they have the right hr? Do they have the right benefits? Have they standardized their onboarding? So I [00:15:00] think it's, a lot of things just start to break because a lot of times growth, and as you probably know in our space, growth can happen just like that.

Shak McCants: One contract can take a company from five people to a hundred people overnight, and it's like a catch up game. You, you have to do, right? And. I don't think companies necessarily. Get it wrong. It just happens because the growth can happen so fast, and I've been a part of organizations that grew by a hundred, 200 people in one year and all, it's like you're, you're breaking and you're putting a lot of pressure on the system.

Shak McCants: You're not trying to right, but you're wanting to create jobs. You're wanting to create opportunities and things just start to break along the way, but you have to have. Whether it's the CEO or the person looking out for the CEO to say, Hey, we may need to take a pause and check in with the people and the team and see what's going on.

Shak McCants: So I gave you a long answer [00:16:00] there, but, uh, I think all of those things can just start to break and it's just a, it's just a ripple effect. 

Yohanna: Yeah. And people, people start to notice. People start to notice, like. These 

Shak McCants: Absolutely 

Yohanna: these things. I mean, so you've won work at 20 new agencies in just a few years, so you, I I don't think it's a long answer.

Yohanna: It's just your experience, you know, like, you know what you're talking about. Um, what do, what do agencies actually respond to, like right now? What, beyond the buzzwords, what are some things that you see them really kind of like? Engaged with, 

Shak McCants: they're engaged with companies that understand the mission, right?

Shak McCants: And that they understand that the mission is the same for the most part, but how they're getting there has changed. And you know, I think long gone are the days where you see an RFP. It's for a hundred people and the contractor gives a hundred people, right? I think we're now in a wave of, hey. The government's, not necessarily, yes, they still [00:17:00] have the same mission, but instead of a hundred people, they're probably, I think looking for people, processes, technologies, and how that's going to solve their mission.

Shak McCants: Right? So it's probably a little less people. Okay. It's more technology, it's more understanding, and I think that's how you get there. And so I think the government responds to contractors that understand that like past performance is one thing. But really being able to say, Hey, I wanna come in and be a partner with you right now.

Shak McCants: Every scenario won't allow that to happen. Because times, maybe you just need the person to push the paper. That's just the reality of things. But you also need people that can come in and be strategic advisors and that can have critical thinking. 'cause in this wave of AI and this wave of technology, feel like critical thinking is going out the window.

Shak McCants: Right. Um, 'cause the thinking is, Hey Chad, give me this. Yeah, 

yeah, yeah, yeah. And you just run with it. 

Shak McCants: Yeah. They aren't thinking through things. So I think the government [00:18:00] just really responds to people that are willing to be flexible and understanding. Right. And, and they wanna deliver on the mission and they know that delivering.

Shak McCants: Looks different and it can continue to look different. 

Yohanna: So the, so the, the way that we're getting there is a little bit different. Okay. Yeah, that makes sense. 

Shak McCants: Yeah, I think we're still getting there. I just think the way we're getting there is just different. 

Yohanna: Do you believe that your definition of leadership has changed from, I guess from like the, your earlier business development days to like now as the CEO has, has your definition of leadership also changed?

Shak McCants: Um, I think a little bit, right? I think as a leader in bd. It's business development, right? So I think it's the A, B, C, right? It's always be closing. And a lot of times with BD leaders, um, part of the leadership is can you close the deal? That's just the reality of it, right? Yes. Can you take care of your people?

Shak McCants: Yes. Can you hire right for the team? But can you show the team and the company that you [00:19:00] can bring in the deals? Um, so, you know, I think as the CEO, I think my leadership is, is still pretty much the same. Um, it's still a, A, B, C. It's still a always be closing, but it's, it's expanded. It's a always be closing the deals, the clients, the team, the employees, the benefits packages.

Yohanna: It's the A, B, C, D, 

Shak McCants: EEFG. It's all of them. Yes, it's all of that. And I also think, you know, one thing about me that I take great pride in, someone gave me a compliment, and it's one of the best compliments I've ever received. This person knew me from high school and they know me now in this business setting.

Shak McCants: We went to school in Alabama and we're now both in this area. Um, and they said, you know, Shak, she is as advertised and what you see is what you get. And she hasn't changed. And I think, you know, for me, even with my leadership. Style. It hasn't really changed. Uh, I'm gonna always lead by example. I'm gonna always take care of [00:20:00] my people.

Shak McCants: I'm always going to pour into folks, and really what you see is what you get regardless of my title, regardless of what position that I'm in. I just believe that if you really take care of people. Everything else works out as cliche as that sounds, but um, but I just feel like you gotta just take care of your folks and take care of people and that's it.

Shak McCants: Yeah. 

Yohanna: I believe that 

Shak McCants: it all works out. 

Yohanna: Yeah. I believe that. Absolutely. And that perspective. That's exactly why, you know, you being the Voya just chair feels, feels right. I think, you know, as the Voyager's chair, what's the biggest myth you want to challenge for early and mid-career professionals entering this ecosystem?

Yohanna: What's something that you think is, is missing? I think with, with folks that are in that mid-career space, 

Shak McCants: individuals in the mid-career space, I. I don't believe they understand how much impact they probably already have. I think there is this [00:21:00] myth that people need the seat at the big table in order for their voices to be heard.

Shak McCants: And while I do think some of that is true, um, I think where people are right now. Probably mid in their career, they already have the ability to be a change agent and they already have the ability to have a voice. They may not recognize it. They may not understand it because I don't believe that. Respect comes with a title, and I think respect comes with what you do.

Shak McCants: I think the respect is something that you know, hey, yep. If someone is more senior, you wanna expect their experience, but if they're not doing the right things, I don't think that just is an automatic, they have to be the IT person. And I think, you know. If I could have went back in time, I wish I would've realized sooner how much impact I had [00:22:00] when I was mid in my career.

Shak McCants: And how much influence, right. And I think it goes to this concept of title versus influence. And I think people mid-level in their career need to understand that hey, they can already have the influence. They don't need the title. You can already be the person that's setting the tone right in any room, any zoom, any teams, and you know, you just show up with this can-do attitude.

Shak McCants: And I think a lot of it goes back to hard work beats time and grade and titles any day. And so I think mid-level individuals, you know, they have to. S really start to understand that of you don't have to wait for the seat at the table, make your seat where you are. Um, make the room shift, so to speak.

Shak McCants: Right. Um. And I know some, sometimes folks can look at, well, where they are on the team and, and all of that. That doesn't really matter if you're showing up each and every day giving the best version of yourself. So I think [00:23:00] just for folks to really understand, they already have a seat at the table. Um, maybe it's not at the big table right in the exec conference room, but they can be.

Shak McCants: An influencer today, regardless of where they sit. 

Yohanna: Yeah. I think also for folks that are earlier in their career, they're trying to decode how this whole government industry relationship actually works, you know? So 

Shak McCants: I agree. 

Yohanna: So it's, it's tough 'cause they don't, they don't know. And then maybe that's, that just kind of stays with 'em and that, you know, they're going into their mid-career and they're still kind of understanding.

Yohanna: Understanding it. What do you think emerging leaders kind of underestimate most about navigating those relationships? The, the, the whole government industry relationships? 

Shak McCants: I think they underestimate that it's not about sales, right? I I, and what I mean by that is the reality is we're contractors and we support the federal government.

Shak McCants: And in order to support the federal government, you gotta win a contract. That's just it, right? And, but I [00:24:00] think folks underestimate that. It's not about a one and done sales. It's about building a relationship with government to understand their priorities, their mission, their mission, their vision. Where they wanna go, what they're trying to accomplish, um, and why they need contractors.

Shak McCants: Right? And so I think a lot of times folks early in their career, they just think, oh, I'm just, I want this relationship 'cause I wanna get this contract. Well, no, you should want the relationship to continue to build the relationship, right? It's a relationship, it's supposed to be long term. It's not a, it's not a short term thing.

Shak McCants: And so I think just. Early in the career understanding that, hey, I'm trying, you're trying to cultivate something and, and you're cultivating trust is what you're really cultivating, right? Yes. Understanding and capabilities, but you really want your government customer to trust you that you will deliver when they're looking and when they're not looking.

Shak McCants: And I think that's really important for people to really understand. 

Yohanna: [00:25:00] It's, I mean, it's also, it's tough 'cause you're hungry and you're like, you wanna get this contract and you're out there and you just really. You know, you're hunting, you're, you're I, from what I've gathered, folks are really out there. 

Shak McCants: Oh yeah.

Shak McCants: Absolutely. It's a hustle. 

Yohanna: It's hustle, 

Shak McCants: right? 

Yohanna: Yeah. 

Shak McCants: And you know, you have to always, 'cause guess what? You're doing it and so is the other thousand other folks that are trying to get into that agency. So what's really gonna set you apart, right? Mm-hmm. Because if you're going after an opportunity and let's.

Shak McCants: For cybersecurity. Well, you and everybody else that does cybersecurity, do cybersecurity. So what's gonna make you different? It's going to be the relationship. Yeah. It's going to be the trust. And so, you know, it's like building on that foundation of, yes, I'm hungry. I want the deal, I want the sale, but I also need to have the trust because it's contracting.

Shak McCants: There's a start date and an end date. There's a peer to performance for a reason. And so when that peer to performance ends, then what? 

Yohanna: Mm-hmm. 

Shak McCants: Right. If you haven't built the trust and you just a one and done. You're gonna go to the next [00:26:00] person. 

Yohanna: Yeah. Yeah. So if you had the power to design the outcome for this new, for the new Voyagers class, um, almost like a leadership superpower for this cohort.

Yohanna: If the Voyagers group in 2027 walks away with one new capability that makes them more effective leaders. What do you, what do you think that would be? What do you want that to be? 

Shak McCants: I'm gonna say this word again, just 'cause I think I really like it, but I, they need to be the flexible change agents. And I say that just because when you think about the environment that we're in, they need to be the change agents, but be flexible and be nimble and understand that hey, they can really bring about great change if they.

Shak McCants: Dive deep and build relationships and build trust. And so I think just getting folks to understand that hey, be that flexible change agent, right? Um, be able to [00:27:00] go with the Evans and flows of things, stay true to who you are, um, to what that customer's mission is, but just be the person that can flow with things.

Yohanna: I like, I like that flexible change agent idea. I think. I think that really helps for like long-term wins, not just the quick ones. 

Shak McCants: I agree. 

Yohanna: How do, how do you personally stay patient when progress feels slow or invisible? 

Shak McCants: So it's hard to stay patient when you don't see results. And I think a lot of times you really have to, you gotta visualize the end, right?

Shak McCants: And you gotta visualize the. Award or the accomplishment, but I try to always look for the small indicators of success. And in government contracting where the sales cycle is very long and it takes a long time. I mean, you could prepare and prep [00:28:00] and submit, and that could take you a year. Then you gotta wait a year for things to get awarded.

Shak McCants: It could be daunting. And so I always like to kind of think through, okay, what are some of the indicators of success? Okay, what was I able to talk to the client? Was I able to. You know, recruit the right individuals. Do I feel like I had the right solution? Do I feel like I understood my competitor space?

Shak McCants: And so if some of those things start to be yes, yes, yes, it makes the waiting a little bit less painful because at the end of the day, if I do all the things, I can control the things that are outside of my control. I just have to just kind of. Let it go. It's like all, it's kind of like I have to envision myself pushing away from the situation or the deal or the scenario and say, Hey, job well done, and, and I'll see what happens.[00:29:00] 

Shak McCants: But it's hard. You have to have a strong mind. You have to, you know, just know that if you've done all the right things, you gotta just let it go. Um, it is not easy. And I, I am good at it, but I still have my days. 

Yohanna: You're you're still doing it and 

Shak McCants: Yeah. 

Yohanna: And you're aware that it's still tough. And you're still going through it.

Shak McCants: Yeah, and, and I think that's the thing, right? When you choose, because it's a choice. When you choose to be in the in, in an industry where things can take a while and every four years there's going to be a lot of change. Every year we're waiting on a budget. Every year there's going to be a continuous resolution.

Shak McCants: And so you have to get that thick skin mindset of like, Hey, everything will work itself out. Just control what you can control. 

Yohanna: We're almost at time. I, I wanna end, uh, this, this conversation with something a little bit more personal. The stuff that shaped you before any of these titles, [00:30:00] you're, you're a proud university of, of South Alabama grad role, tide role.

Yohanna: Um, how has that foundation shaped how you show up as a leader? I, well, we can connect it to the earlier, like the person that gave you that compliment. 'cause they've known you since high school. 

Shak McCants: Yes, they have. So I think there is a no. Disrespect or shade to anybody in any state. Okay. But I think there is a, a, a level of kindness that is born out of being from the South.

Shak McCants: And I think that kindness has just stayed in me, right? Um, you do the right things for the right reasons, and you treat people the right way. And being from the south, um, things sometimes. We're not as forward or progressive. Right? And so you had to really determine, or I had to determine early on how do I deal with things and how do I deal with scenarios and recognizing [00:31:00] that maybe it's them not me.

Shak McCants: And so, um, I think that foundation has just really shaped me like I. Don't get wrapped up in people's thoughts, views, or any of that, right? I just show up and I give you the best version of me. And I just feel like if I give you the best version of me, I'm unstoppable and unstoppable in the sense of, Hey, whatever you need me to do, whatever I need to accomplish.

Shak McCants: And I have this mindset of, I don't think I'm better than anybody else, but I don't think anyone's better than me. And I think everybody's great in their own right, and I think people have to know that. And I think just those. Things have shaped me growing up in the, in the deep south. 

Yohanna: Mm-hmm. 

Shak McCants: Yeah.

Shak McCants: Encountering a whole lot of scenarios, um, a lot of situations really shaped me to just know that I needed to stay true to who I [00:32:00] was and regardless of what surround me as good or bad or indifferent and, and up or down, um, just, I think those things shaped me into who I am, of what you see is what you get.

Shak McCants: And I don't change. And I don't change depending on the scenario of the person or the environment. 

Yohanna: That's good. That's good. You're true. You're true to who you are. 

Shak McCants: Yep. I feel like it's easy that way. 

Yohanna: Oh, it is easy. It's so easy. 

Shak McCants: Yeah. I feel like when people are not true to who they are, it's hard 

Yohanna: because they're like lying and they're trying to remember the lie.

Yohanna: And if you don't have a very good memory, you're uh, you gotta lie to lie to cover the lie. 

Shak McCants: Listen, you have hit it out the park with that. I tell people all the time, I don't lie. And I know that probably sounds crazy. Lemme tell you why. Because I don't have time to remember the lie, then I gotta build on the lie.

Shak McCants: I'm down a path here. Let me come back. But I just don't, you gotta just stay true to who you are, so. 

Yohanna: Exactly. Yeah. All right. [00:33:00] So for anyone listening who hears your story and is thinking, I'm not ready for something like this, I'm not ready for the Voyagers just yet, what would you tell them? What would you advise them?

Shak McCants: I think they have to just know they are ready. And it's, it's a professional development program. Yeah. Yeah, right. It's a leadership development program, and the point of the program is to aid in someone's development. And so the program isn't asking for people to come fully developed on day one, but they want people to be ready.

Shak McCants: Who are gonna be committed and they have an eagerness to learn and to grow. And that's, and if they feel like they're not ready, then they're absolutely the right candidate because those are the folks that we want to come through the door. The folks that think they aren't ready because they're gonna be a sponge and they're gonna absorb, um, and they're gonna win, you know, be the next kind of up and coming leader.

Yohanna: Absolutely. If folks can contact you. Are you active on LinkedIn? 

Shak McCants: Oh, I'm, yep. They can hit me up. 

Yohanna: [00:34:00] Shak, this has been such a, a grounded and honest conversation about leadership, not just growth charts, but the mindset behind them. We're really excited to watch what you build with Voyagers. Um, and I'm really grateful that you shared your perspective with us today.

Shak McCants: Right. Awesome. You're welcome. Have a good one. 

Yohanna: So thank you so much for being here. 

Yohanna: This has been such an insightful conversation. Thank you for sharing your journey and experiences with us and to our listeners. If you are interested in learning more about ACT IAC Professional Development Program, be sure to check out act iac.org/professional development.

Yohanna: Until next time, keep learning, keep growing, and we'll see you in the next episode.