Show: Managing a Career Host: Layne Episode Length: 15–20 minutes Website: managingacareer.com

Episode Overview

Have you ever said something completely off the cuff at work — and then watched your team scramble for days trying to deliver something you didn't actually ask for? Or been on the receiving end: a senior leader drops a comment in a meeting, and suddenly your entire week is blown up over a passing thought?

This episode tackles one of the most common — and most overlooked — sources of chaos inside organizations. It's not bad strategy. It's not broken processes. It's not even a people problem.

It's the gap between what leaders say… and what their teams hear.

That gap sounds simple. But the downstream effects are anything but. When leaders aren't intentional about the weight their words carry, teams lose focus, high performers burn out, and organizations slip into a constant state of reactive urgency — chasing fire drills instead of executing on strategy. And the frustrating part is that most of it is completely avoidable.

Once you understand why it happens, you can fix it — not with a personality overhaul, not with a new communication framework, but with something as simple as a single sentence. A label. A qualifier. A five-second pause before you speak.

In this episode, Layne breaks down the psychology behind why teams interpret leadership communication the way they do, introduces a practical framework for distinguishing between two very different types of messages, and gives you a toolkit of specific phrases and habits you can put to work immediately.

Whether you're a senior leader, a manager, or an individual contributor, this episode has something for you. Because this dynamic doesn't just flow from the top down — it plays out at every level, in every organization, every day. And everyone has a role in closing the gap.

What You'll Learn in This Episode

• Why leadership words carry disproportionate weight — even casual, throwaway comments — and why this is true at every level of an organization, not just the C-suite
• The three organizational forces that cause teams to treat every signal as a fire drill, and why those reactions are completely rational
• The critical difference between a demand and a signal — and why most leaders never label which one they're sending
• The four questions every demand should answer before it's communicated — and why skipping even one of them almost always leads to over-delivery or misalignment
• What interpretive safety means and how to create it for your team with minimal effort
• Practical phrases you can start using immediately to reduce ambiguity and protect your team's focus
• What individual contributors and managers can do when they're on the receiving end of unclear direction — and why clarifying up is a strategic skill, not a weakness
• The real cost of getting this wrong — including the subtle, slow-burn damage that most leaders don't notice until it's already compounded
• What becomes possible when you get this right — and why the fix is simpler than most people expect

Key Concepts

Words Become Signals

The moment you have influence, your words stop being casual. They become signals.

When someone in a position of authority speaks — even exploratorily, even in passing — the people around them don't process it the way they'd process a comment from a peer. They process it through the lens of: What does this mean for my work? What happens if I don't act on this?

That's not a flaw in your team. That's a rational response to how organizations function. Most organizational chaos doesn't come from incompetent leaders — it comes from well-intentioned leaders who haven't fully reckoned with the weight their words carry.

The Scenario That Plays Out Everywhere

Picture this: an executive joins a meeting — half in, half out, maybe between two other calls — and casually says:

"Hey, can we pull together a quick analysis on this?"

Simple. Harmless. Maybe genuinely just curious.

But the team doesn't hear curiosity. They hear urgency. They hear visibility. They hear risk. Suddenly priorities shift, deadlines move, people stay late — all to deliver something the leader barely considered a real request.

That reaction is completely rational. Teams are trained — over time, through experience — to treat leadership input as direction. Not suggestion. Not curiosity. Direction. And when they over-deliver on something that wasn't a real priority? The cost isn't zero. It's time, focus, morale, and trust.

Why This Happens: Three Forces

Three forces drive this dynamic in every organization, regardless of culture, size, or industry:

1. Power Distance Even in the flattest, most psychologically safe organizations, people instinctively assign weight to hierarchy. When someone senior says something, it lands differently than when a peer says it. Full stop.

2. Career Risk Calculation When someone senior speaks, people in the room are doing quick math: What's the cost of acting on this and being wrong? Versus what's the cost of NOT acting if this turns out to be important? In most organizations, the perceived cost of inaction is higher than the cost of overreaction. So people act — even when no one actually asked them to.

3. Lack of Clarity When intent isn't communicated, people fill in the gaps with worst-case assumptions. That's just how uncertainty works. We default to whatever scenario protects us most.

Put all three together and you have a recipe for teams that are perpetually in reactive mode — not because of bad strategy, not because of bad people, but because of ambiguous communication.

This Is About Awareness, Not Blame

If you're a leader and this feels like a critique — it isn't. Most leaders who create this kind of ambiguity aren't doing it on purpose. They're thinking out loud, being curious, exploring ideas. That's what good leaders do.

The problem isn't the intent. It's the absence of a signal that helps the team understand the intent.

And here's the thing: once you're aware of this dynamic, you can fix it. Not with a personality transplant. Not with a communication overhaul. With something as simple as a sentence. When you control this, you unlock three things every high-performing team needs: focus, trust, and energy spent on the right work.

The Framework: Demands vs. Signals

At the most fundamental level, every request a leader makes falls into one of two categories: a demand or a signal. The mistake most leaders make — at every level — is leaving it ambiguous.

Demands

A demand is a clear expectation. Something that needs to get done, has a timeframe, and has a definition of what success looks like. When you're making a demand, your job is to remove ambiguity by answering four questions up front:

1. What needs to be done?
2. Why does it matter?
3. When is it needed?
4. What does good enough look like?

That last question is enormous. When you don't define "good enough," your team defaults to perfect — and perfect takes far longer than necessary, and often isn't even what you need.

Signals

A signal is a thought. An idea. A direction you're curious about. Something that might shape future work but should not — at least not yet — disrupt current priorities.

The problem is that signals often sound exactly like demands. Same language, same tone, same phrasing. So if you're sending a signal, you have to say so — explicitly, out loud, in real time. You need to create what Layne calls interpretive safety: the psychological space for your team to hear your words as exploratory, not directive.

Without that, every signal becomes a five-alarm fire.

What This Looks Like in Practice

Without a label:

"Can we pull together a quick analysis on this?"

What the team hears: urgent, visible, act now.

Labeled as a signal:

"Hey — this is just a thought, not a priority shift. When you have bandwidth, I'd love to see a rough analysis on this. Nothing polished — I'm just curious. No need to move anything around for it."

Same idea. Completely different experience for the team. One creates urgency. The other creates alignment.

And labeling your intent doesn't make you sound less decisive — it does the opposite. It shows your team that you're aware of your impact, that you're intentional, and that you respect their time and attention. Leaders who communicate with that level of precision earn more trust, not less.

Signal Phrases You Can Use Right Now

When you want to float an idea without triggering a fire drill, try phrases like these:

• "I'd like to plant a seed…"
• "When you have time…"
• "I'm thinking out loud here…"
• "File this away for now…"
• "Not urgent — just on my radar…"

These phrases give your team permission to deprioritize. They communicate: I see this, I'm interested in it, but I'm not asking you to drop everything right now. That small distinction changes...]]>When Leaders Speak, Teams React… Whether You Meant Them To Or Not

Show: Managing a Career Host: Layne Episode Length: 15–20 minutes Website: managingacareer.com

Episode Overview

Have you ever said something completely off the cuff at work — and then watched your team scramble for days trying to deliver something you didn't actually ask for? Or been on the receiving end: a senior leader drops a comment in a meeting, and suddenly your entire week is blown up over a passing thought?

This episode tackles one of the most common — and most overlooked — sources of chaos inside organizations. It's not bad strategy. It's not broken processes. It's not even a people problem.

It's the gap between what leaders say… and what their teams hear.

That gap sounds simple. But the downstream effects are anything but. When leaders aren't intentional about the weight their words carry, teams lose focus, high performers burn out, and organizations slip into a constant state of reactive urgency — chasing fire drills instead of executing on strategy. And the frustrating part is that most of it is completely avoidable.

Once you understand why it happens, you can fix it — not with a personality overhaul, not with a new communication framework, but with something as simple as a single sentence. A label. A qualifier. A five-second pause before you speak.

In this episode, Layne breaks down the psychology behind why teams interpret leadership communication the way they do, introduces a practical framework for distinguishing between two very different types of messages, and gives you a toolkit of specific phrases and habits you can put to work immediately.

Whether you're a senior leader, a manager, or an individual contributor, this episode has something for you. Because this dynamic doesn't just flow from the top down — it plays out at every level, in every organization, every day. And everyone has a role in closing the gap.

What You'll Learn in This Episode

• Why leadership words carry disproportionate weight — even casual, throwaway comments — and why this is true at every level of an organization, not just the C-suite
• The three organizational forces that cause teams to treat every signal as a fire drill, and why those reactions are completely rational
• The critical difference between a demand and a signal — and why most leaders never label which one they're sending
• The four questions every demand should answer before it's communicated — and why skipping even one of them almost always leads to over-delivery or misalignment
• What interpretive safety means and how to create it for your team with minimal effort
• Practical phrases you can start using immediately to reduce ambiguity and protect your team's focus
• What individual contributors and managers can do when they're on the receiving end of unclear direction — and why clarifying up is a strategic skill, not a weakness
• The real cost of getting this wrong — including the subtle, slow-burn damage that most leaders don't notice until it's already compounded
• What becomes possible when you get this right — and why the fix is simpler than most people expect

Key Concepts

Words Become Signals

The moment you have influence, your words stop being casual. They become signals.

When someone in a position of authority speaks — even exploratorily, even in passing — the people around them don't process it the way they'd process a comment from a peer. They process it through the lens of: What does this mean for my work? What happens if I don't act on this?

That's not a flaw in your team. That's a rational response to how organizations function. Most organizational chaos doesn't come from incompetent leaders — it comes from well-intentioned leaders who haven't fully reckoned with the weight their words carry.

The Scenario That Plays Out Everywhere

Picture this: an executive joins a meeting — half in, half out, maybe between two other calls — and casually says:

"Hey, can we pull together a quick analysis on this?"

Simple. Harmless. Maybe genuinely just curious.

But the team doesn't hear curiosity. They hear urgency. They hear visibility. They hear risk. Suddenly priorities shift, deadlines move, people stay late — all to deliver something the leader barely considered a real request.

That reaction is completely rational. Teams are trained — over time, through experience — to treat leadership input as direction. Not suggestion. Not curiosity. Direction. And when they over-deliver on something that wasn't a real priority? The cost isn't zero. It's time, focus, morale, and trust.

Why This Happens: Three Forces

Three forces drive this dynamic in every organization, regardless of culture, size, or industry:

1. Power Distance Even in the flattest, most psychologically safe organizations, people instinctively assign weight to hierarchy. When someone senior says something, it lands differently than when a peer says it. Full stop.

2. Career Risk Calculation When someone senior speaks, people in the room are doing quick math: What's the cost of acting on this and being wrong? Versus what's the cost of NOT acting if this turns out to be important? In most organizations, the perceived cost of inaction is higher than the cost of overreaction. So people act — even when no one actually asked them to.

3. Lack of Clarity When intent isn't communicated, people fill in the gaps with worst-case assumptions. That's just how uncertainty works. We default to whatever scenario protects us most.

Put all three together and you have a recipe for teams that are perpetually in reactive mode — not because of bad strategy, not because of bad people, but because of ambiguous communication.

This Is About Awareness, Not Blame

If you're a leader and this feels like a critique — it isn't. Most leaders who create this kind of ambiguity aren't doing it on purpose. They're thinking out loud, being curious, exploring ideas. That's what good leaders do.

The problem isn't the intent. It's the absence of a signal that helps the team understand the intent.

And here's the thing: once you're aware of this dynamic, you can fix it. Not with a personality transplant. Not with a communication overhaul. With something as simple as a sentence. When you control this, you unlock three things every high-performing team needs: focus, trust, and energy spent on the right work.

The Framework: Demands vs. Signals

At the most fundamental level, every request a leader makes falls into one of two categories: a demand or a signal. The mistake most leaders make — at every level — is leaving it ambiguous.

Demands

A demand is a clear expectation. Something that needs to get done, has a timeframe, and has a definition of what success looks like. When you're making a demand, your job is to remove ambiguity by answering four questions up front:

1. What needs to be done?
2. Why does it matter?
3. When is it needed?
4. What does good enough look like?

That last question is enormous. When you don't define "good enough," your team defaults to perfect — and perfect takes far longer than necessary, and often isn't even what you need.

Signals

A signal is a thought. An idea. A direction you're curious about. Something that might shape future work but should not — at least not yet — disrupt current priorities.

The problem is that signals often sound exactly like demands. Same language, same tone, same phrasing. So if you're sending a signal, you have to say so — explicitly, out loud, in real time. You need to create what Layne calls interpretive safety: the psychological space for your team to hear your words as exploratory, not directive.

Without that, every signal becomes a five-alarm fire.

What This Looks Like in Practice

Without a label:

"Can we pull together a quick analysis on this?"

What the team hears: urgent, visible, act now.

Labeled as a signal:

"Hey — this is just a thought, not a priority shift. When you have bandwidth, I'd love to see a rough analysis on this. Nothing polished — I'm just curious. No need to move anything around for it."

Same idea. Completely different experience for the team. One creates urgency. The other creates alignment.

And labeling your intent doesn't make you sound less decisive — it does the opposite. It shows your team that you're aware of your impact, that you're intentional, and that you respect their time and attention. Leaders who communicate with that level of precision earn more trust, not less.

Signal Phrases You Can Use Right Now

When you want to float an idea without triggering a fire drill, try phrases like these:

• "I'd like to plant a seed…"
• "When you have time…"
• "I'm thinking out loud here…"
• "File this away for now…"
• "Not urgent — just on my radar…"

These phrases give your team permission to deprioritize. They communicate: I see this, I'm interested in it, but I'm not asking you to drop everything right now. That small distinction changes everything about how the message lands.

Pick one or two that feel natural and make them part of your regular vocabulary. Consistency is what makes them work — the more your team hears you use these phrases, the faster they'll learn to calibrate. And over time, they'll know that when you don't use them, that's when it's actually urgent.

For Individual Contributors and Managers

This dynamic doesn't only flow downward. If you're a manager or IC on the receiving end of ambiguous direction, you have a role here too.

You can't control what your leaders say — but you can control how you respond. And the most powerful thing you can do when you receive an unclear request is to clarify before you act. Not after. Before.

That can sound like:

"Just to make sure I'm prioritizing correctly — is this something you want us to shift focus to now, or is this more of a future consideration we should incorporate into our roadmap?"

That one question can save days — sometimes weeks — of work going in the wrong direction.

Asking that question isn't a sign of weakness. It's a sign that you're thinking strategically, not just executing blindly. The best leaders actively welcome it — because it tells them their team is focused on doing the right work, not just doing work.

Build the habit of clarifying up. Every time. Make it a reflex.

The Hidden Cost of Getting This Wrong

When leaders don't manage this dynamic well, the costs are significant — and they compound over time:

• Teams lose focus. When everything feels urgent, nothing gets the depth of attention it actually deserves.
• High performers burn out. The people who care the most scramble the hardest every time a leader speaks. Over time, that wears people down. And the best people have options — they leave.
• Trust erodes. Not all at once, but slowly — over dozens of fire drills that turned out to be nothing, over weeks of work that was never used. Eventually, people stop trusting that leadership's words mean what they seem to mean.
• Teams react to tone instead of strategy. This is the most dangerous outcome. When teams get good at reading the room instead of the words, they start making decisions based on how a leader seemed rather than what was actually communicated. That's not a high-functioning team. That's a survival-mode team.

The Opportunity

The flip side of this is where it gets exciting — because this is completely fixable.

When leaders get this right, teams move faster — not because they're working harder, but because they're not wasting energy guessing. They make better decisions because they understand intent, not just instruction. And they trust their leaders more, because predictable communication builds the kind of reliability that is genuinely rare and genuinely valuable.

5 Actionable Strategies

1. Label your intent in real time. Start explicitly saying things like "this is a priority" or "this is just a thought" or "I'm curious but not asking you to act on this yet." It feels a little deliberate at first — maybe even over-formal. Do it anyway. The people around you will recalibrate quickly, and within days you'll notice a shift in how they respond. They'll stop scrambling on signals and start trusting that when you say something matters, it actually does.

2. Define good enough up front. Whenever you make a request, tell people what level of finish you actually need. Is this a rough sketch to explore an idea? A polished deck for the board? A five-minute conversation to gut-check direction? Don't make them guess. In the absence of a definition, teams default to perfect — which takes far longer than you need, consumes far more energy than the task warrants, and often misses the point entirely. The moment you define good enough, you free your team from the silent pressure to over-deliver on everything.

3. Build a clarification culture. If you're a leader, actively reward people who ask clarifying questions — and do it publicly when you can. Make it visibly safe to ask without fear of looking uninformed or unconfident. The cultural signal this sends is powerful: we value clarity here, not assumptions. A team that asks questions before acting is a team that spends its energy wisely. A team that assumes and executes? That team creates rework, misaligned deliverables, and quiet resentment.

4. Pause before you speak. Give yourself five seconds before you make any kind of request — especially in a meeting. Ask yourself: How could this be misinterpreted? Am I making a demand or sending a signal? Do I need to add a label before I say this out loud? This isn't about slowing you down. It's about making your words land the way you intend them to. Five seconds of intentionality can prevent five days of misdirected work.

5. Audit your last five requests. Look back at what you've asked for recently. Were you clear? Did your team know what success looked like? Did they know how urgent it actually was — versus how urgent it probably seemed? If the answer to any of those questions is "not really" — follow up. Not to assign blame, and not to relitigate what's already in motion. But to recalibrate. To give your team the clarity they may still need. It's never too late to add clarity, and doing so sends a message of its own: I care about your time and your focus.

Key Takeaways

Concept What It Means What To Do

Leadership Words Carry Weight

Even casual comments can trigger action

Be intentional with every request

Demand vs. Signal

Every message is either a priority or an idea

Clearly label which one you mean

Define Good Enough

Teams need clarity on expectations

Prevent overwork and misalignment

Clarify Up and Down

Communication is a shared responsibility

Ask questions before acting

Ambiguity Creates Chaos

Lack of clarity leads to overreaction

Reduce noise; increase focus

Closing Thought

Leadership is not just about making decisions. It's about creating clarity — for the people around you, for the work in front of you, and for the direction you're all trying to move in together.

In the absence of clarity, people don't slow down and wait. They speed up — in the wrong direction.

When you truly internalize that your words are signals whether you intend them to be or not, communication stops being a soft skill and starts being a strategic lever. Use it intentionally. Your team will feel the difference.

Share This Episode

If this episode resonated with you, share it with someone on your team — or with someone who leads you. Better communication doesn't just make work easier. It makes careers better.

Subscribe & Connect

For more insights like this, visit managingacareer.com and subscribe.

If you're listening to this episode right now, there's a decent chance you just got out of a performance review that didn't go the way you expected. Maybe it stung. Maybe it flat-out blindsided you. Maybe you're sitting in your car in the parking garage, staring at the steering wheel, trying to figure out what just happened.

If that's you — first of all, I'm really glad you're here. And second of all — take a breath. This is not the end of your story.

Welcome to the show. I'm Layne Robinson, and today we're diving into something most career podcasts dance around — what to actually do when your annual review is a disappointment. Not a vague feel-good pep talk. The real, tactical, emotionally honest breakdown of how to handle the next twenty-four hours, the next few weeks, and the actions that will actually move the needle.

Four things today: why this is not a career ender, how to survive the review in real time, how to give yourself space before responding, and how to channel this into concrete changes in your behavior, your attitude, and your visibility at work.

This Is Not a Career Ender — But Recovery Starts Now

A bad performance review is not a death sentence. It is not a permanent verdict on your worth, your intelligence, or your future. It is a data point. A painful one, maybe an unfair one — but it is one moment in what is hopefully a very long career.

Think about the people you admire most in your field. I promise you — a significant number of them have a review story that would make yours look mild. People get put on performance improvement plans and go on to run departments. People get passed over for promotion three years running and then get recruited away for twice the salary. People get brutal feedback and use it as the exact fuel they needed to become exceptional.

The review is not the story. How you respond to it is the story.

"Your manager's words in that room don't define your ceiling. Your next move does."

Now — here's the straight talk. While this is not a career ender, it can become one if you handle it badly. Blowing up at your manager. Withdrawing. Badmouthing your boss to coworkers. Doing the bare minimum out of spite. Those things can actually derail you.

You have enormous agency here. But that means the recovery starts now. Not next quarter. Not after the sting wears off. Now. Even if "now" just means deciding, in this moment, to handle this with intention. That decision alone puts you ahead of most people.

How to (Not) Respond While the Review Is Happening

Let's talk about the review itself. Some of you are listening before your review — smart. Some of you are listening after. Either way, this section matters, because if this one goes sideways, there will be future conversations. The habits we build under stress are the ones that stick.

Here's the scenario. You're sitting across from your manager. They say something that lands wrong — unfair, devastating, or both. Your face flushes. Your heart rate spikes.

What do you do?

First — do not speak. Not yet. The instinct is to react immediately, and almost nothing good comes from that. Give yourself three to five seconds of quiet. It feels like an eternity. It is not. Those seconds can protect you from saying something you'll spend months undoing.

Second — take a breath. Your nervous system is in fight-or-flight. A slow exhale literally signals your brain to stand down. You are not going to do your best thinking while your amygdala is running the show. The breath is not weakness — it's strategy.

Third — listen to understand, not to respond. When someone says something critical, our brain starts drafting a rebuttal before they've finished talking. Try to override that. Your goal in the review is to gather information, not to win an argument.

What Not to Do

"Do not defend, deflect, or diminish what's being said in the moment — even if it feels completely unjust."

Now, let's talk about what NOT to do — because this is where careers actually take damage.

Do not argue. Even if you have facts on your side. The middle of a performance review, emotions running hot, is not the place to litigate it. You will not change your manager's mind in that moment, and you'll almost certainly say something you regret. Save your counterpoints for a calmer conversation.

Do not cry and then over-apologize for crying. Emotion is human. If tears come, let them — and simply say, "I'm processing this, please give me a moment." What you don't want is a spiral of reaction and self-flagellation that undermines your credibility in the room.

Do not immediately agree to everything just to end the discomfort. Nodding along and signing the form as fast as possible isn't agreement — it's avoidance. It won't serve you later.

And do not go silent and stony. Shutting down sends its own message. You want to signal that you're engaged and taking this seriously, even if you're struggling with it.

What you can say, calmly and neutrally, while in the room: "Thank you for this feedback. I want to make sure I understand everything clearly. Can I follow up with you after I've had some time to review this?" That's it. That's the whole script if you need it. It's professional. It's composed. It buys you exactly what you need — time.

Give It Space — Before You Respond

You made it out of the room. Now you do something that goes against every instinct you have: you wait.

You want to send an email. Pull your manager aside in the hallway. Call someone and process for forty-five minutes. But here is the truth about responding too fast: when you're emotionally activated, you are not the same person you are when you're calm. The email you write at four in the afternoon on the day of your review and the email you write three days later are written by two different versions of you. One serves your future. The other creates a paper trail you don't want.

So in that twenty-four to seventy-two hour window — feel it first. Call your most trusted person and say, "I had a rough review and I need to vent." Do that. Get it out somewhere safe and private, not your workplace Slack or your manager's inbox.

Then try to separate the emotional experience of the review from the actual content. Read it again and ask: if a friend received this feedback, what would I honestly think? Sometimes the distance makes it feel more fair. Sometimes more off-base. Either way, clarity comes from space, not heat.

Sleep on it. There's real research showing the brain processes emotionally difficult information differently after sleep. What feels catastrophic at eight p.m. often feels navigable by eight a.m.

The Rule

"Never send a response to a difficult review the same day it was delivered. The message you draft at midnight is not the one you should send."

When you're actually ready to respond, here's the tone: calm, curious, constructive. Not groveling. Not defensive. Not sarcastic. You're a professional who took time to reflect and is ready to talk about what's next.

Something like: "I've had some time to sit with the feedback from my review, and I'd love to schedule time to talk. I have a few questions about the specific areas flagged, and I want to understand what success looks like going forward."

That's it. Calm. Professional. And it signals something important to your manager: this person is not going to be a problem. That impression alone can undo a lot of the damage from the review itself.

Respond by Adjusting — Actions, Behaviors, and Attitude

This is where we stop talking about feelings and start talking about strategy. Because all the composure in the world doesn't mean anything if nothing changes.

The most powerful response to a bad performance review is not a strongly worded email. It is different behavior over the next sixty to ninety days. Your manager is going to be watching. People who wilt after hard feedback are remembered as fragile. People who quietly, consistently show up differently — those people get their narrative rewritten. That rewrite is available to you. Starting now.

Start with the specific feedback, not your feelings about it. Go back to the review. Identify the two or three most concrete criticisms. Not the vague ones — "needs to show more initiative" is hard to act on. But "missed three project deadlines in Q3" or "hasn't been contributing in team meetings" — those are specific, and specific is actionable. Those are the ones you tackle first.

Make a private plan — in writing. Something like: here's what the feedback said, here's what I think is actually going on, and here's exactly what I'm going to do differently. Not vague intentions. Specific behaviors. If the feedback was about deadlines, your plan might include: I will put buffer time in my project estimates, I will flag scope creep earlier, I will do a weekly check-in against my deliverables. Specific. Measurable. Yours.

Talk to your manager — proactively. I know this feels uncomfortable. But there is almost nothing more powerful you can do than walk into your manager's office, genuinely composed, and say: "I want to make sure I'm focusing my energy in the right places. Based on my review, what would meaningful improvement look like to you over the next quarter?" You are asking for the rubric. You are showing you're coachable. And you are making them a partner in your success rather than an adversary in your narrative.

Address the attitude piece honestly. This one is hard to hear, so I'm going to say it carefully. Sometimes — not always,]]>When the Review Hurts: How to Bounce Back Stronger

If you're listening to this episode right now, there's a decent chance you just got out of a performance review that didn't go the way you expected. Maybe it stung. Maybe it flat-out blindsided you. Maybe you're sitting in your car in the parking garage, staring at the steering wheel, trying to figure out what just happened.

If that's you — first of all, I'm really glad you're here. And second of all — take a breath. This is not the end of your story.

Welcome to the show. I'm Layne Robinson, and today we're diving into something most career podcasts dance around — what to actually do when your annual review is a disappointment. Not a vague feel-good pep talk. The real, tactical, emotionally honest breakdown of how to handle the next twenty-four hours, the next few weeks, and the actions that will actually move the needle.

Four things today: why this is not a career ender, how to survive the review in real time, how to give yourself space before responding, and how to channel this into concrete changes in your behavior, your attitude, and your visibility at work.

This Is Not a Career Ender — But Recovery Starts Now

A bad performance review is not a death sentence. It is not a permanent verdict on your worth, your intelligence, or your future. It is a data point. A painful one, maybe an unfair one — but it is one moment in what is hopefully a very long career.

Think about the people you admire most in your field. I promise you — a significant number of them have a review story that would make yours look mild. People get put on performance improvement plans and go on to run departments. People get passed over for promotion three years running and then get recruited away for twice the salary. People get brutal feedback and use it as the exact fuel they needed to become exceptional.

The review is not the story. How you respond to it is the story.

"Your manager's words in that room don't define your ceiling. Your next move does."

Now — here's the straight talk. While this is not a career ender, it can become one if you handle it badly. Blowing up at your manager. Withdrawing. Badmouthing your boss to coworkers. Doing the bare minimum out of spite. Those things can actually derail you.

You have enormous agency here. But that means the recovery starts now. Not next quarter. Not after the sting wears off. Now. Even if "now" just means deciding, in this moment, to handle this with intention. That decision alone puts you ahead of most people.

How to (Not) Respond While the Review Is Happening

Let's talk about the review itself. Some of you are listening before your review — smart. Some of you are listening after. Either way, this section matters, because if this one goes sideways, there will be future conversations. The habits we build under stress are the ones that stick.

Here's the scenario. You're sitting across from your manager. They say something that lands wrong — unfair, devastating, or both. Your face flushes. Your heart rate spikes.

What do you do?

First — do not speak. Not yet. The instinct is to react immediately, and almost nothing good comes from that. Give yourself three to five seconds of quiet. It feels like an eternity. It is not. Those seconds can protect you from saying something you'll spend months undoing.

Second — take a breath. Your nervous system is in fight-or-flight. A slow exhale literally signals your brain to stand down. You are not going to do your best thinking while your amygdala is running the show. The breath is not weakness — it's strategy.

Third — listen to understand, not to respond. When someone says something critical, our brain starts drafting a rebuttal before they've finished talking. Try to override that. Your goal in the review is to gather information, not to win an argument.

What Not to Do

"Do not defend, deflect, or diminish what's being said in the moment — even if it feels completely unjust."

Now, let's talk about what NOT to do — because this is where careers actually take damage.

Do not argue. Even if you have facts on your side. The middle of a performance review, emotions running hot, is not the place to litigate it. You will not change your manager's mind in that moment, and you'll almost certainly say something you regret. Save your counterpoints for a calmer conversation.

Do not cry and then over-apologize for crying. Emotion is human. If tears come, let them — and simply say, "I'm processing this, please give me a moment." What you don't want is a spiral of reaction and self-flagellation that undermines your credibility in the room.

Do not immediately agree to everything just to end the discomfort. Nodding along and signing the form as fast as possible isn't agreement — it's avoidance. It won't serve you later.

And do not go silent and stony. Shutting down sends its own message. You want to signal that you're engaged and taking this seriously, even if you're struggling with it.

What you can say, calmly and neutrally, while in the room: "Thank you for this feedback. I want to make sure I understand everything clearly. Can I follow up with you after I've had some time to review this?" That's it. That's the whole script if you need it. It's professional. It's composed. It buys you exactly what you need — time.

Give It Space — Before You Respond

You made it out of the room. Now you do something that goes against every instinct you have: you wait.

You want to send an email. Pull your manager aside in the hallway. Call someone and process for forty-five minutes. But here is the truth about responding too fast: when you're emotionally activated, you are not the same person you are when you're calm. The email you write at four in the afternoon on the day of your review and the email you write three days later are written by two different versions of you. One serves your future. The other creates a paper trail you don't want.

So in that twenty-four to seventy-two hour window — feel it first. Call your most trusted person and say, "I had a rough review and I need to vent." Do that. Get it out somewhere safe and private, not your workplace Slack or your manager's inbox.

Then try to separate the emotional experience of the review from the actual content. Read it again and ask: if a friend received this feedback, what would I honestly think? Sometimes the distance makes it feel more fair. Sometimes more off-base. Either way, clarity comes from space, not heat.

Sleep on it. There's real research showing the brain processes emotionally difficult information differently after sleep. What feels catastrophic at eight p.m. often feels navigable by eight a.m.

The Rule

"Never send a response to a difficult review the same day it was delivered. The message you draft at midnight is not the one you should send."

When you're actually ready to respond, here's the tone: calm, curious, constructive. Not groveling. Not defensive. Not sarcastic. You're a professional who took time to reflect and is ready to talk about what's next.

Something like: "I've had some time to sit with the feedback from my review, and I'd love to schedule time to talk. I have a few questions about the specific areas flagged, and I want to understand what success looks like going forward."

That's it. Calm. Professional. And it signals something important to your manager: this person is not going to be a problem. That impression alone can undo a lot of the damage from the review itself.

Respond by Adjusting — Actions, Behaviors, and Attitude

This is where we stop talking about feelings and start talking about strategy. Because all the composure in the world doesn't mean anything if nothing changes.

The most powerful response to a bad performance review is not a strongly worded email. It is different behavior over the next sixty to ninety days. Your manager is going to be watching. People who wilt after hard feedback are remembered as fragile. People who quietly, consistently show up differently — those people get their narrative rewritten. That rewrite is available to you. Starting now.

Start with the specific feedback, not your feelings about it. Go back to the review. Identify the two or three most concrete criticisms. Not the vague ones — "needs to show more initiative" is hard to act on. But "missed three project deadlines in Q3" or "hasn't been contributing in team meetings" — those are specific, and specific is actionable. Those are the ones you tackle first.

Make a private plan — in writing. Something like: here's what the feedback said, here's what I think is actually going on, and here's exactly what I'm going to do differently. Not vague intentions. Specific behaviors. If the feedback was about deadlines, your plan might include: I will put buffer time in my project estimates, I will flag scope creep earlier, I will do a weekly check-in against my deliverables. Specific. Measurable. Yours.

Talk to your manager — proactively. I know this feels uncomfortable. But there is almost nothing more powerful you can do than walk into your manager's office, genuinely composed, and say: "I want to make sure I'm focusing my energy in the right places. Based on my review, what would meaningful improvement look like to you over the next quarter?" You are asking for the rubric. You are showing you're coachable. And you are making them a partner in your success rather than an adversary in your narrative.

Address the attitude piece honestly. This one is hard to hear, so I'm going to say it carefully. Sometimes — not always, but sometimes — a disappointing review has less to do with performance and more to do with how we're showing up in the room. The sighing in meetings. The eye-rolls that we think nobody notices. The "well, that's not my job" energy. The checked-out body language on a Zoom call. If any of that resonates even a little, I want to be the person who tells you that those things are visible. They are factoring into how people experience working with you. And they are — hear me on this — completely within your power to change.

The Mindset Shift

"Resilience isn't pretending the review didn't hurt. It's deciding that the hurt becomes fuel, not baggage."

Find an ally or a mentor. If you don't have one, this is the moment to build that relationship. Find someone in your organization — or outside it — who has navigated something similar, who sees you clearly, and who can give you honest feedback in a safe setting. Not to commiserate. To grow. There's a difference.

Track your progress and make it visible. When you improve, document it — quietly and consistently. Update your manager on wins. Be specific. "That project I had trouble with last quarter — just delivered it a week ahead of schedule." You are creating a new data set, replacing the story of the old review with evidence of the new you.

And finally — be patient and stay the course. Behavioral change doesn't happen in a week. You will slip back into old patterns sometimes. That's normal. The goal isn't perfection — it's the trend line. Are you generally moving in the right direction? That's enough. Keep going.

A disappointing annual review is hard. It can shake your confidence and make you question everything. Those feelings are real and they deserve acknowledgment.

But here's what I want you to walk away with: you are not the rating on a form. You are not the worst thing your manager said about you. You are a professional who is capable of growth, capable of recalibrating, and — if you choose it — capable of turning this into a turning point.

Don't react in the room. Give it space. Come back calm. And let your work do the talking.

The recovery starts now. And now is exactly the right time.

If this episode helped, share it with someone who might need to hear it. This kind of content grows when people pass it along, and I'm grateful for every person who does.

Until next time — keep going. I'll see you in the next one.

Remote work has become one of the defining features of the modern professional landscape, with tens of millions of workers globally now fully remote or in hybrid arrangements. Yet many professionals — from entry-level employees to senior managers — are still figuring out how to make it work. Working from home sounds great in theory: no commute, flexibility, pajama pants before noon. But the reality involves unique challenges nobody really prepares you for — isolation, distraction, blurred boundaries, and invisible career risks that can quietly derail your trajectory.

Today's episode covers setting up your environment for success, building routines that stick, communicating effectively, using the right tools, and protecting your mental health. There's also a special focus on one of the most critical topics for remote workers: staying visible in your organization, because out of sight can too easily become out of mind.

SEGMENT 1: YOUR WORKSPACE

Your physical environment has an enormous impact on your performance. Walking into a well-organized, intentional workspace shifts your brain into "work mode" — your focus sharpens and your mindset changes. Conversely, working from the couch surrounded by distractions won't bring out your best.

Designate a dedicated workspace. It doesn't have to be a separate room — a consistent corner of your bedroom, a spot at the kitchen table, or a set-up in your living room will do. What matters is that it's consistent, signals "work," and is as free from distraction as possible.

Maximize natural light. Studies consistently show that natural light improves mood, energy levels, and cognitive performance. Position yourself near a window whenever you can.

Invest in ergonomics. This is something people underestimate until their back gives out mid-afternoon. A good chair is not a luxury — it's a productivity tool. Look for one that supports your lower back, keeps your feet flat on the floor, and allows your arms to rest comfortably while typing. Position your monitor at eye level to reduce neck strain. If you're on a laptop, consider an external keyboard and a stand to raise the screen.

Protect your internet connection. In remote work, a reliable, fast internet connection is non-negotiable — it's your lifeline. If your home network is unreliable, consider upgrading your plan and always have a backup option, like your phone's hotspot, for critical meetings.

Treat your workspace like the professional environment it is, because that's exactly what it is.

SEGMENT 2: THE POWER OF ROUTINE

Routine is the backbone of successful remote work. In an office, external structures organize your day whether you like it or not — there's a commute that creates a transition, a start time, a lunch break, and a clear end to the day. When you work remotely, most of that disappears. Without it, the day becomes shapeless: rolling out of bed, checking email in pajamas at 7am, losing track of time, skipping lunch, and suddenly it's 7pm and you've technically been "working" for twelve hours but feel like you accomplished nothing.

The solution is to become the architect of your own day. Research is clear: people who maintain a consistent routine are more productive, more focused, experience less stress, and report higher job satisfaction.

Set a consistent start time. It doesn't have to be 8am sharp — what matters is committing to a time and holding yourself to it. Your start time triggers your mindset and signals that work is beginning.

Set a consistent end time. One of the sneakiest pitfalls of remote work is the workday bleeding into everything else — because the laptop is always right there and there's always one more email. Set a stopping point and respect it. Your personal time and your recovery matter.

Build a morning ritual. It doesn't need to be elaborate. Even something simple — making coffee, doing five minutes of stretching, then sitting down at your desk — acts as a cue to your brain that the workday is beginning. Think of it as a psychological "commute."

Schedule your breaks. If you don't schedule breaks, you'll either skip them or feel guilty taking them — both are counterproductive. Block time for a proper lunch away from your screen and take short breaks every 90 minutes or so to stand up, move, and reset your focus. Your brain isn't designed to concentrate for hours on end without rest.

Have a shutdown ritual. Close your tabs, write tomorrow's to-do list, physically close your laptop, and send yourself a mental signal that work is done for the day. This is especially important for protecting your mental health and preventing burnout.

SEGMENT 3: COMMUNICATION

In a remote environment, communication doesn't happen naturally the way it does in an office. You lose all the ambient information — a colleague's body language, overhearing that there's an issue with a client, bumping into someone at the coffee machine. All of that disappears remotely, and you have to replace it with deliberate, intentional communication.

Over-communicate on progress. When you're in the office, your manager can see you working. When you're remote, they can't. Don't assume they know what you're working on. Send proactive updates, drop a quick message when you hit a milestone, reply to emails promptly, and make your work visible.

Be clear and specific in written communication. Without tone of voice and body language, messages can easily be misinterpreted. Before hitting send, re-read what you've written. Is it clear? Is it actionable? Could it be read in an unintended way? Strong written communication is a genuine superpower in a remote environment.

Know when to pick up the phone or jump on a video call. Not everything should be handled over Slack or email. If you're going back and forth for more than two or three messages, just schedule a quick call. It's faster, clearer, and actually strengthens working relationships in ways that text can't.

Be mindful of time zones. If you're on a global or distributed team, respect that your 9am is someone else's midnight. Check before scheduling meetings, be flexible when possible, and consider scheduling messages to arrive during a colleague's working hours rather than pinging them late at night.

Hold regular check-ins. Whether you're a team member or a manager, regular check-ins — even brief ones — keep people aligned, connected, and supported. A 15-minute weekly sync can prevent a week's worth of miscommunication.

SEGMENT 4: VISIBILITY — DON'T LET "OUT OF SIGHT" MEAN "OUT OF MIND"

This is perhaps the most important segment for any remote worker to internalize. Career advancement in most organizations isn't just about doing great work — it's about doing great work and making sure the right people know you're doing it. When you work remotely, that second part becomes significantly harder.

Picture this: you're a remote employee doing excellent work — hitting deadlines, producing quality output, going above and beyond. But you're quiet on Zoom calls, rarely post in team channels, and don't attend optional company events. Your manager barely hears from you unless there's a problem. Meanwhile, a colleague — whether in-office or just more vocally present — is chatting with leadership before meetings, volunteering for high-profile projects, and consistently demonstrating their engagement and enthusiasm. Who gets tapped for the exciting new assignment? Who gets considered first for a promotion?

It's not a conspiracy — it's human nature. People advance the people they know, trust, and can easily recall when opportunity knocks. This phenomenon even has a name: proximity bias. Studies have shown that fully remote employees are less likely to receive promotions than in-office counterparts, even when their performance is equivalent or superior. That's a sobering reality, and it means you cannot be passive about your visibility as a remote worker. You have to be strategic.

Here are six concrete strategies:

1. Communicate Your Wins Proactively. Don't wait for your annual performance review to discuss your accomplishments. Build a habit of sharing updates regularly. Finished a big project? Send a brief summary to your manager. Hit a key metric? Mention it in the team standup. Solved a tricky problem? Share what you learned with the broader team. You're not bragging — you're keeping your stakeholders informed. There's an important difference.

2. Be Present and Participatory in Meetings. It's tempting to join a Zoom meeting, mute yourself, turn off your camera, and multitask. Resist that. Show up. Turn your camera on. Ask a question, contribute an idea, affirm a colleague's point. Being an active, engaged presence in meetings is one of the simplest and most powerful visibility tools available to you. Leaders notice who is engaged and who is just occupying a box on the screen.

3. Raise Your Hand for High-Visibility Projects. Keep your antenna up for projects, initiatives, or task forces that are important to leadership and offer exposure across the organization. Volunteer when you can. Not only does it get you in front of new people and showcase your skills — it signals ambition, initiative, and commitment. Those are the qualities that get people promoted.

4. Build Relationships Intentionally. In an office, relationships form somewhat organically. Remotely, you have to be deliberate....]]>INTRODUCTION

Remote work has become one of the defining features of the modern professional landscape, with tens of millions of workers globally now fully remote or in hybrid arrangements. Yet many professionals — from entry-level employees to senior managers — are still figuring out how to make it work. Working from home sounds great in theory: no commute, flexibility, pajama pants before noon. But the reality involves unique challenges nobody really prepares you for — isolation, distraction, blurred boundaries, and invisible career risks that can quietly derail your trajectory.

Today's episode covers setting up your environment for success, building routines that stick, communicating effectively, using the right tools, and protecting your mental health. There's also a special focus on one of the most critical topics for remote workers: staying visible in your organization, because out of sight can too easily become out of mind.

SEGMENT 1: YOUR WORKSPACE

Your physical environment has an enormous impact on your performance. Walking into a well-organized, intentional workspace shifts your brain into "work mode" — your focus sharpens and your mindset changes. Conversely, working from the couch surrounded by distractions won't bring out your best.

Designate a dedicated workspace. It doesn't have to be a separate room — a consistent corner of your bedroom, a spot at the kitchen table, or a set-up in your living room will do. What matters is that it's consistent, signals "work," and is as free from distraction as possible.

Maximize natural light. Studies consistently show that natural light improves mood, energy levels, and cognitive performance. Position yourself near a window whenever you can.

Invest in ergonomics. This is something people underestimate until their back gives out mid-afternoon. A good chair is not a luxury — it's a productivity tool. Look for one that supports your lower back, keeps your feet flat on the floor, and allows your arms to rest comfortably while typing. Position your monitor at eye level to reduce neck strain. If you're on a laptop, consider an external keyboard and a stand to raise the screen.

Protect your internet connection. In remote work, a reliable, fast internet connection is non-negotiable — it's your lifeline. If your home network is unreliable, consider upgrading your plan and always have a backup option, like your phone's hotspot, for critical meetings.

Treat your workspace like the professional environment it is, because that's exactly what it is.

SEGMENT 2: THE POWER OF ROUTINE

Routine is the backbone of successful remote work. In an office, external structures organize your day whether you like it or not — there's a commute that creates a transition, a start time, a lunch break, and a clear end to the day. When you work remotely, most of that disappears. Without it, the day becomes shapeless: rolling out of bed, checking email in pajamas at 7am, losing track of time, skipping lunch, and suddenly it's 7pm and you've technically been "working" for twelve hours but feel like you accomplished nothing.

The solution is to become the architect of your own day. Research is clear: people who maintain a consistent routine are more productive, more focused, experience less stress, and report higher job satisfaction.

Set a consistent start time. It doesn't have to be 8am sharp — what matters is committing to a time and holding yourself to it. Your start time triggers your mindset and signals that work is beginning.

Set a consistent end time. One of the sneakiest pitfalls of remote work is the workday bleeding into everything else — because the laptop is always right there and there's always one more email. Set a stopping point and respect it. Your personal time and your recovery matter.

Build a morning ritual. It doesn't need to be elaborate. Even something simple — making coffee, doing five minutes of stretching, then sitting down at your desk — acts as a cue to your brain that the workday is beginning. Think of it as a psychological "commute."

Schedule your breaks. If you don't schedule breaks, you'll either skip them or feel guilty taking them — both are counterproductive. Block time for a proper lunch away from your screen and take short breaks every 90 minutes or so to stand up, move, and reset your focus. Your brain isn't designed to concentrate for hours on end without rest.

Have a shutdown ritual. Close your tabs, write tomorrow's to-do list, physically close your laptop, and send yourself a mental signal that work is done for the day. This is especially important for protecting your mental health and preventing burnout.

SEGMENT 3: COMMUNICATION

In a remote environment, communication doesn't happen naturally the way it does in an office. You lose all the ambient information — a colleague's body language, overhearing that there's an issue with a client, bumping into someone at the coffee machine. All of that disappears remotely, and you have to replace it with deliberate, intentional communication.

Over-communicate on progress. When you're in the office, your manager can see you working. When you're remote, they can't. Don't assume they know what you're working on. Send proactive updates, drop a quick message when you hit a milestone, reply to emails promptly, and make your work visible.

Be clear and specific in written communication. Without tone of voice and body language, messages can easily be misinterpreted. Before hitting send, re-read what you've written. Is it clear? Is it actionable? Could it be read in an unintended way? Strong written communication is a genuine superpower in a remote environment.

Know when to pick up the phone or jump on a video call. Not everything should be handled over Slack or email. If you're going back and forth for more than two or three messages, just schedule a quick call. It's faster, clearer, and actually strengthens working relationships in ways that text can't.

Be mindful of time zones. If you're on a global or distributed team, respect that your 9am is someone else's midnight. Check before scheduling meetings, be flexible when possible, and consider scheduling messages to arrive during a colleague's working hours rather than pinging them late at night.

Hold regular check-ins. Whether you're a team member or a manager, regular check-ins — even brief ones — keep people aligned, connected, and supported. A 15-minute weekly sync can prevent a week's worth of miscommunication.

SEGMENT 4: VISIBILITY — DON'T LET "OUT OF SIGHT" MEAN "OUT OF MIND"

This is perhaps the most important segment for any remote worker to internalize. Career advancement in most organizations isn't just about doing great work — it's about doing great work and making sure the right people know you're doing it. When you work remotely, that second part becomes significantly harder.

Picture this: you're a remote employee doing excellent work — hitting deadlines, producing quality output, going above and beyond. But you're quiet on Zoom calls, rarely post in team channels, and don't attend optional company events. Your manager barely hears from you unless there's a problem. Meanwhile, a colleague — whether in-office or just more vocally present — is chatting with leadership before meetings, volunteering for high-profile projects, and consistently demonstrating their engagement and enthusiasm. Who gets tapped for the exciting new assignment? Who gets considered first for a promotion?

It's not a conspiracy — it's human nature. People advance the people they know, trust, and can easily recall when opportunity knocks. This phenomenon even has a name: proximity bias. Studies have shown that fully remote employees are less likely to receive promotions than in-office counterparts, even when their performance is equivalent or superior. That's a sobering reality, and it means you cannot be passive about your visibility as a remote worker. You have to be strategic.

Here are six concrete strategies:

1. Communicate Your Wins Proactively. Don't wait for your annual performance review to discuss your accomplishments. Build a habit of sharing updates regularly. Finished a big project? Send a brief summary to your manager. Hit a key metric? Mention it in the team standup. Solved a tricky problem? Share what you learned with the broader team. You're not bragging — you're keeping your stakeholders informed. There's an important difference.

2. Be Present and Participatory in Meetings. It's tempting to join a Zoom meeting, mute yourself, turn off your camera, and multitask. Resist that. Show up. Turn your camera on. Ask a question, contribute an idea, affirm a colleague's point. Being an active, engaged presence in meetings is one of the simplest and most powerful visibility tools available to you. Leaders notice who is engaged and who is just occupying a box on the screen.

3. Raise Your Hand for High-Visibility Projects. Keep your antenna up for projects, initiatives, or task forces that are important to leadership and offer exposure across the organization. Volunteer when you can. Not only does it get you in front of new people and showcase your skills — it signals ambition, initiative, and commitment. Those are the qualities that get people promoted.

4. Build Relationships Intentionally. In an office, relationships form somewhat organically. Remotely, you have to be deliberate. Schedule virtual coffee chats with colleagues and stakeholders you don't interact with regularly. Reconnect with your manager one-on-one, not just in group settings. Reach out to people in other parts of the organization. Your network is your net worth, and it doesn't build itself when you're working from home.

5. Manage Up Effectively. Managing up isn't about playing politics — it's about making sure your manager has what they need to advocate for you. Keep them informed about your workload, priorities, and progress. Ask for feedback proactively. Express interest in growth opportunities. Make their job easier by being transparent, reliable, and communicative. A manager who knows your work and trusts your judgment is your most powerful career advocate.

6. Leverage Internal Communication Channels. If your organization has a company-wide Slack, an internal newsletter, or all-hands meetings where employees can share updates — use them. You don't have to be a self-promoter. But sharing a useful resource, contributing to a discussion, or celebrating a team win in a visible channel puts you on the radar of people who might not otherwise know you exist.

The bottom line on visibility: your work does not speak for itself if no one can see it. Make sure the work gets seen.

SEGMENT 5: PROTECTING YOUR MENTAL HEALTH AND PREVENTING BURNOUT

None of the strategies above matter if you run yourself into the ground. Remote work can be wonderfully liberating — and also intensely isolating. The lack of physical separation between home and office, the absence of casual social interaction, and the pressure to always be "on" can take a real toll on your mental health.

Burnout among remote workers is a growing concern, and it's especially insidious because it tends to creep up slowly. You don't notice until you're exhausted, disengaged, and struggling to find motivation for work you used to love.

Move your body. Sitting at a desk for eight to ten hours a day with minimal movement is genuinely harmful. Whether it's a morning run, a lunchtime walk, a yoga class, or just standing up for stretches every hour — build movement into your day. It improves mood, focus, energy, and long-term health.

Guard your personal time. When work is always a few steps away, it can consume everything. Be protective of your evenings, your weekends, and your time with family and friends. Set clear boundaries around your availability. Disconnecting isn't just okay — it's necessary.

Fight the isolation. Remote work can be lonely, especially if you live alone. Make a point of maintaining human connection. Check in with a colleague just to say hi. Schedule a virtual lunch. Get out of the house and spend an afternoon at a coffee shop. Join a professional community or networking group. Isolation has real effects on wellbeing, and countering it requires intentional effort.

Seek support when you need it. If you're struggling with anxiety, depression, or feeling overwhelmed, reach out for support. Talk to your manager, utilize your company's Employee Assistance Program if one exists, or speak to a mental health professional. Asking for help is one of the most professionally responsible things you can do.

Take your vacation days — all of them. Many remote workers, especially high achievers, accumulate unused vacation time because they feel they can't step away. But rest is not a reward for hard work. Rest is a requirement for sustained high performance. Take the time, disconnect fully, and come back recharged.

CLOSING THOUGHTS & CALL TO ACTION

Remote work is not a temporary trend — it's a fundamental shift in how the professional world operates. The people who learn to truly thrive in this environment will have an enormous advantage.

A quick recap:

• Workspace: Designate a dedicated area, make it ergonomic, and protect your internet connection.
• Routine: Set consistent start and end times, build rituals, schedule breaks, and shut down deliberately.
• Communication: Over-communicate progress, be clear in writing, know when to call, respect time zones, and check in regularly.
• Visibility: Share your wins, show up actively in meetings, volunteer for high-profile work, build relationships intentionally, manage up, and use every available channel.
• Self-care: Move your body, guard personal time, fight isolation, ask for help, and take your vacation.

The single most important takeaway: remote work gives you freedom, but freedom requires intentionality. The professionals who succeed aren't the ones who just show up and check boxes — they're the ones who are deliberate about their environment, habits, communication, relationships, and visibility. That level of intention is a skill, and like any skill, it gets better with practice.

This week's action: Pick one thing from today's episode and implement it. Block focus time on your calendar. Schedule a virtual coffee with a colleague you haven't connected with in a while. Send your manager a proactive project update. Just one thing. Do it this week.

Managing A Career — Finding Your Career Niche Show Notes

What We Cover Today

1. What "niching down" means in a corporate context
2. Finding your niche early in your career
3. Refining your niche as you grow
4. Using your niche as strategic leverage at the senior level
5. Helping your team find their niches
6. The risk of never niching down
7. Action steps you can take this week

Part 1: What "Niching Down" Means in a Career Context

Your career niche is the intersection of three things: what you're genuinely good at, what your organization needs, and what energizes you enough to keep getting better at it.

That's where career acceleration lives — where you stop being a replaceable team member and start becoming the go-to person for something that matters.

Common pushback: "Won't niching down make me less versatile?" The answer: Niching down doesn't close doors. It opens the right ones. When people understand exactly what you bring to the table, they think of you first, advocate for you, and send opportunities your way.

Vague is invisible. Specific is memorable.

Part 2: Finding Your Niche When You're New (Years 1–5)

You're not supposed to have it figured out yet — but you should be gathering the data that will define your niche.

Think of this phase like a tasting menu: you're sampling different projects, teams, and problems, and asking yourself — does this energize me or drain me?

A personal example: An internship at IBM placed me on a high-profile team defining industry standards. By every measure, I performed well. But I left every day feeling flat. That "no" was one of the most valuable things I took from that summer — it eliminated a path I might have wandered down for years.

Clarity about what you don't want is half the map.

Pay attention to organic patterns. What do coworkers come to you for without being asked? The colleague who always tags you to explain a complex idea simply, or to turn messy data into a chart — that's your niche in its earliest form.

Two questions to sit with:

1. What do I find myself wanting to learn more about, even when nobody's asking me to?
2. When I finish a project, which parts make me feel genuinely proud — not just relieved?

Early-career niching isn't about mastery. It's about curiosity with purpose.

Part 3: Refining Your Niche as Your Career Grows (Years 5–15)

Being a generalist stops being enough. The baseline rises, and "I can do a lot of things pretty well" starts to sound like "I'm not exceptional at any of them."

At this stage, people across your organization — not just your manager — should be able to answer in one or two sentences what you bring to the table that's hard to replicate.

The trap to avoid: Many mid-career professionals find a niche early and ride it too long. The problem isn't having a niche — it's outgrowing the one you started with.

Two questions for reassessment:

1. Does my current niche align with where the company is going — not just where it's been?
2. Am I known for solving yesterday's problems — or tomorrow's?

The solution: pivot your existing niche toward higher-value, forward-looking problems. Keep your core strengths — apply them to challenges your organization hasn't fully solved yet.

That's how you keep your trajectory steep.

Part 4: Owning Your Niche as a Senior Professional (15+ years)

At this level, your niche isn't just what you do. It's the lens through which you see the entire business — the upstream causes, downstream effects, and patterns less experienced colleagues haven't accumulated enough context to see.

The trap: Past success in a niche can become a comfort zone. Over time, a niche that made someone irreplaceable starts making them predictable.

The antidote — stretching without straying: Keep the foundation of what makes you uniquely valuable, but apply it to broader, more strategic challenges.

Examples:

1. Niche in operational processes? Stop applying it to your team's workflow. Apply it to how the entire organization scales.
2. Niche in technical architecture? Apply that systems thinking to cross-functional collaboration. Organizations are systems too.

Same lens. Radically different scope. That's the difference between a senior professional who is respected and one who is irreplaceable.

Part 5: For Leaders — Helping Your Team Find Their Niches

When people operate in their niche — problems that tap into their genuine strengths and energize them — everything goes up: engagement, output quality, discretionary effort, and retention.

This doesn't happen automatically. It requires active, intentional observation.

Most managers see their people through the lens of deliverables. Great leaders go one layer deeper — they notice patterns. They spot the moments when someone brings extra initiative or creativity that wasn't required but showed up anyway.

Two questions for your next one-on-one:

1. What work have you done recently that you're most proud of?
2. What do you want to be known for — not just on this team, but in your career?

Then look for ways to align what they tell you with what the business needs. When personal ambition and organizational priorities point in the same direction, you have someone who will outperform a job description every day.

Part 6: The Risk of Never Niching Down

When you try to be everything to everyone, you become invisible.

Your work is solid. Results are consistent. People like you. But nothing is memorable — and it becomes nearly impossible for anyone to advocate for you, because they can't articulate what makes you special.

I've seen talented, hardworking people get passed over for promotions not because they weren't performing, but because someone else in the room had a clearer brand.

"Good" doesn't get promoted. Valuable does.

Good means you meet expectations. Valuable means the organization would feel your absence. Niching down is what moves you from one to the other.

Action Steps — Put This to Work This Week

Action Step 1: Do a Niche Audit Ask three people you trust — a peer, a mentor, and someone who has observed your work closely — the same question: "If you were describing what I'm best at to someone who doesn't know me, what would you say?"

Compare their answers to how you'd describe yourself. If there's a gap, that gap is your assignment.

Action Step 2: Write Your Signature Value Statement Write one sentence that captures what you uniquely contribute. Not a job title. Not a list of skills. The value you create.

Examples:

1. "I help organizations translate complex data into clear decisions that leadership can act on."
2. "I build teams that stay — by creating cultures where high performers feel seen, challenged, and invested in."

Refine it until someone reads it and says, "Yes — that's exactly you."

Action Step 3: Pursue Projects That Reinforce Your Niche Don't wait for the perfect opportunity. Volunteer for the presentation that needs your skills. Raise your hand for the initiative that fits your expertise. Write the article or deliver the internal training.

Every opportunity is a compound investment in your brand.

Bonus — For Leaders: The Six-Month Brand Exercise Ask each team member: "Six months from now, what do you want to be known for on this team?"

Write down their answers. Build it into your development conversations. Create room in their work to do more of what they want to be known for — then watch what happens to engagement and performance.

Until next time — keep managing your career before it manages you.

This episode is the companion to Episode 30, "Getting Ahead by Saying 'No,'" which covered protecting your time, avoiding burnout, and staying aligned with your Individual Development Plan. Today we're flipping the script: which opportunities should you lean into, and why does saying "yes" at the right moments accelerate your career?

Saying "yes" to everything isn't wise — burnout is real. But a reflexive "no" can make you appear disengaged, and cause you to miss opportunities that would have changed your trajectory. There's also a reputational cost: early in your career, people are watching to see whether you step up or step back. A pattern of avoidance can quietly cement a reputation as someone who isn't hungry or isn't ready. That reputation is hard to undo.

The goal isn't to always say yes or always say no. The goal is to know which opportunities deserve a "yes."

---

## 1. High-Visibility Work

High-visibility assignments are seen by leadership, cross-functional teams, or people outside your organization. Leaders don't promote people they've never seen perform. Saying "yes" puts you in the room — literally and figuratively.

This work creates a portfolio of proof. Anyone can claim skills on a resume. But when leadership has personally watched you navigate a challenge or present to a senior audience, that proof is firsthand — far more persuasive than anything written about you. When promotion conversations happen in rooms you're not in, firsthand experience is what advocates use to make the case for you.

One high-stakes project can also be worth 18 months of routine work. The intensity forces rapid skill development, and relationships built under pressure run deeper.

**Ask yourself:** Will the right people see the outcome? Is this tied to a strategic priority? Would declining make you invisible at a critical moment?

---

## 2. IDP-Aligned Opportunities

Your Individual Development Plan outlines your next career moves and the skills you need to get there. When an opportunity directly supports a skill in your IDP, say yes enthusiastically. This is how your plan becomes real — an IDP without action is just a document.

Development accelerates when real experience reinforces intentional learning. When you spot a skill gap and an opportunity to close it, acting creates a feedback loop: you build the skill in context, get feedback, and build confidence. Skip it, and you're left with the gap and the aspiration but no bridge between them.

Saying yes to IDP-aligned opportunities also makes your development visible to your manager — and managers advocate for people they see intentionally growing.

**Ask yourself:** Does this develop a skill in your IDP? Does it fill a gap critical to your next move? Is this experience a prerequisite for your next promotion?

---

## 3. Stretch Assignments

A stretch assignment is just outside your current comfort zone — requiring new skills, more responsibility, or a new kind of leadership. Growth doesn't happen inside your comfort zone.

When a manager offers you a stretch assignment, it's often a signal they believe in your potential. Organizations promote people based on demonstrated capacity, not anticipated capacity. Saying yes lets decision-makers see how you handle pressure and uncertainty — information that can only be gathered by watching you perform.

You don't need to be fully qualified. If you're 70–80% ready, that gap is exactly what the assignment is there to close.

**Ask yourself:** Are you being offered support — coaching or mentorship? Is the gap closeable in the timeframe? Would saying no signal you're not ready to grow?

---

## 4. Cross-Functional Opportunities

Working outside your immediate team expands your network, broadens your perspective, and shows you can operate beyond your own role. People who understand the bigger picture are more valuable than those who stay in their lane. Cross-functional work also builds advocates — people from other teams who've seen you perform and will speak for your reputation in places you'd never reach on your own.

Here's what most people miss: senior roles require cross-functional fluency. The jump from individual contributor to manager, or manager to senior leader, almost always involves shifting from managing within a domain to influencing across them. If your entire career is within one team, you'll lack the fluency those roles require.

**Ask yourself:** Will this expose you to a function you've had little interaction with? Does it require influencing without authority? Will you build allies in parts of the org you don't currently reach?

---

## 5. Sponsor-Offered Opportunities

A mentor gives advice. A sponsor puts their name behind you — recommending you for opportunities and advocating in rooms you're not in. When a sponsor offers you a chance — a speaking slot, a leadership role, a seat at an important table — say yes.

Sponsorship isn't given freely or indefinitely. It's renewed — or withdrawn — based on execution. Say yes and deliver, and the opportunities grow. Decline or underdeliver, and sponsors redirect their advocacy toward someone who's ready.

Sponsorship windows are also time-limited. A sponsor's reach is tied to their current role and tenure. The window may be shorter than you think.

**Ask yourself:** Would declining disappoint a sponsor or signal you're not ready? Is this a first opportunity from this person? First opportunities are auditions — nail it, and more will follow.

---

## 6. Learning Opportunities

Sometimes the opportunity is a training, a conference, or a chance to shadow someone. Easy to skip when you're busy. Don't.

Learning compounds. A concept absorbed today might not apply for two years — but having that framework changes how quickly you act when it does. People who invest in learning also signal something important: ambition, curiosity, and a growth orientation. Those are qualities leaders look for in people they want to promote.

And sometimes the most valuable thing you get isn't the content — it's the relationships you build with people you'd never otherwise meet.

**Ask yourself:** Does this connect to your IDP or a direction you want to move? Are you genuinely too busy, or is that a habit? Could skipping this create a gap that costs you later?

---

## The "Yes, And" Technique

When an opportunity has both appeal and concern, try: *"Yes, I'd love to take that on — and I'd like to discuss what we can shift on my current workload so I can give it the attention it deserves."*

This signals enthusiasm while showing mature self-awareness. It keeps the conversation collaborative and creates space to negotiate conditions for success. Leaders respect people who think about execution, not just acceptance. "Yes, and here's what I'll need" is strategic thinking, not hesitation.

---

## Know Your Yes

Before saying yes, ask:

- Does this align with where I want my career to go?

- Will this build a skill or relationship I've identified as important?

- Will the right people see the outcome?

- Am I being stretched in a way that will make me stronger?

One or two "yeses" is enough. The opportunity is probably worth your time.

Then add a fifth question: **What's the cost of saying no?** A missed sponsorship moment, a stalled IDP, a reputation for disengagement — these don't show up in any spreadsheet, but they accumulate quietly.

Saying "yes" strategically builds relationships, skills, visibility, and momentum. The people who rise the furthest aren't necessarily the most talented — they're the ones who show up, raise their hand, and say yes when it matters. Not accidentally, but deliberately.

Your career is a long game. Make your moves with intention.

Welcome back to Managing a Career. I'm Layne Robinson.

Before we get into today's topic, I wanted to share a little about myself that should add context to why this topic is important to me.

I have two sisters. No brothers. Growing up, it was the three of us, and watching my sisters navigate the world — school, friendships, eventually careers — shaped how I see things in ways I probably didn't fully appreciate until I was an adult.

Then I had three daughters. Three. No sons. And if you're a parent, you know: you become fiercely, personally invested in the world those kids are going to walk into. I want my daughters to walk into workplaces that see them clearly. That give them a fair shot. That reward their talent and their effort — not just their willingness to be quiet and accommodating.

And now — I have two granddaughters. Two little girls who will one day be building careers of their own. And when I think about the kind of world I want them to enter, it lights a fire in me.

So when I tell you that supporting women in the workplace matters to me — it's not abstract. It's not a corporate talking point. It's personal. It's my sisters, my daughters, my granddaughters. It's the women I've worked alongside for decades. It's deeply, genuinely personal.

And today — in the week of International Women's Day — I want to have a real conversation about what it actually means to support women at work. Not the surface-level stuff. Not just 'be nice' or hang a banner in the break room. I mean the specific, structural, everyday things that actually make a difference. And I want to make the case that this isn't just the right thing to do — it's one of the best investments any team or organization can make.

WHY IT MATTERS

Here's the reality: women still make up a significantly smaller share of leadership roles across most industries. And the gap widens the higher you go. There's a concept researchers call the 'broken rung' — and it refers to the fact that women are less likely than men to be promoted from individual contributor into their first management role. Not the leap to the C-suite — just that first step up. And when you miss that step, everything downstream is harder.

Because here's how compounding works against you: if you don't get promoted into management early, you're less likely to reach senior leadership later. The pipeline just narrows. And it narrows in ways that are hard to see from the outside — but that women feel every single day.

Companies with more women in leadership — particularly at the senior and C-suite level — consistently show stronger financial performance. Higher returns on equity. Better profitability. Greater innovation. We're not talking about marginal differences. We're talking about meaningful, measurable gaps between organizations that get this right and those that don't.

And it's not magic. It's not some mystery. It's that diverse teams make better decisions. Different perspectives mean fewer blind spots. Less groupthink. More creative problem-solving. When every person at the table looks the same and thinks the same, you get a narrower range of ideas — and you take on risk without knowing it.

There's also a very concrete cost to getting this wrong. Research on employee disengagement and turnover shows that when women don't feel supported — when their ideas are ignored, their contributions go unacknowledged, or they see a ceiling above them — they disengage. They leave. And replacing a mid-level employee can cost anywhere from fifty to two hundred percent of their annual salary. That's not a rounding error. That's a serious business problem.

So the bottom line is this: supporting women in the workplace isn't a cost center. It's a competitive advantage. The organizations that get this right are genuinely winning. And with that as our backdrop — let's talk about what actually gets in the way.

THE EVERYDAY BARRIERS

Before we can talk about solutions, we have to name the problems — honestly and specifically. And I want to say upfront: some of what I'm about to describe is uncomfortable. It should be. Because the reason these patterns persist is precisely that they're hard to see and hard to name. Once you see them, though, you can't unsee them.

The first one is being talked over or interrupted. This has actually been studied in controlled settings — women are interrupted at higher rates than men in meetings and group conversations. And here's the part that stings: sometimes a woman will make a point, it gets ignored or talked over, and then a male colleague makes the same point five minutes later — and suddenly it's a great idea. I've heard this story more times than I can count. It's maddening. And it's real.

The second is exclusion from informal networks. Here's the thing about how careers actually advance: it's not just the formal reviews and the official promotion processes. So much of it happens informally — over lunch, at after-work drinks, in side conversations after a meeting. Who gets invited to those moments matters enormously. And women are often excluded from them, sometimes intentionally, often just by habit or oversight. The result is that they don't build the same relationships or access the same information as their male peers.

Third: what researchers call 'office housework.' These are the administrative tasks — taking meeting notes, organizing the team outing, coordinating the project kickoff logistics — that get assigned disproportionately to women. The work is real and valuable. But it doesn't get credited at review time. It doesn't show up in promotion conversations. And it takes time away from the high-visibility work that actually gets people noticed.

Fourth: the performance-potential gap. This one is subtle but it has huge consequences. Studies of performance reviews show that women tend to be evaluated on what they've already proven, while men tend to be evaluated on their perceived future potential. So a woman has to demonstrate something before she gets credit for it, while a man gets the benefit of the doubt. Multiply that across years of review cycles and promotion conversations, and the gap becomes enormous.

And fifth — the one that makes me think of my daughters every time I hear it — the likability penalty. Women who are direct, assertive, and confident in their ideas are frequently described as aggressive, difficult, or abrasive. Men who exhibit those exact same behaviors are described as strong leaders. That double standard is not theoretical. It is baked into how we perceive and describe people — often without even realizing it.

None of these require bad intentions to do damage. Most of the people who perpetuate these patterns aren't trying to hold anyone back. They're just doing things the way they've always been done. And that's exactly why naming them matters. Because the antidote to unconscious behavior is conscious behavior. Let me talk about what that looks like.

WHAT SUPPORT ACTUALLY LOOKS LIKE — 8 PRACTICAL ACTIONS

This is the heart of today's episode. I want to give you eight specific, actionable things that anyone — regardless of their own gender — can do to support women teammates. None of these require a policy change or an HR initiative. These are things you can do starting Monday morning.

Action one: amplify and attribute. When a woman makes a valuable point in a meeting, repeat it. Out loud. With her name on it. 'I want to come back to what she said.' That's it. Four words. It redirects attention, it puts her name on the idea, and it signals to the entire room that her contributions are worth tracking. This is simple, low-cost, and it works.

Action two: interrupt the interrupters. If you're in a meeting and someone gets cut off mid-thought, say something. 'Hold on — I think she was still making her point.' You don't need to make a speech about it. You just need to redirect the floor. You'd be surprised how much it changes the dynamic when even one person in the room is willing to do this consistently.

Action three: push back on the office housework dynamic. If you notice the same person is always the one taking notes, always the one organizing the team lunch — and that person is a woman — say something. Suggest rotating. Ask why that task keeps landing in the same place. This is a place where speaking up has real impact, and it costs nothing.

Action four: expand your informal network intentionally. Think about who you grab coffee with. Who you invite to lunch. Who gets included in the side conversation after the big meeting. Make that list more intentional. Access to informal relationships is access to opportunity — and it should be distributed more broadly.

Action five: advocate in rooms where they're not present. This may be the single most important thing on this list. When promotions are discussed, when high-visibility projects get assigned, when people's names come up — be the person who says her name. If there's a woman on your team who is ready for more and isn't in the room, speak up for her. That's how doors get opened.

Action six: give specific, substantive feedback. Research shows that women consistently receive less specific performance feedback than men. Vague praise — 'you're doing great' — doesn't help anyone grow. If you manage people, be honest. Be detailed. Be actionable. Give the feedback that actually moves...]]>It's International Women's Day, and in my house that means something personal — I've got sisters, daughters, and granddaughters who remind me every day how much this matters. We've come a long way. We've got a long way to go. Today I'm handing you something practical you can use right now — because small actions, taken by enough people, change everything.

Welcome back to Managing a Career. I'm Layne Robinson.

Before we get into today's topic, I wanted to share a little about myself that should add context to why this topic is important to me.

I have two sisters. No brothers. Growing up, it was the three of us, and watching my sisters navigate the world — school, friendships, eventually careers — shaped how I see things in ways I probably didn't fully appreciate until I was an adult.

Then I had three daughters. Three. No sons. And if you're a parent, you know: you become fiercely, personally invested in the world those kids are going to walk into. I want my daughters to walk into workplaces that see them clearly. That give them a fair shot. That reward their talent and their effort — not just their willingness to be quiet and accommodating.

And now — I have two granddaughters. Two little girls who will one day be building careers of their own. And when I think about the kind of world I want them to enter, it lights a fire in me.

So when I tell you that supporting women in the workplace matters to me — it's not abstract. It's not a corporate talking point. It's personal. It's my sisters, my daughters, my granddaughters. It's the women I've worked alongside for decades. It's deeply, genuinely personal.

And today — in the week of International Women's Day — I want to have a real conversation about what it actually means to support women at work. Not the surface-level stuff. Not just 'be nice' or hang a banner in the break room. I mean the specific, structural, everyday things that actually make a difference. And I want to make the case that this isn't just the right thing to do — it's one of the best investments any team or organization can make.

WHY IT MATTERS

Here's the reality: women still make up a significantly smaller share of leadership roles across most industries. And the gap widens the higher you go. There's a concept researchers call the 'broken rung' — and it refers to the fact that women are less likely than men to be promoted from individual contributor into their first management role. Not the leap to the C-suite — just that first step up. And when you miss that step, everything downstream is harder.

Because here's how compounding works against you: if you don't get promoted into management early, you're less likely to reach senior leadership later. The pipeline just narrows. And it narrows in ways that are hard to see from the outside — but that women feel every single day.

Companies with more women in leadership — particularly at the senior and C-suite level — consistently show stronger financial performance. Higher returns on equity. Better profitability. Greater innovation. We're not talking about marginal differences. We're talking about meaningful, measurable gaps between organizations that get this right and those that don't.

And it's not magic. It's not some mystery. It's that diverse teams make better decisions. Different perspectives mean fewer blind spots. Less groupthink. More creative problem-solving. When every person at the table looks the same and thinks the same, you get a narrower range of ideas — and you take on risk without knowing it.

There's also a very concrete cost to getting this wrong. Research on employee disengagement and turnover shows that when women don't feel supported — when their ideas are ignored, their contributions go unacknowledged, or they see a ceiling above them — they disengage. They leave. And replacing a mid-level employee can cost anywhere from fifty to two hundred percent of their annual salary. That's not a rounding error. That's a serious business problem.

So the bottom line is this: supporting women in the workplace isn't a cost center. It's a competitive advantage. The organizations that get this right are genuinely winning. And with that as our backdrop — let's talk about what actually gets in the way.

THE EVERYDAY BARRIERS

Before we can talk about solutions, we have to name the problems — honestly and specifically. And I want to say upfront: some of what I'm about to describe is uncomfortable. It should be. Because the reason these patterns persist is precisely that they're hard to see and hard to name. Once you see them, though, you can't unsee them.

The first one is being talked over or interrupted. This has actually been studied in controlled settings — women are interrupted at higher rates than men in meetings and group conversations. And here's the part that stings: sometimes a woman will make a point, it gets ignored or talked over, and then a male colleague makes the same point five minutes later — and suddenly it's a great idea. I've heard this story more times than I can count. It's maddening. And it's real.

The second is exclusion from informal networks. Here's the thing about how careers actually advance: it's not just the formal reviews and the official promotion processes. So much of it happens informally — over lunch, at after-work drinks, in side conversations after a meeting. Who gets invited to those moments matters enormously. And women are often excluded from them, sometimes intentionally, often just by habit or oversight. The result is that they don't build the same relationships or access the same information as their male peers.

Third: what researchers call 'office housework.' These are the administrative tasks — taking meeting notes, organizing the team outing, coordinating the project kickoff logistics — that get assigned disproportionately to women. The work is real and valuable. But it doesn't get credited at review time. It doesn't show up in promotion conversations. And it takes time away from the high-visibility work that actually gets people noticed.

Fourth: the performance-potential gap. This one is subtle but it has huge consequences. Studies of performance reviews show that women tend to be evaluated on what they've already proven, while men tend to be evaluated on their perceived future potential. So a woman has to demonstrate something before she gets credit for it, while a man gets the benefit of the doubt. Multiply that across years of review cycles and promotion conversations, and the gap becomes enormous.

And fifth — the one that makes me think of my daughters every time I hear it — the likability penalty. Women who are direct, assertive, and confident in their ideas are frequently described as aggressive, difficult, or abrasive. Men who exhibit those exact same behaviors are described as strong leaders. That double standard is not theoretical. It is baked into how we perceive and describe people — often without even realizing it.

None of these require bad intentions to do damage. Most of the people who perpetuate these patterns aren't trying to hold anyone back. They're just doing things the way they've always been done. And that's exactly why naming them matters. Because the antidote to unconscious behavior is conscious behavior. Let me talk about what that looks like.

WHAT SUPPORT ACTUALLY LOOKS LIKE — 8 PRACTICAL ACTIONS

This is the heart of today's episode. I want to give you eight specific, actionable things that anyone — regardless of their own gender — can do to support women teammates. None of these require a policy change or an HR initiative. These are things you can do starting Monday morning.

Action one: amplify and attribute. When a woman makes a valuable point in a meeting, repeat it. Out loud. With her name on it. 'I want to come back to what she said.' That's it. Four words. It redirects attention, it puts her name on the idea, and it signals to the entire room that her contributions are worth tracking. This is simple, low-cost, and it works.

Action two: interrupt the interrupters. If you're in a meeting and someone gets cut off mid-thought, say something. 'Hold on — I think she was still making her point.' You don't need to make a speech about it. You just need to redirect the floor. You'd be surprised how much it changes the dynamic when even one person in the room is willing to do this consistently.

Action three: push back on the office housework dynamic. If you notice the same person is always the one taking notes, always the one organizing the team lunch — and that person is a woman — say something. Suggest rotating. Ask why that task keeps landing in the same place. This is a place where speaking up has real impact, and it costs nothing.

Action four: expand your informal network intentionally. Think about who you grab coffee with. Who you invite to lunch. Who gets included in the side conversation after the big meeting. Make that list more intentional. Access to informal relationships is access to opportunity — and it should be distributed more broadly.

Action five: advocate in rooms where they're not present. This may be the single most important thing on this list. When promotions are discussed, when high-visibility projects get assigned, when people's names come up — be the person who says her name. If there's a woman on your team who is ready for more and isn't in the room, speak up for her. That's how doors get opened.

Action six: give specific, substantive feedback. Research shows that women consistently receive less specific performance feedback than men. Vague praise — 'you're doing great' — doesn't help anyone grow. If you manage people, be honest. Be detailed. Be actionable. Give the feedback that actually moves people forward. Women deserve the same quality of developmental feedback that men typically receive.

Action seven: normalize flexibility without making it a liability. If someone takes parental leave, or needs a flexible schedule to manage caregiving responsibilities — that should not be held against them when performance conversations happen. Build a culture where using those policies doesn't come with a professional cost. Because right now, for too many women, it does.

And action eight: watch your language. Words like 'bossy,' 'emotional,' 'aggressive,' or 'difficult' — when applied to women in professional settings — carry a weight they don't carry when applied to men. I challenge you to notice when those words come up, and ask yourself: would I use that word to describe a man doing the exact same thing? If the answer is no, the word is doing something other than describing behavior. It's applying a standard. And that standard isn't fair.

Eight actions. All doable. All free. All starting now.

MENTORSHIP VS. SPONSORSHIP

I want to spend a few minutes on something I think is genuinely underappreciated in this conversation — and that's the difference between mentorship and sponsorship. They get conflated all the time, and they are not the same thing.

Mentorship is advice. A mentor is someone you talk to — they help you think through challenges, they share their experience, they give guidance. That's real value. But mentorship alone does not get you promoted. It doesn't open doors. It doesn't put your name on anyone's list.

Sponsorship is different. A sponsor is someone who uses their own political capital on your behalf. They don't just give you advice behind closed doors — they advocate for you out loud, in rooms you're not in. They say 'she's ready for this opportunity' and they mean it enough to stake their own reputation on it.

Here's the research finding that stops me cold every time I share it: women are over-mentored and under-sponsored. There are plenty of senior leaders willing to have coffee with a promising woman and give her career advice. There are far fewer willing to put their name behind her in a promotion conversation.

So if you're in a position of influence — if you have a seat at tables where opportunities get decided — I want you to ask yourself a direct question: who am I actively sponsoring right now? Not mentoring. Sponsoring. Advocating. Putting my name behind. And is there a qualified woman whose career I could meaningfully accelerate by doing that?

And if you're a woman listening to this: think about your sponsors. Not just your mentors. Who is actively advocating for you? If you can't name someone, that's important information — and worth addressing directly. It's okay to ask for sponsorship. It's okay to be explicit about what kind of support you need.

Mentors give you wisdom. Sponsors give you opportunity. We need to close the sponsorship gap.

THE CAREER GROWTH PAYOFF

Let's zoom out for a moment and talk about why all of this matters for career growth — not just for the women being supported, but for entire teams and organizations.

I want to address a perception I've run into more times than I'd like: the idea that supporting women is somehow a zero-sum game. That if she gets the promotion, someone else doesn't. That advocating for inclusion comes at somebody's expense. I want to say clearly: that is not how this works.

When women advance into leadership, teams get stronger. Full stop. Diverse leadership teams make better decisions. They have fewer blind spots. They bring more perspectives to hard problems. And organizations that are known as places where women genuinely thrive — not just survive — attract better talent across the board.

There's also a direct personal career benefit for people who become known as inclusive leaders. Being someone who develops talent, who creates equitable environments, who builds strong teams — that is a marker of exceptional leadership. Managers who do this well are sought out. They get opportunities. Their reputations compound over time.

And for women specifically — here's what I've observed over many years of managing careers: when a woman feels genuinely supported, she performs better. She stays longer. She engages more fully. She takes on bigger challenges. The return on that investment — in trust, in inclusion, in advocacy — is real and it shows up in the work.

I think about my daughters when I talk about this. I want them in workplaces where they're not spending energy managing barriers and navigating bias. I want them putting that energy into the work. Into growing. Into building something. That's what becomes possible when support is real.

Alright — we're coming up on time. But before I let you go, I want to leave you with something specific you can do this week. Because I believe in ending every episode with an action, not just an idea.

Here's your assignment. Two things. First: this week, find one moment to amplify a woman's contribution. In a meeting, in an email, in a Slack message. Repeat her idea. Put her name on it. Do it publicly. That's it. One moment. See what it does.

Second: think of one woman in your professional orbit who is ready for more — more responsibility, a bigger project, a higher-profile role. And reach out to one person who could help make that happen. Be a sponsor, even in a small way. Send one email. Make one mention. Plant one seed.

Those two things — amplify and advocate — have the power to genuinely change someone's career trajectory. I've seen it. I've experienced people doing it for me, and I've tried to do it for others. It matters more than most people realize.

To anyone celebrating International Women's Day this week: thank you for being here. And to the women listening — to anyone who has sisters, daughters, granddaughters, colleagues, friends, teammates who are women — I hope today gives you something useful to carry forward.

I'm Layne Robinson. This is Managing a Career. I'll see you next week.

Like any triangle, it’s strongest when all three sides are balanced. Your span of control represents the reach of your influence — across people, budget, and decisions. Visibility reflects who sees your impact — who you report to, whose priorities you shape, and how widely your work is recognized. Replaceability measures the inverse of your unique value: how difficult it would be to substitute you without loss of momentum or knowledge.

When your triangle is unbalanced, career growth becomes unstable. One side grows faster than the others, creating stress and bottlenecks. But when you strengthen all three sides equally — and intentionally — your career doesn’t just grow; it accelerates.

The first side, Span of Control, is the easiest to grasp. It answers one simple question: how far does your influence reach? That influence can take several forms — the number of people you guide either directly or indirectly, the portion of the budget you control, and the decisions you can make autonomously. Early in your career, your span is understandably narrow; you mainly control your own output. Yet even at that stage, you have meaningful decisions within your grasp — what to prioritize, how to communicate, and when to escalate issues. As you move into the mid-career stage, your span expands through ownership of projects instead of just tasks. You begin influencing team outcomes, even without formal authority.

For those in leadership roles, span of control obviously grows again. But the job title alone doesn’t guarantee lasting influence — you have to earn it. Team trust becomes a prerequisite for control; without it, authority erodes quickly. And even a leadership title can be misleading: if every key decision still requires an executive’s approval, how much control do you truly have?

The second side of the Career Power Triangle is Visibility — the degree to which others see the impact of your work and understand whose priorities you influence. This side shapes perception, credibility, and ultimately your upward mobility. Visibility grows when you present to senior leaders, champion initiatives tied to executive goals, or become recognized for delivering results that matter to the business.

It’s important not to confuse visibility with span of control. You can have a massive team or manage a large budget yet still be invisible if those resources are tied to a low-priority initiative. That’s a common career trap — a high-span, low-visibility situation that may look impressive from the outside but offers little long-term momentum. True career acceleration happens when your work and your results are seen by decision-makers who can influence your future.

For early-career professionals, visibility can feel elusive, but it’s highly attainable with intent. Volunteer to manage portions of team communication — share updates, present a segment of the team’s results, or take ownership of documenting and celebrating wins. As you reach mid-level roles, widen your circle. Engage with teams adjacent to yours, share lessons learned, and collaborate on joint solutions. And for leaders, visibility becomes less about spotlighting your own work and more about advocating for your team in executive forums and shaping cross-functional strategies. For practical visibility-building strategies, listen to Episode 81 of Managing A Career.

The final side of the Career Power Triangle is Replaceability. It’s the most uncomfortable to think about because no one likes to imagine being replaced. Yet understanding your replaceability is essential — it’s about identifying the unique value you add to the organization that others can’t easily replicate.

There are two forms of “irreplaceable,” and only one of them actually builds power. The unhealthy version comes from hoarding knowledge or guarding overly complex processes so that only you can manage them. That might feel secure, but it’s fragile — like living in a house of cards. Pull you out, and the whole thing collapses. Companies see that kind of dependence as risk, not strength.

The healthy form of being irreplaceable is entirely different. It comes from unique skills that amplify results, trusted relationships with key stakeholders, and a credible record of delivering critical outcomes. That’s the kind of structural power that gets noticed — and rewarded. I explored this distinction in more depth in Episode 115 of Managing A Career, where I broke down the difference between being indispensable and being strategically essential.

The focus of replaceability also evolves over time. Early in your career, build specialized expertise and develop a reputation for reliability. Mid-career, shift toward becoming a connector — someone who bridges teams and systems in ways others can’t. As a leader, concentrate on growing your successors while still being the driver of key strategic outcomes. Ironically, the more you prepare others to succeed, the harder you become to replace.

So, why does the triangle matter? And why these three sides? Most people focus almost exclusively on performance — believing that if they deliver great work, success will naturally follow. That’s true, but only to a point. Sustained growth in your career depends on more than effort; it depends on power, and real strategic power doesn’t stall — it compounds.

Span of Control matters because promotions rarely happen before you’ve proven you can handle broader influence and tougher decisions. Visibility matters because perception is often the lever that drives opportunity — if no one knows the value you bring, no one will advocate for you when it counts. And Replaceability matters because it’s your shield during times of change. When reorgs or layoffs happen, the people who stay are those whose absence would slow the business down.

If any one of these sides is weak or ignored, your growth hits friction. A high span / low visibility manager will lose the reorg game. If you are high visibility with a low replaceability score, pressure situations will expose you. Focusing on the wrong type of replaceability means you can never be promoted.

But when all three strengthen together — intentionally, in balance — you shift from chasing opportunities to attracting them. The Career Power Triangle helps you focus not just on working harder, but on structuring your advancement so that effort turns into enduring influence and momentum.

For each side of the triangle, score yourself from 1 to 5, where 1 is low and 5 is high. This only works if you are brutally honest. Don’t guess, don’t inflate your score to feel better, and don’t shrink it to appear humble. Anchor your rating in observable behaviors and concrete examples you can point to—presentations you’ve led, projects you’ve owned, decisions you’ve made, relationships you’ve built. Then ask your manager how they would score you; any difference between your self‑view and their perception highlights a development gap that belongs in your Individual Development Plan (IDP).​ For more on the IDP, review Episodes 36 through 40 of this podcast, especially Episode 38 on “Assessment and Next Role.”

Do this assessment twice: once for your current role and once for the next role you’re targeting. The goal is not to maximize every number or create a perfectly symmetrical triangle—it’s to understand your current structural power and the specific gaps you must close to be a strong candidate for that next step.

Click HERE for the Career Power Triangle Scoring Guide.

Use your scores to fuel action, not just awareness. Take what you’ve learned and plug it directly into the “Assessment and Next Role” sections of your Individual Development Plan so you’re not just listing skills to improve, but intentionally engineering more span of control, more visibility, and healthier irreplaceability into your next move. That’s the foundation of a serious IDP.

Start by looking at the gaps between your current scores and your target scores. If your next role requires a 4 in Span of Control and you’re currently at a 2, that’s a clear signal: you need more ownership, more decisions, and more influence. If your Visibility score is lagging, you know your plan must include more exposure to senior leaders and cross‑functional partners. If Replaceability is low in the healthy sense—meaning you’re too easy to swap out—you need to build unique skills, relationships, and impact that make you harder to replace in a good way.

Use your IDP to define concrete actions that move each side of the triangle in the direction you need. For each action, define what you’ll do, how you’ll measure progress, and when you’ll review it with your manager. That’s how you convert the triangle from an interesting idea into promotions and...]]>Titles don’t define your power — they just decorate it. In truth, your job title says little about how much leverage you actually hold in your career. Real career power isn’t measured by the words on your business card or by how busy you are; it’s defined by how much influence and control you can exert across your environment. If you really want to understand your professional leverage, focus on three things: your Span of Control, your Visibility, and your Replaceability. Together, these form the Career Power Triangle.

Like any triangle, it’s strongest when all three sides are balanced. Your span of control represents the reach of your influence — across people, budget, and decisions. Visibility reflects who sees your impact — who you report to, whose priorities you shape, and how widely your work is recognized. Replaceability measures the inverse of your unique value: how difficult it would be to substitute you without loss of momentum or knowledge.

When your triangle is unbalanced, career growth becomes unstable. One side grows faster than the others, creating stress and bottlenecks. But when you strengthen all three sides equally — and intentionally — your career doesn’t just grow; it accelerates.

The first side, Span of Control, is the easiest to grasp. It answers one simple question: how far does your influence reach? That influence can take several forms — the number of people you guide either directly or indirectly, the portion of the budget you control, and the decisions you can make autonomously. Early in your career, your span is understandably narrow; you mainly control your own output. Yet even at that stage, you have meaningful decisions within your grasp — what to prioritize, how to communicate, and when to escalate issues. As you move into the mid-career stage, your span expands through ownership of projects instead of just tasks. You begin influencing team outcomes, even without formal authority.

For those in leadership roles, span of control obviously grows again. But the job title alone doesn’t guarantee lasting influence — you have to earn it. Team trust becomes a prerequisite for control; without it, authority erodes quickly. And even a leadership title can be misleading: if every key decision still requires an executive’s approval, how much control do you truly have?

The second side of the Career Power Triangle is Visibility — the degree to which others see the impact of your work and understand whose priorities you influence. This side shapes perception, credibility, and ultimately your upward mobility. Visibility grows when you present to senior leaders, champion initiatives tied to executive goals, or become recognized for delivering results that matter to the business.

It’s important not to confuse visibility with span of control. You can have a massive team or manage a large budget yet still be invisible if those resources are tied to a low-priority initiative. That’s a common career trap — a high-span, low-visibility situation that may look impressive from the outside but offers little long-term momentum. True career acceleration happens when your work and your results are seen by decision-makers who can influence your future.

For early-career professionals, visibility can feel elusive, but it’s highly attainable with intent. Volunteer to manage portions of team communication — share updates, present a segment of the team’s results, or take ownership of documenting and celebrating wins. As you reach mid-level roles, widen your circle. Engage with teams adjacent to yours, share lessons learned, and collaborate on joint solutions. And for leaders, visibility becomes less about spotlighting your own work and more about advocating for your team in executive forums and shaping cross-functional strategies. For practical visibility-building strategies, listen to Episode 81 of Managing A Career.

The final side of the Career Power Triangle is Replaceability. It’s the most uncomfortable to think about because no one likes to imagine being replaced. Yet understanding your replaceability is essential — it’s about identifying the unique value you add to the organization that others can’t easily replicate.

There are two forms of “irreplaceable,” and only one of them actually builds power. The unhealthy version comes from hoarding knowledge or guarding overly complex processes so that only you can manage them. That might feel secure, but it’s fragile — like living in a house of cards. Pull you out, and the whole thing collapses. Companies see that kind of dependence as risk, not strength.

The healthy form of being irreplaceable is entirely different. It comes from unique skills that amplify results, trusted relationships with key stakeholders, and a credible record of delivering critical outcomes. That’s the kind of structural power that gets noticed — and rewarded. I explored this distinction in more depth in Episode 115 of Managing A Career, where I broke down the difference between being indispensable and being strategically essential.

The focus of replaceability also evolves over time. Early in your career, build specialized expertise and develop a reputation for reliability. Mid-career, shift toward becoming a connector — someone who bridges teams and systems in ways others can’t. As a leader, concentrate on growing your successors while still being the driver of key strategic outcomes. Ironically, the more you prepare others to succeed, the harder you become to replace.

So, why does the triangle matter? And why these three sides? Most people focus almost exclusively on performance — believing that if they deliver great work, success will naturally follow. That’s true, but only to a point. Sustained growth in your career depends on more than effort; it depends on power, and real strategic power doesn’t stall — it compounds.

Span of Control matters because promotions rarely happen before you’ve proven you can handle broader influence and tougher decisions. Visibility matters because perception is often the lever that drives opportunity — if no one knows the value you bring, no one will advocate for you when it counts. And Replaceability matters because it’s your shield during times of change. When reorgs or layoffs happen, the people who stay are those whose absence would slow the business down.

If any one of these sides is weak or ignored, your growth hits friction. A high span / low visibility manager will lose the reorg game. If you are high visibility with a low replaceability score, pressure situations will expose you. Focusing on the wrong type of replaceability means you can never be promoted.

But when all three strengthen together — intentionally, in balance — you shift from chasing opportunities to attracting them. The Career Power Triangle helps you focus not just on working harder, but on structuring your advancement so that effort turns into enduring influence and momentum.

For each side of the triangle, score yourself from 1 to 5, where 1 is low and 5 is high. This only works if you are brutally honest. Don’t guess, don’t inflate your score to feel better, and don’t shrink it to appear humble. Anchor your rating in observable behaviors and concrete examples you can point to—presentations you’ve led, projects you’ve owned, decisions you’ve made, relationships you’ve built. Then ask your manager how they would score you; any difference between your self‑view and their perception highlights a development gap that belongs in your Individual Development Plan (IDP).​ For more on the IDP, review Episodes 36 through 40 of this podcast, especially Episode 38 on “Assessment and Next Role.”

Do this assessment twice: once for your current role and once for the next role you’re targeting. The goal is not to maximize every number or create a perfectly symmetrical triangle—it’s to understand your current structural power and the specific gaps you must close to be a strong candidate for that next step.

Click HERE for the Career Power Triangle Scoring Guide.

Use your scores to fuel action, not just awareness. Take what you’ve learned and plug it directly into the “Assessment and Next Role” sections of your Individual Development Plan so you’re not just listing skills to improve, but intentionally engineering more span of control, more visibility, and healthier irreplaceability into your next move. That’s the foundation of a serious IDP.

Start by looking at the gaps between your current scores and your target scores. If your next role requires a 4 in Span of Control and you’re currently at a 2, that’s a clear signal: you need more ownership, more decisions, and more influence. If your Visibility score is lagging, you know your plan must include more exposure to senior leaders and cross‑functional partners. If Replaceability is low in the healthy sense—meaning you’re too easy to swap out—you need to build unique skills, relationships, and impact that make you harder to replace in a good way.

Use your IDP to define concrete actions that move each side of the triangle in the direction you need. For each action, define what you’ll do, how you’ll measure progress, and when you’ll review it with your manager. That’s how you convert the triangle from an interesting idea into promotions and protection.

Your IDP becomes exponentially more powerful when you treat it as a shared tool with your manager instead of a private document. Share your Career Power Triangle scores and the gaps you’ve identified for your next role. Then ask very direct questions:

1. “Where would you score me on Span of Control, Visibility, and Replaceability today?”
2. “What would I need to be doing consistently for you to score me one level higher in each area?”
3. “Which opportunities over the next 6–12 months could help me grow my triangle for the next role?”

Where your manager’s perception doesn’t match your own, you’ve uncovered hidden risk—or hidden opportunity. Either way, those differences should immediately translate into specific actions in your IDP: projects to pursue, forums to join, relationships to build, or responsibilities to request.

The Career Power Triangle isn’t a one‑time exercise; it’s a recurring health check. Re‑score yourself every 6–12 months or whenever you change roles. As you grow, your target scores should change too. What looks like a “4” in Span of Control for an early‑career role is not the same as a “4” for a senior leader, so keep recalibrating as you move up.

You can also use the triangle to evaluate new opportunities. Before you accept a promotion or a lateral move, ask:

1. Will this role genuinely increase my Span of Control?
2. Will it improve or reduce my Visibility with decision‑makers?
3. Will it make me more or less strategically irreplaceable?

If a “promotion” shrinks one or more sides of your triangle, you may not actually be advancing—you might just be changing titles.

Titles sound impressive, but structure is what actually moves your career. Your Career Power Triangle is the scaffolding that supports every promotion, every opportunity, and every moment of protection when things get turbulent. You don’t need a new title to start increasing your power. You just need clarity on your triangle, the courage to see the gaps honestly, and the discipline to work your plan.

There will come a day when you walk away from your current team. Maybe it is a promotion. Maybe it is a lateral move. Maybe it is a new opportunity outside the company. Or maybe the decision was not entirely yours. However it happens, your final day will arrive. Your laptop will be returned. Your access will be shut off. Your name will slowly disappear from recurring meetings.

And the real question is not what work you are leaving unfinished. It is not the half-read emails or the projects midstream. The real question is this; what are you leaving behind in the minds of the people who remain?

When your name comes up six months later, what will people say?

Because whether you leave on your own terms or someone else’s, you are always leaving something behind. A reputation. A story. A pattern of behavior. A feeling.

You are leaving a legacy.

And that legacy will matter far more than you think.

Most people hear the word “legacy” and imagine a retirement party. A polished speech. A plaque with their name engraved on it. They think of decades spent at one company; or of executives who lived their careers in the C-suite. Legacy feels like something reserved for the very end; or for the very top.

But that is a misunderstanding.

Everyone leaves a legacy.

Legacy is not about tenure. It is not about title. It is not about how many people reported to you. Legacy is the emotional and professional imprint you leave in the minds of others. It is the story people tell about you when you are not in the room.

And like trust, it compounds slowly… and can unravel quickly.

If you are early in your career, you might be thinking; “Legacy? I am still trying to prove myself.” But that is precisely the point. The name you are building right now; that becomes your legacy. The habits you form. The standards you tolerate. The way you show up when things get hard. All of it is accumulating.

Because legacy is less about what you accomplished; and more about how you accomplished it.

1. How you delivered.
2. How you reacted under pressure.
3. How you treated peers.
4. How you supported your manager.
5. How you handled disagreement.
6. How you thought.

And if you lead people; your legacy is not only your behavior. It is the team you leave behind. It is whether they grew. Whether they felt safe. Whether they became stronger because you were their leader; or in spite of you.

Whether you realize it or not; you are building that legacy every single day.

You build your legacy slowly; from your first day on the job until your last. Every meeting. Every deadline. Every interaction. It accumulates.

But here is the part most people underestimate; you can damage that legacy in a matter of days if you mishandle your exit.

From the moment your departure becomes public knowledge until your final day; you are under a different kind of spotlight. People are watching more closely. They are forming conclusions. They are deciding how they will remember you.

Handled well; your final weeks reinforce everything positive you built.

Handled poorly; those final weeks can overshadow years of strong performance.

Exits driven by positive momentum are easier. A promotion. A bigger opportunity. A stretch assignment. Energy is high. Congratulations flow easily. Professionalism feels natural because you are leaving on a wave of support.

But when the exit is fueled by frustration… resentment… a layoff… or even termination; this is where your legacy is truly tested.

This is where people mentally check out. They disengage. They coast. They give half effort because, in their mind, “It doesn’t matter anymore.”

It matters more than ever.

The last version of you that people experience often becomes the lasting version of you they remember.

This does not mean pretending everything is perfect. It does not mean suppressing disappointment. It means recognizing that you are leaving a situation; not the people.

There is an old phrase; “Never burn a bridge.”

That does not mean staying longer than you should. It does not mean tolerating unhealthy environments. It means understanding that your network is your single most powerful career asset; and the people you leave behind are part of that asset.

Your next opportunity may come from a reference you did not know you needed.

Your reputation may be discussed in a room you will never enter.

A former teammate may become a hiring manager.

A former manager may become a client.

Bridges have a long memory.

So make the transition easy for the people staying.

Finish what you reasonably can.

Document your processes.

Provide context; not just files.

Answer questions without attitude.

Leave clarity; not confusion.

When you do that; you protect the legacy you spent years building. And you keep the bridge intact for the day you may need to cross it again.

Why does this matter so much? Because your network compounds.

Early in your career, your network feels small. A handful of colleagues. A manager or two. Maybe a mentor if you are fortunate. It does not feel powerful. It does not feel strategic. It just feels like the people around you.

But give it ten years.

Those same colleagues are now directors. Vice presidents. Founders. Hiring managers. Investors. Clients. Decision-makers.

And they remember.

They remember how you handled pressure.

They remember whether you blamed others.

They remember if you finished strong… or faded out.

Most meaningful opportunities do not come from job boards. They come from conversations that begin with, “I worked with Layne once… he was solid.”

Or the opposite.

“I worked with her once… brilliant, but difficult.”

Legacy determines which version of that sentence gets spoken when you are not in the room.

There is another angle that is less discussed. When you leave poorly, you shrink your own confidence. You may feel temporary relief. You may feel justified. But somewhere in the back of your mind, you know whether you operated at your highest standard.

And when you do not; it erodes self-trust.

Finishing well is not only about external reputation. It is about internal alignment. You want to look back and think, “I handled that with class.” That memory strengthens you. It becomes evidence for your future self that you can operate with maturity under pressure.

Now let’s address something uncomfortable.

What if the company let you go? What if the exit was not your choice?

Legacy still applies. In fact… it may matter even more.

When you are laid off or exited unexpectedly, you are in a moment of emotional intensity. That is human. Disappointment. Anger. Shock. Those reactions are understandable.

But how you handle that moment becomes part of your professional story.

You do not need to suppress your feelings. You do not need to pretend you are thrilled. But you can choose composure. You can choose gratitude for specific experiences. You can choose to reach out individually to people who mattered. You can choose not to vent publicly in ways that close doors.

Here is the truth; people understand that layoffs happen. They understand misalignment happens. What they evaluate is how you responded.

That response becomes part of your brand.

And let’s talk about brand for a moment.

Your personal brand is not your LinkedIn headline. It is not the adjectives you list in your bio. Your brand is your repeated pattern of behavior over time.

Legacy is your brand… extended beyond your tenure.

When someone hears your name in a room you are not in; your brand speaks for you.

Is it saying dependable?

Strategic?

Resilient?

Collaborative?

Or is it saying volatile?

Transactional?

Difficult under stress?

You cannot control what people say. But you control the inputs that shape what they are likely to say.

Now bring this back to networking.

Networking is not collecting contacts. It is building advocates. And advocates are built through shared experience and trust.

When you leave well, you give people a positive story to tell about you. Stories travel.

A former colleague might sit in a hiring discussion and say, “I know someone who would be perfect for this.”

Or they might stay silent.

Silence is often the result of neutral or negative legacy.

You do not want neutrality. You want advocacy. And advocacy only comes from intentional reputation management.

So how do you operationalize this; even if you are not planning to leave anytime soon?

Start with a legacy audit. If you left tomorrow, what would people honestly say about you? Identify the gap between your intention and your impact.

Finish every project as if it could be your last one there. Not with perfectionism; but with professionalism.

Document and share knowledge consistently. Do not become the single point of failure. Generosity builds goodwill long before your exit.

When you do plan to leave, create a written transition plan. Make it thoughtful. Make it clear. Make it useful. That document becomes a symbol of your professionalism.

Send...]]>You may not control how long you stay; but you always control how you leave.

There will come a day when you walk away from your current team. Maybe it is a promotion. Maybe it is a lateral move. Maybe it is a new opportunity outside the company. Or maybe the decision was not entirely yours. However it happens, your final day will arrive. Your laptop will be returned. Your access will be shut off. Your name will slowly disappear from recurring meetings.

And the real question is not what work you are leaving unfinished. It is not the half-read emails or the projects midstream. The real question is this; what are you leaving behind in the minds of the people who remain?

When your name comes up six months later, what will people say?

Because whether you leave on your own terms or someone else’s, you are always leaving something behind. A reputation. A story. A pattern of behavior. A feeling.

You are leaving a legacy.

And that legacy will matter far more than you think.

Most people hear the word “legacy” and imagine a retirement party. A polished speech. A plaque with their name engraved on it. They think of decades spent at one company; or of executives who lived their careers in the C-suite. Legacy feels like something reserved for the very end; or for the very top.

But that is a misunderstanding.

Everyone leaves a legacy.

Legacy is not about tenure. It is not about title. It is not about how many people reported to you. Legacy is the emotional and professional imprint you leave in the minds of others. It is the story people tell about you when you are not in the room.

And like trust, it compounds slowly… and can unravel quickly.

If you are early in your career, you might be thinking; “Legacy? I am still trying to prove myself.” But that is precisely the point. The name you are building right now; that becomes your legacy. The habits you form. The standards you tolerate. The way you show up when things get hard. All of it is accumulating.

Because legacy is less about what you accomplished; and more about how you accomplished it.

1. How you delivered.
2. How you reacted under pressure.
3. How you treated peers.
4. How you supported your manager.
5. How you handled disagreement.
6. How you thought.

And if you lead people; your legacy is not only your behavior. It is the team you leave behind. It is whether they grew. Whether they felt safe. Whether they became stronger because you were their leader; or in spite of you.

Whether you realize it or not; you are building that legacy every single day.

You build your legacy slowly; from your first day on the job until your last. Every meeting. Every deadline. Every interaction. It accumulates.

But here is the part most people underestimate; you can damage that legacy in a matter of days if you mishandle your exit.

From the moment your departure becomes public knowledge until your final day; you are under a different kind of spotlight. People are watching more closely. They are forming conclusions. They are deciding how they will remember you.

Handled well; your final weeks reinforce everything positive you built.

Handled poorly; those final weeks can overshadow years of strong performance.

Exits driven by positive momentum are easier. A promotion. A bigger opportunity. A stretch assignment. Energy is high. Congratulations flow easily. Professionalism feels natural because you are leaving on a wave of support.

But when the exit is fueled by frustration… resentment… a layoff… or even termination; this is where your legacy is truly tested.

This is where people mentally check out. They disengage. They coast. They give half effort because, in their mind, “It doesn’t matter anymore.”

It matters more than ever.

The last version of you that people experience often becomes the lasting version of you they remember.

This does not mean pretending everything is perfect. It does not mean suppressing disappointment. It means recognizing that you are leaving a situation; not the people.

There is an old phrase; “Never burn a bridge.”

That does not mean staying longer than you should. It does not mean tolerating unhealthy environments. It means understanding that your network is your single most powerful career asset; and the people you leave behind are part of that asset.

Your next opportunity may come from a reference you did not know you needed.

Your reputation may be discussed in a room you will never enter.

A former teammate may become a hiring manager.

A former manager may become a client.

Bridges have a long memory.

So make the transition easy for the people staying.

Finish what you reasonably can.

Document your processes.

Provide context; not just files.

Answer questions without attitude.

Leave clarity; not confusion.

When you do that; you protect the legacy you spent years building. And you keep the bridge intact for the day you may need to cross it again.

Why does this matter so much? Because your network compounds.

Early in your career, your network feels small. A handful of colleagues. A manager or two. Maybe a mentor if you are fortunate. It does not feel powerful. It does not feel strategic. It just feels like the people around you.

But give it ten years.

Those same colleagues are now directors. Vice presidents. Founders. Hiring managers. Investors. Clients. Decision-makers.

And they remember.

They remember how you handled pressure.

They remember whether you blamed others.

They remember if you finished strong… or faded out.

Most meaningful opportunities do not come from job boards. They come from conversations that begin with, “I worked with Layne once… he was solid.”

Or the opposite.

“I worked with her once… brilliant, but difficult.”

Legacy determines which version of that sentence gets spoken when you are not in the room.

There is another angle that is less discussed. When you leave poorly, you shrink your own confidence. You may feel temporary relief. You may feel justified. But somewhere in the back of your mind, you know whether you operated at your highest standard.

And when you do not; it erodes self-trust.

Finishing well is not only about external reputation. It is about internal alignment. You want to look back and think, “I handled that with class.” That memory strengthens you. It becomes evidence for your future self that you can operate with maturity under pressure.

Now let’s address something uncomfortable.

What if the company let you go? What if the exit was not your choice?

Legacy still applies. In fact… it may matter even more.

When you are laid off or exited unexpectedly, you are in a moment of emotional intensity. That is human. Disappointment. Anger. Shock. Those reactions are understandable.

But how you handle that moment becomes part of your professional story.

You do not need to suppress your feelings. You do not need to pretend you are thrilled. But you can choose composure. You can choose gratitude for specific experiences. You can choose to reach out individually to people who mattered. You can choose not to vent publicly in ways that close doors.

Here is the truth; people understand that layoffs happen. They understand misalignment happens. What they evaluate is how you responded.

That response becomes part of your brand.

And let’s talk about brand for a moment.

Your personal brand is not your LinkedIn headline. It is not the adjectives you list in your bio. Your brand is your repeated pattern of behavior over time.

Legacy is your brand… extended beyond your tenure.

When someone hears your name in a room you are not in; your brand speaks for you.

Is it saying dependable?

Strategic?

Resilient?

Collaborative?

Or is it saying volatile?

Transactional?

Difficult under stress?

You cannot control what people say. But you control the inputs that shape what they are likely to say.

Now bring this back to networking.

Networking is not collecting contacts. It is building advocates. And advocates are built through shared experience and trust.

When you leave well, you give people a positive story to tell about you. Stories travel.

A former colleague might sit in a hiring discussion and say, “I know someone who would be perfect for this.”

Or they might stay silent.

Silence is often the result of neutral or negative legacy.

You do not want neutrality. You want advocacy. And advocacy only comes from intentional reputation management.

So how do you operationalize this; even if you are not planning to leave anytime soon?

Start with a legacy audit. If you left tomorrow, what would people honestly say about you? Identify the gap between your intention and your impact.

Finish every project as if it could be your last one there. Not with perfectionism; but with professionalism.

Document and share knowledge consistently. Do not become the single point of failure. Generosity builds goodwill long before your exit.

When you do plan to leave, create a written transition plan. Make it thoughtful. Make it clear. Make it useful. That document becomes a symbol of your professionalism.

Send individualized thank you messages. Not generic broadcasts. Specific appreciation builds specific memory.

And after you leave; stay connected. Check in occasionally. Celebrate their wins. Networking is maintenance; not just initiation.

Your career will outlast any single job. The people you work with today may intersect with you again in ways you cannot predict. The professional world is smaller than it appears.

Your network is your most valuable career asset; not because of popularity, but because of access, trust, and optionality.

Every exit is either a deposit or a withdrawal from that account.

Choose deposits.

Even when it is difficult. Especially when it is difficult.

Because someday, you will need that network.

And when you do; you want bridges… not ashes.

You will leave every team you ever join. That is not negative; it is simply reality. Promotions happen. Companies change. Roles evolve. Seasons end.

What stays behind is not your email archive. It is not your slide decks. It is not your title.

It is the story.

The story people tell about what it was like to work with you.

You do not control how long you stay. You do not always control why you leave. But you absolutely control how you show up between the announcement and the final day.

That window; those final weeks; they are the closing argument of your tenure.

Make it strong.

Finish with clarity.

Finish with generosity.

Finish in a way that your future self will be proud of.

Because your career is not a collection of isolated jobs. It is a connected network of relationships that compound over time. Every exit is either strengthening that network; or quietly weakening it.

Choose to strengthen it.

Choose to leave bridges standing.

And if this perspective resonates with you; if you are serious about accelerating your career and being intentional about how you are perceived; I want to hear from you. Go to https://managingacareer.com/survey and take the listener survey. It takes just a few minutes. Your input helps shape future episodes so they are directly aligned with what you need most right now in your career.

Your legacy is being built in real time. Let’s make sure it is one that opens doors.

That change can feel uncomfortable… even threatening. The people you now need to guide used to sit beside you. They may still feel like your inner circle. Pushing for results risks feeling controlling. Delegating risks disappointment. Letting go of the work that made you successful can feel like giving up the very identity that got you here. So the question becomes practical and emotional at the same time; how do you earn confidence as someone who produces outcomes through others rather than through your own hands?

Today we are going to explore a surprisingly safe training ground. A place where you can experiment with direction, clarity, feedback, and expectation setting without damaging relationships or reputations. We are going to talk about using AI as a practice field for leadership.

Why I Created This Podcast

I know this transition intimately because I wrestled with it myself -- and ultimately, it's the reason I created this podcast.

For a long stretch of my career, I was the person people counted on when something difficult landed. I could untangle the mess, close the gap, rescue the timeline. I prided myself on being generous with my time and quick with solutions. If there was a scoreboard, my name felt near the top.

And yet… I stopped moving.

I asked what I needed to do to advance. I expected something concrete; a certification, a bigger project, longer hours, sharper technical depth. Instead I received advice that felt vague and frustrating. I was told "Be more strategic". At the time, my thinking was "What does that even mean?"

What I eventually realized, much later than I wish I had, was that the standard had changed while I was still playing the old game. I kept proving I could personally execute, personally fix, personally deliver. But the next level required evidence that I could create results through other people. I was clinging to the work because I could do it faster and better. Handing it off felt inefficient. It felt risky. It felt like lowering the bar.

Letting go turned out to be the skill.

Here’s the part that should excite you. The practice environment available now is radically different from the one I had when I was learning this lesson. You have access to something that allows you to rehearse direction, delegation, coaching, and accountability whenever you want.

You have AI.

Leadership as a Practice Field

So let’s bring this down to earth.

If leadership is the requirement, then we need repetitions. Not philosophy… not inspiration… reps. The same way execution excellence came from doing the work again and again, influence grows from practicing how we set direction, clarify expectations, evaluate tradeoffs, and guide performance.

The challenge is that most workplaces are not designed as classrooms. Every attempt happens in public. Every mistake has witnesses. Every unclear instruction can slow a project or strain a relationship. That pressure makes experimentation feel dangerous, which is why so many capable people retreat back into doing the work themselves.

What if you had a place to practice where none of that risk existed?

Before we jump into the exercises, we should get specific about the capabilities that separate strong individual contributors from trusted leaders. Because once you can name the skills, you can train them deliberately.

What We Are Really Training

Every promotion into broader scope demands the same upgrades. You must learn to define success before work begins. You must translate ambiguity into direction. You must assign responsibility without suffocating autonomy. You must evaluate output against standards. You must build repeatability so results compound. And above all, you must develop judgment that others trust.

Those are not personality traits; they are trainable behaviors. These exercises are not about becoming faster or more efficient. They are about building judgment, clarity, and leverage. Specifically, you are strengthening your ability to define outcomes instead of tasks; translate intent into direction; let go without disengaging; diagnose gaps between expectation and delivery; design repeatable systems; experiment safely; sharpen your evaluative taste; and prepare for real-world delegation. These are the skills that separate people who get promoted once from people who keep getting promoted. AI is not replacing leadership here; it is giving you a private gym to train it.

Exercise 1: Transitioning from Task Focus to Outcome Focus

The shift from doing to leading rarely arrives with a new title. It shows up subtly, often in the language your manager uses. One day it is “Can you finish this?” and the next it is “Can you make sure this gets done?” That difference sounds small, but the implication is enormous. You are no longer responsible for the activity. You are responsible for the result.

For junior professionals, this can be confusing because competence has always meant personal execution. For senior professionals, it is uncomfortable because letting go feels like losing control. For managers, it can be downright frightening because performance now depends on work you did not personally complete. The uncomfortable truth is this; clinging to tasks delays your growth. Leadership is about creating conditions where the right work happens…consistently…without you being the one doing it.

AI is a powerful simulator here because it immediately exposes whether you actually understand what “done” means. If you cannot describe success clearly enough for someone else to produce it, you are not leading the outcome. You are hoping for it.

Example AI prompts to practice

1. “Act as a project analyst. Draft a one page executive summary of X. The audience is Y. They care about Z. Success means they can decide A without asking follow-up questions.”
2. Practicing this shifts your brain from “What tasks did we complete?” to “What result does this stakeholder need, in one page, to move forward?” That is the core of outcome-focused leadership.
3. “Create a checklist someone else could follow to complete this recurring report. Assume they have basic skills but no historical knowledge.”
4. This prompt helps you learn to define the critical steps that produce the desired outcome.
5. “Rewrite my request so that a new hire on their first day would understand exactly what good looks like.”
6. This trains you to define success criteria in plain language—what done, good, and on‑time actually mean—rather than assuming people ‘just know.’

Exercise 2: Defining with Clarity

Many people think delegation is about assigning effort. It is not. Delegation is about transferring understanding. When instructions are incomplete, humans compensate with experience, context, and relationships. AI does not. It takes your words literally. That means when the output misses the mark, the problem is almost always upstream.

This can feel humbling at first. It can also be transformative. Watching your instructions interpreted exactly as written reveals where you are vague, where you assume context, and where you substitute activity for outcomes. Leaders who rise quickly are exceptional translators. They turn strategy into direction; ambiguity into sequence; and intent into measurable criteria.

Working with AI forces this translation skill to the surface. You begin to notice patterns. You skip constraints. You forget timelines. You assume shared history. Each one is a small leak that grows as your scope expands.

Example AI prompts to practice

1. “Here is my assignment. Tell me five ways this instruction could be misinterpreted.”
2. This prompt teaches you to anticipate confusion before it happens. When you ask an AI where your message could be misunderstood, you start noticing gaps, assumptions, or ambiguous phrasing that real team members might trip over.
3. “What information is missing from my request that would help you deliver a stronger result?”
4. This exercise builds empathy for the receiver. It forces you to think from the perspective of someone who has to act on your direction. The feedback you get helps you refine your instructions, ensuring that the context and constraints are as clear as the task itself.
5. “Convert this goal into measurable acceptance...]]>Last week on the podcast ( https://managingacareer.com/127), we explored a career moment almost everyone encounters if they stay in the game long enough. Early on, progress comes from taking responsibility, delivering reliably, proving you can be trusted with more. Then one day the measurement changes. The path forward is no longer about what you can personally carry across the finish line; it becomes about what you can help others achieve. Responsibility built the foundation; influence becomes the multiplier.

   That change can feel uncomfortable… even threatening. The people you now need to guide used to sit beside you. They may still feel like your inner circle. Pushing for results risks feeling controlling. Delegating risks disappointment. Letting go of the work that made you successful can feel like giving up the very identity that got you here. So the question becomes practical and emotional at the same time; how do you earn confidence as someone who produces outcomes through others rather than through your own hands?

   Today we are going to explore a surprisingly safe training ground. A place where you can experiment with direction, clarity, feedback, and expectation setting without damaging relationships or reputations. We are going to talk about using AI as a practice field for leadership.

   Why I Created This Podcast

   I know this transition intimately because I wrestled with it myself -- and ultimately, it's the reason I created this podcast.

   For a long stretch of my career, I was the person people counted on when something difficult landed. I could untangle the mess, close the gap, rescue the timeline. I prided myself on being generous with my time and quick with solutions. If there was a scoreboard, my name felt near the top.

   And yet… I stopped moving.

   I asked what I needed to do to advance. I expected something concrete; a certification, a bigger project, longer hours, sharper technical depth. Instead I received advice that felt vague and frustrating. I was told "Be more strategic". At the time, my thinking was "What does that even mean?"

   What I eventually realized, much later than I wish I had, was that the standard had changed while I was still playing the old game. I kept proving I could personally execute, personally fix, personally deliver. But the next level required evidence that I could create results through other people. I was clinging to the work because I could do it faster and better. Handing it off felt inefficient. It felt risky. It felt like lowering the bar.

   Letting go turned out to be the skill.

   Here’s the part that should excite you. The practice environment available now is radically different from the one I had when I was learning this lesson. You have access to something that allows you to rehearse direction, delegation, coaching, and accountability whenever you want.

   You have AI.

   Leadership as a Practice Field

   So let’s bring this down to earth.

   If leadership is the requirement, then we need repetitions. Not philosophy… not inspiration… reps. The same way execution excellence came from doing the work again and again, influence grows from practicing how we set direction, clarify expectations, evaluate tradeoffs, and guide performance.

   The challenge is that most workplaces are not designed as classrooms. Every attempt happens in public. Every mistake has witnesses. Every unclear instruction can slow a project or strain a relationship. That pressure makes experimentation feel dangerous, which is why so many capable people retreat back into doing the work themselves.

   What if you had a place to practice where none of that risk existed?

   Before we jump into the exercises, we should get specific about the capabilities that separate strong individual contributors from trusted leaders. Because once you can name the skills, you can train them deliberately.

   What We Are Really Training

   Every promotion into broader scope demands the same upgrades. You must learn to define success before work begins. You must translate ambiguity into direction. You must assign responsibility without suffocating autonomy. You must evaluate output against standards. You must build repeatability so results compound. And above all, you must develop judgment that others trust.

   Those are not personality traits; they are trainable behaviors. These exercises are not about becoming faster or more efficient. They are about building judgment, clarity, and leverage. Specifically, you are strengthening your ability to define outcomes instead of tasks; translate intent into direction; let go without disengaging; diagnose gaps between expectation and delivery; design repeatable systems; experiment safely; sharpen your evaluative taste; and prepare for real-world delegation. These are the skills that separate people who get promoted once from people who keep getting promoted. AI is not replacing leadership here; it is giving you a private gym to train it.

   Exercise 1: Transitioning from Task Focus to Outcome Focus

   The shift from doing to leading rarely arrives with a new title. It shows up subtly, often in the language your manager uses. One day it is “Can you finish this?” and the next it is “Can you make sure this gets done?” That difference sounds small, but the implication is enormous. You are no longer responsible for the activity. You are responsible for the result.

   For junior professionals, this can be confusing because competence has always meant personal execution. For senior professionals, it is uncomfortable because letting go feels like losing control. For managers, it can be downright frightening because performance now depends on work you did not personally complete. The uncomfortable truth is this; clinging to tasks delays your growth. Leadership is about creating conditions where the right work happens…consistently…without you being the one doing it.

   AI is a powerful simulator here because it immediately exposes whether you actually understand what “done” means. If you cannot describe success clearly enough for someone else to produce it, you are not leading the outcome. You are hoping for it.

   Example AI prompts to practice

   1. “Act as a project analyst. Draft a one page executive summary of X. The audience is Y. They care about Z. Success means they can decide A without asking follow-up questions.”
   2. Practicing this shifts your brain from “What tasks did we complete?” to “What result does this stakeholder need, in one page, to move forward?” That is the core of outcome-focused leadership.
   3. “Create a checklist someone else could follow to complete this recurring report. Assume they have basic skills but no historical knowledge.”
   4. This prompt helps you learn to define the critical steps that produce the desired outcome.
   5. “Rewrite my request so that a new hire on their first day would understand exactly what good looks like.”
   6. This trains you to define success criteria in plain language—what done, good, and on‑time actually mean—rather than assuming people ‘just know.’
   
   

   Exercise 2: Defining with Clarity

   Many people think delegation is about assigning effort. It is not. Delegation is about transferring understanding. When instructions are incomplete, humans compensate with experience, context, and relationships. AI does not. It takes your words literally. That means when the output misses the mark, the problem is almost always upstream.

   This can feel humbling at first. It can also be transformative. Watching your instructions interpreted exactly as written reveals where you are vague, where you assume context, and where you substitute activity for outcomes. Leaders who rise quickly are exceptional translators. They turn strategy into direction; ambiguity into sequence; and intent into measurable criteria.

   Working with AI forces this translation skill to the surface. You begin to notice patterns. You skip constraints. You forget timelines. You assume shared history. Each one is a small leak that grows as your scope expands.

   Example AI prompts to practice

   1. “Here is my assignment. Tell me five ways this instruction could be misinterpreted.”
   2. This prompt teaches you to anticipate confusion before it happens. When you ask an AI where your message could be misunderstood, you start noticing gaps, assumptions, or ambiguous phrasing that real team members might trip over.
   3. “What information is missing from my request that would help you deliver a stronger result?”
   4. This exercise builds empathy for the receiver. It forces you to think from the perspective of someone who has to act on your direction. The feedback you get helps you refine your instructions, ensuring that the context and constraints are as clear as the task itself.
   5. “Convert this goal into measurable acceptance criteria.”
   6. Finally, this prompt pushes you to translate broad intentions into specific, testable outcomes. It’s the heart of clarity — turning “do great work” into “complete X by Y with Z level of quality.” Practicing this habit increases accountability and makes progress tangible for everyone involved.
   
   

   Exercise 3: Letting Go Without Losing Ownership

   High performers face a brutal paradox. Advancement arrives because you are dependable. Dependability comes from personally protecting quality. Then the expectation changes; stop being the protector.

   It can feel negligent.

   But ownership at scale is not about touching everything; it is about being accountable for everything. Delegating to AI lowers the emotional barrier. There is no colleague to offend, no political risk, no fear of appearing disengaged.

   You can experiment with a new identity.

   Instead of writing, you define and review. Instead of building, you judge. Instead of producing, you multiply. That is leadership. And in that shift, you discover something liberating; your value lives in direction and standards.

   Example prompts to practice

   1. “Produce a first draft using these parameters. I will evaluate and refine.”
   2. Here, you are practicing defining boundaries and then stepping back to let someone else -- the AI in this case -- takes the first pass. You shift from being a doer to being a coach and reviewer.
   3. “Give me three approaches so I can select the one that best serves the objective.”
   4. This prompt builds discernment and reinforces that leadership doesn’t mean having all the answers. It means creating options, comparing strategies, and making informed decisions. You remain in control of the direction and standard, but you’re open to alternatives that might not have originated with you.
   5. “Where is this output weakest relative to the goal I described?”
   6. You’re asking for critical feedback — not jumping in to fix things yourself. This keeps you focused on the why and what rather than micromanaging the how.
   
   

   Exercise 4: Refinement and Feedback

   When AI misses the mark, your instinct is to revise the instruction. Pause and notice what you are actually practicing; diagnosis. You are learning to identify the gap between expectation and delivery and to correct it precisely.

   Great leaders are exceptional at corrective guidance. Not emotional reaction…not frustration…but clear redirection. AI lets you run this loop rapidly. You begin separating preference from requirement. You practice naming tradeoffs. You become comfortable saying, closer… but not there yet.

   That comfort translates directly to working with people.

   Example AI prompts to practice

   1. “Here is what you gave me. Here is what is wrong. Update the output while preserving what works.”
   2. This prompt focuses on identifying gaps and misalignments allowing you to practice constructive precisions: being specific about what needs improvement, while recognizing and reinforcing positive elements.
   3. “Ask me clarifying questions that would help you improve this.”
   4. Here, you're practicing two-way dialog.Not command, collaboration.You become a leader who listens to input from their team.
   5. “If you were me, what feedback would you give to make this executive ready?”
   6. This lets you step into the leader’s role of raising the bar strategically, not just tactically. You learn to filter feedback through a higher lens—what’s needed to make the work fit for senior audiences or strategic contexts.
   
   

   Exercise 5: Scaling Through Processes

   Eventually, demand exceeds your capacity. If success still requires your direct involvement in every artifact, you become the bottleneck. This is where many careers stall, not because of lack of talent, but because of lack of leverage.

   AI gives you rehearsal space for designing systems instead of relying on heroic effort. You can begin building templates, briefing formats, decision trees, and communication standards. You are creating repeatability. And repeatability is how leaders scale.

   Leaders do not grow through stamina. They grow through mechanisms.

   Example AI prompts to practice

   1. “Turn my approach into a reusable template others could apply.”
   2. This pushes you to shift from intuition to structure. It forces you to make your decision-making visible, so your team doesn’t need to reinvent the wheel every time. You’re building the first layer of scalability — shared frameworks.
   3. “Document the process step by step including quality checks.”
   4. Here, you’re not just explaining what to do, but how to do it consistently and at the right standard. This builds operational clarity. It’s also a mindset shift — instead of being the quality control yourself, you’re designing a process where quality happens automatically.
   5. “What parts of this workflow could be automated or delegated further?”
   6. By connecting efficiency with empowerment, you see where technology can handle repetition and where people can grow by taking ownership. This is how leaders free themselves from being a bottleneck and move into driving strategy instead of daily execution.
   
   

   Exercise 6: Psychological Safety to Experiment

   Trying new leadership behaviors with colleagues can feel risky. What if you sound awkward? What if you overcorrect? What if you expose uncertainty? Those fears keep many people stuck in old patterns long after they know better.

   AI absorbs infinite retries. You can practice being decisive. You can practice being structured. You can practice elevating the conversation from tactics to outcomes. Repetition builds fluency. Fluency builds confidence. And confidence shows up when the stakes are real.

   Example AI prompts to practice

   1. “Help me phrase this delegation in a clear, respectful, and outcome-focused way.”
   2. This prompt is about experimenting with language — seeing how small shifts turn a vague direction into a confident, motivating one.
   3. “Role play a team member who is confused by my direction.”
   4. You can practice responding with patience and clarity, noticing how your words land without the real‑world stakes.
   5. “How would a senior executive give this instruction differently than I did?”
   6. You’re not comparing yourself harshly — you’re studying effective patterns and testing them until they feel authentic to your style.
   
   

   Exercise 7: From Answers to Judgment

   One of the biggest misunderstandings about AI is thinking the value is the answer. For leaders, the value is comparison. When AI generates an option, you get to react. You sharpen your taste. You clarify priorities. You refine standards.

   Careers accelerate when judgment becomes trusted. Delegation creates more opportunities to exercise that judgment visibly. AI simply lets you practice it privately first.

   Example AI prompts to practice

   1. “Generate a baseline solution so I can critique it.”
   2. You’re asking the AI to create a draft or example so that you can focus your energy on analyzing its strengths and weaknesses. That’s what leaders do — they assess, refine, and decide what’s worth pursuing instead of diving straight into doing the work themselves.
   3. “What would make this exceptional rather than acceptable?”
   4. It trains your thinking around standards and outcomes — pushing from “good enough” to “strategic excellence.” Leaders use that kind of question to stretch performance and identify leverage points that elevate results.
   5. 453e418c-96ca-479f-aeff-5819fddfe283Tue, 17 Feb 2026 14:00:00 -050023:16falsefull128128Ownership vs Leadership - MAC127 You're being rewarded for ownership… and punished for it at the same time.

      Do you know the difference between Ownership and Leadership?

      Imagine a group setting up camp.

      The leader points and establishes intent. Tents should go in that area. The cooking space belongs over there. Water access matters. Safety matters. Time matters. Then the leader steps back and lets the team work.

      The owners move into the mechanics. They pitch the tents securely. They build the fire ring correctly. They store food so animals cannot get to it. They check the knots, test the setup, and make sure the plan becomes reality.

      If the leader starts hammering every stake, the campsite might still come together, but scale disappears. Direction collapses into labor.

      If the owners try to set direction without alignment, effort scatters.

      Both roles are essential. They are simply different jobs.

      Some people build careers by getting really good at placing tents.

      They know how to pick up the gear, move fast, secure the lines, and make sure nothing collapses overnight. Give them a spot and they will turn it into something solid and dependable. Organizations love these people. They are reliable. They are trusted. They are promoted.

      But, there's a moment in many careers that feels confusing, frustrating, and strangely personal. Progress slows down. Recognition changes. Opportunities that once came easily start requiring a different kind of effort. It is tempting to interpret this as politics or favoritism or bad luck.

      Success is no longer measured by how well you pitch the tent; it is measured by whether you chose the right terrain in the first place. Wind exposure. Water access. Safety. Distance. Tradeoffs. The questions get bigger and the answers determine whether everyone else succeeds.

      Many talented professionals keep perfecting their tent placement long after the company has started looking for terrain selection. The expectations have shifted, but no one announced the new rules. The behaviors that created momentum earlier are no longer the ones that unlock the next level. This is the passage from ownership to leadership.

      I've explored the idea back in Episode 101 (https://managingacareer.com/101) that leadership isn't assigned rather it's something that you take. Consider this the companion discussion. Same landscape; different capability. Ownership and leadership overlap, but they are not interchangeable. Mixing them up is one of the most expensive misunderstandings professionals make.

      Early on, personal responsibility is the engine of advancement. You are handed something discrete; a task, a ticket, a deliverable, a defined step in a larger machine. Your mandate is straightforward; take it seriously and make sure it lands. Along the way you build a reputation for quality, speed, responsiveness, and consistency. People learn they can trust you.

      As experience grows, the size of what sits on your plate expands. The assignment is no longer a task; it is an initiative. It is not a step; it is an outcome. You become accountable for a portion of the business, with real consequences attached. Yet the mental model remains familiar; success still depends on what you can personally drive across the finish line.

      And here is the part that feels wonderful; excellence begets more responsibility. Deliver well and the organization responds by giving you additional scope. You are rewarded with bigger problems, greater visibility, more influence. The loop reinforces itself.

      Until one day it breaks.

      Because at higher altitudes the question quietly changes. The evaluation is no longer centered on what you can carry yourself; it turns toward what happens through other people because of you. When that shift arrives, many high performers keep trying to win with the strategy that built their reputation. They lean harder into ownership.

      And that is where momentum stalls.

      Ownership is addictive because it produces visible proof. You can list what you launched, repaired, rescued, or completed. There is comfort in the clarity. The work is concrete; the contribution is undeniable. But personal control has a ceiling.

      Eventually the enterprise does not need another person capable of single-handedly absorbing a massive responsibility. It needs someone who can create progress across many fronts simultaneously, often without touching most of the work directly. Value is measured less by personal output and more by multiplied output.

      This is the inflection point where many strong careers plateau. Instead of adjusting, people redouble their effort. They volunteer for more. They stay later. They dive into details. They become the hero again and again. Meanwhile, the definition of senior impact has already evolved.

      Upstairs, the conversation sounds different. Executives are not primarily curious about your task list. They want to know what is advancing, accelerating, or improving because your presence changes the environment. That is a completely different question.

      Now we can reconnect this idea to leadership.

      Leadership is not conferred by a title. It is not defined by how many people report to you. It is not the authority to approve or deny. Leadership is the capacity to influence results without personally performing every step required to achieve them.

      You see leadership when people alter their approach because of how you shaped the conversation. You see it when choices become obvious because you clarified the tradeoffs. You see it when momentum increases because you eliminated obstacles others were tolerating. You see it when trouble never materializes because you surfaced the risk while there was still time.

      Look]]> You're being rewarded for ownership… and punished for it at the same time.

      Do you know the difference between Ownership and Leadership?

      Imagine a group setting up camp.

      The leader points and establishes intent. Tents should go in that area. The cooking space belongs over there. Water access matters. Safety matters. Time matters. Then the leader steps back and lets the team work.

      The owners move into the mechanics. They pitch the tents securely. They build the fire ring correctly. They store food so animals cannot get to it. They check the knots, test the setup, and make sure the plan becomes reality.

      If the leader starts hammering every stake, the campsite might still come together, but scale disappears. Direction collapses into labor.

      If the owners try to set direction without alignment, effort scatters.

      Both roles are essential. They are simply different jobs.

      Some people build careers by getting really good at placing tents.

      They know how to pick up the gear, move fast, secure the lines, and make sure nothing collapses overnight. Give them a spot and they will turn it into something solid and dependable. Organizations love these people. They are reliable. They are trusted. They are promoted.

      But, there's a moment in many careers that feels confusing, frustrating, and strangely personal. Progress slows down. Recognition changes. Opportunities that once came easily start requiring a different kind of effort. It is tempting to interpret this as politics or favoritism or bad luck.

      Success is no longer measured by how well you pitch the tent; it is measured by whether you chose the right terrain in the first place. Wind exposure. Water access. Safety. Distance. Tradeoffs. The questions get bigger and the answers determine whether everyone else succeeds.

      Many talented professionals keep perfecting their tent placement long after the company has started looking for terrain selection. The expectations have shifted, but no one announced the new rules. The behaviors that created momentum earlier are no longer the ones that unlock the next level. This is the passage from ownership to leadership.

      I've explored the idea back in Episode 101 (https://managingacareer.com/101) that leadership isn't assigned rather it's something that you take. Consider this the companion discussion. Same landscape; different capability. Ownership and leadership overlap, but they are not interchangeable. Mixing them up is one of the most expensive misunderstandings professionals make.

      Early on, personal responsibility is the engine of advancement. You are handed something discrete; a task, a ticket, a deliverable, a defined step in a larger machine. Your mandate is straightforward; take it seriously and make sure it lands. Along the way you build a reputation for quality, speed, responsiveness, and consistency. People learn they can trust you.

      As experience grows, the size of what sits on your plate expands. The assignment is no longer a task; it is an initiative. It is not a step; it is an outcome. You become accountable for a portion of the business, with real consequences attached. Yet the mental model remains familiar; success still depends on what you can personally drive across the finish line.

      And here is the part that feels wonderful; excellence begets more responsibility. Deliver well and the organization responds by giving you additional scope. You are rewarded with bigger problems, greater visibility, more influence. The loop reinforces itself.

      Until one day it breaks.

      Because at higher altitudes the question quietly changes. The evaluation is no longer centered on what you can carry yourself; it turns toward what happens through other people because of you. When that shift arrives, many high performers keep trying to win with the strategy that built their reputation. They lean harder into ownership.

      And that is where momentum stalls.

      Ownership is addictive because it produces visible proof. You can list what you launched, repaired, rescued, or completed. There is comfort in the clarity. The work is concrete; the contribution is undeniable. But personal control has a ceiling.

      Eventually the enterprise does not need another person capable of single-handedly absorbing a massive responsibility. It needs someone who can create progress across many fronts simultaneously, often without touching most of the work directly. Value is measured less by personal output and more by multiplied output.

      This is the inflection point where many strong careers plateau. Instead of adjusting, people redouble their effort. They volunteer for more. They stay later. They dive into details. They become the hero again and again. Meanwhile, the definition of senior impact has already evolved.

      Upstairs, the conversation sounds different. Executives are not primarily curious about your task list. They want to know what is advancing, accelerating, or improving because your presence changes the environment. That is a completely different question.

      Now we can reconnect this idea to leadership.

      Leadership is not conferred by a title. It is not defined by how many people report to you. It is not the authority to approve or deny. Leadership is the capacity to influence results without personally performing every step required to achieve them.

      You see leadership when people alter their approach because of how you shaped the conversation. You see it when choices become obvious because you clarified the tradeoffs. You see it when momentum increases because you eliminated obstacles others were tolerating. You see it when trouble never materializes because you surfaced the risk while there was still time.

      Look closely at those examples and one absence becomes obvious; nowhere is the requirement that you did the work yourself.

      Leadership is leverage. Ownership is control. Both are valuable; they simply pay dividends at different moments in a career.

      Let's make it practical.

      Execution is about delivering through your own effort. Enablement is about delivering through the coordinated effort of many. One prizes mastery; the other prizes reach.

      When you take responsibility for a task, you are making a promise about your personal reliability. When you step into leadership, you are making a promise about the system around you. The work will happen; the right contributors will be involved; barriers will be handled.

      Owning demonstrates that you can be trusted with an assignment. Leading demonstrates that you understand how impact scales.

      And it is scale that earns the invitation upward.

      None of this is easy.

      First, the emotional reward changes. When you operate as an owner, you complete things. You close loops. You release. Achievement is immediate and visible. When you operate as a leader, the progress is often secondhand. It arrives later. Frequently it is delivered by someone else. The satisfaction becomes abstract.

      Second, identity gets shaken. If your professional story has been built on being the dependable closer, stepping away from the center of execution can feel dangerous. It may even feel like diminishing your value.

      In reality, you are increasing it; but it rarely feels that way in the moment.

      Third, very few organizations explain the upgrade. People are elevated because they excelled at ownership, then evaluated on leadership behaviors that were never made explicit. So they revert to the strategy that has always worked. They grip tighter. They insert themselves more often. They try to prove their worth the old way.

      Here is what senior decision makers are actually rewarding.

      Advancement happens when uncertainty at higher levels decreases. Strong individual contributors reduce uncertainty in their immediate domain. Strong leaders reduce uncertainty across the system.

      When executives debate expanding someone's scope, a simple thought experiment runs in the background; if this person were responsible for more, would my job become easier or more complicated?

      Those who remain heavily centered on personal ownership tend to increase complexity. Communication funnels through them. Decisions wait for them. Progress depends on them.

      Those who practice leadership create the opposite effect. They generate clarity. They align participants. They unlock motion that does not require their constant presence.

      They make elevation feel safe.

      This evolution does not occur in a single leap. And it does not require abandoning ownership altogether. What it demands is a deliberate rebalance.

      Here are practical ways to begin.

      Start by taking responsibility for defining the problem rather than automatically executing the solution. Slow the rush to action. Clarify what success actually means. Make tradeoffs visible. Name the risks while they are still manageable. Then allow others to carry the work forward while you remain accountable for direction.

      Shift your investment toward people as much as deliverables. Measure your contribution by asking who leaves the interaction more capable than when they arrived. Provide guidance. Transfer real authority. Allow productive struggle, with a safety net. The return on your effort multiplies through their development.

      Look for opportunities to simplify decisions. Often leadership appears in the document that sharpens priorities or the question that reframes a debate. When colleagues regularly say that your input helped them see the issue differently, influence is happening.

      Release the need to be the rescuer. Repeated heroics send an unintended message; without you, the system fails. Higher levels prize environments that run well in your absence. Replaceability becomes a feature, not a threat.

      Finally, update how you describe your value. When communicating upward, move beyond activity and toward consequence. Explain what moved faster, what confusion disappeared, what alignment formed, what danger was prevented. That vocabulary signals readiness for greater scope.

      Ownership earns attention. Leadership earns trust. And trust is what opens the door to senior responsibility.

      If progress feels stalled, ask a simple diagnostic. Are you spending your time placing more tents…or getting better at choosing the terrain? The answer will point directly to your next move. One proves you are capable. The other proves you are ready for altitude.

      If this helped you see your situation more clearly, pass it along to someone who is exceptional at delivering and ready to expand their influence. And if you want more conversations about the unwritten mechanics behind advancement, follow Managing A Career wherever you listen. New episodes explore the patterns that quietly shape who rises.

      ]]>f7b57811-78d0-46e5-a4db-eaeebb5f9c52Tue, 10 Feb 2026 20:00:00 -050012:59falsefull127127A Keg of Ketchup Will Make You Rethink Your Career - MAC126I was reading a post on LinkedIn (https://www.linkedin.com/feed/update/urn:li:activity:7423016998617473025/) by Jason Feifer (https://www.linkedin.com/in/jasonfeifer/), the Editor in Chief of Entrepreneur Magazine. In a recent article, Jason was interviewing Gary Vaynerchuk (https://www.linkedin.com/in/garyvaynerchuk/) about how marketing has changed, specifically through a redefinition of the mid funnel. The traditional idea of a funnel still exists, but where and how momentum is created has shifted.

      In the post, Jason shared a story that stuck with me. Heinz once posted a simple image on Instagram about a fictional keg of ketchup. It wasn't clever. It wasn't polished. It wasn't even particularly strategic. It was, by most standards, a "stupid" idea.

      
      

      But it caught.

      
      

      The post went viral, and instead of ignoring that signal, Heinz leaned into it. They took what worked, refined it, and eventually turned that one throwaway idea into a full marketing campaign tied to the Super Bowl. A joke became a brand moment.

      
      

      What really hit me was this; the exact same approach can unlock your own career growth.

      
      

      I've talked about marketing yourself before, all the way back in Episode 018, Selling Yourself (https://managingacareer.com/18 ). At its core, marketing is about understanding the needs of your customer and aligning your product to those needs. In your career, the "customers" are the leaders who influence your advancement, and the "product" is you.

      
      

      Traditionally, career growth follows a familiar funnel. You build awareness through visibility (Episode 081, Visibility - https://managingacareer.com/81 ), you demonstrate value over time, and eventually that narrows down to the "purchase" decision; a promotion, a bigger role, or expanded scope.

      
      

      But this is where Gary's insight becomes so useful. The traditional funnel doesn't work the same way anymore. In the modern world, social has become the mid funnel. That means you don't have to start with a perfectly crafted brand or a fully formed strategy. You can start by testing ideas.

      
      

      Simple ideas.

      Rough ideas.

      Even ideas that feel dumb or unfinished.

      
      

      If an idea hits, you work it in the lower funnel; executing, refining, and proving it delivers results. Once it's proven, you expand it upward, where it becomes part of your reputation and your brand.

      
      

      That's exactly what Heinz did with a silly idea about a keg of ketchup…and it's a playbook most professionals never realize they can use.

      
      

      
      

      When it comes to their careers, most people have traditionally focused on the ends of the funnel; either the upper funnel or the lower funnel.

      
      

      In the upper funnel, the goal is recognition. You bring big ideas to meetings. You look for moments to contribute something bold. You try to get your name and your thinking in front of leaders who matter. There's an element of performance here; a desire to stand out. At its worst, this looks like jumping up and down and shouting, "NOTICE ME!"

      
      

      In the lower funnel, the belief is almost the opposite. You expect your work to speak for itself. You execute…and you execute well. You hit deadlines. You deliver quality. You take pride in being reliable and consistent, trusting that results will eventually turn into recognition.

      
      

      In reality, both ends of the funnel matter. Living exclusively in the upper funnel without execution comes across as fluff and self-promotion. Living exclusively in the lower funnel without a personal brand (Episode 043, Personal Brand - https://managingacareer.com/43 ) feels invisible, no matter how good the work is.

      
      

      But in a modern marketing world, it may be time to try something different.

      
      

      Instead of starting at the top or grinding endlessly at the bottom, start in the middle.

      
      

      Work the mid funnel first. Test ideas in low-risk ways. Put thoughts, perspectives, and small experiments into the world and watch how people respond. If something resonates…if it creates pull rather than push…then you scale it.

      
      

      
      

      In marketing, Gary's point was simple. Organic social media is where you test ideas cheaply and quickly. You don't overthink them. You don't turn them into million-dollar campaigns. You post, you watch, you learn.

      
      

      At work, your mid funnel works exactly the same way…it's just not called social media.

      
      

      At work, it's the water cooler; real or virtual; where you run an idea by a peer.

      At work, it's a small demo shown to a single stakeholder.

      At work, it's an informal focus group that pokes holes in a broken process.

      
      

      At work, the mid funnel is small experiments and low-risk initiatives you try before you ask for permission and before you allocate real resources.

      
      

      Mid-funnel career moves aren't about being loud. They're about being observable.

      
      

      For an individual contributor, this shift can look subtle but powerful.

      
      

      Upper-funnel you says, "We should completely rethink how our team reports metrics."

      Lower-funnel you says, "I'll just keep updating the same spreadsheet every week."

      Mid-funnel you says something different; "I'm going to redesign one version of this report for one stakeholder and see if it helps them make decisions faster."

      
      

      That's it. No announcement. No steering committee. No permission slip.

      
      

      You test it. You watch how people react. You collect feedback. If it flops…nobody cares. If it works…now you have signal. And that signal is everything.

      
      

      In Jason's post, the next step was moving into the lower funnel. When something works, you refine it, optimize it, and amplify it. This is where most people hesitate at work, because amplification feels like self-promotion.

      
      

      Here's the reframe. You are not promoting yourself. You are promoting a proven result.

      
      

      Lower-funnel career moves look like this; sharing outcomes, not intentions…documenting impact, not effort…making it easy for others to reuse what worked…letting managers and peers see the before and after.

      
      

      This is where "I tried something" becomes "this created value."

      
      

      If you redesigned that report, now you send a quick note to your manager; "I tried a small tweak with one stakeholder. It cut their review time in half. I think this could scale." That's lower funnel. You're not asking for praise. You're offering leverage.

      
      

      Gary called the final step "sending it up to brand land." In career terms, this is when your work becomes part of how people talk about you…even when you're not in the room.

      
      

      Upper-funnel career outcomes look like this; being asked to present your approach…being pulled into bigger initiatives…your idea becoming "the way we do things now"…leadership referencing your work as an example.

      
      

      And here's the key insight. You don't start here. You earn your way here through mid-funnel testing and lower-funnel proof.

      
      

      People who skip straight to the upper funnel sound strategic but feel ungrounded.

      People who stay forever in the lower funnel feel reliable but forgettable.

      People who master the mid funnel become unavoidable.

      
      

      
      

      Now let's talk about leaders; managers, directors, and executives; because the mid funnel doesn't just get ignored by individuals. It often gets quietly killed by leadership.

      
      

      Most leaders don't do this on purpose. They do it because they're trying to be efficient, decisive, and risk-aware. Ironically, those instincts are exactly what shut down the mid funnel.

      
      

      Upper-funnel leadership sounds like this; "Bring me bold ideas. Think bigger. Be more strategic."

      Lower-funnel leadership sounds like this; "Just execute. We don't have time to experiment. Stick to the plan."

      
      

      Both sound reasonable. Together, they create a trap.

      
      

      When leaders only reward fully formed ideas or perfectly executed work, they leave no room for testing. People learn quickly that half-baked ideas aren't welcome. Small experiments feel dangerous. Early signals never surface. So instead of learning cheaply, teams either stay silent or wait until something is "big enough" to justify the risk.

      
      

      That's how innovation slows down without anyone realizing it.

      
      

      Mid-funnel leadership looks different.

      
      

      Mid-funnel leaders invite rough drafts. They ask, "What did you try?" before asking, "Did it work?" They create space for pilots, prototypes, and small bets that don't require a business case or a blessing from three layers up.

      
      

      For a leader, working the mid funnel might look like this.

      
      

      Instead of asking for a full rollout plan, you ask someone to test an idea with one customer or one team.

      Instead of demanding certainty, you ask what they learned.

      Instead of shutting something down because it's incomplete, you help shape it into something testable.

      
      

      The signal this sends matters. It tells your]]>I was reading a post on LinkedIn (https://www.linkedin.com/feed/update/urn:li:activity:7423016998617473025/) by Jason Feifer (https://www.linkedin.com/in/jasonfeifer/), the Editor in Chief of Entrepreneur Magazine. In a recent article, Jason was interviewing Gary Vaynerchuk (https://www.linkedin.com/in/garyvaynerchuk/) about how marketing has changed, specifically through a redefinition of the mid funnel. The traditional idea of a funnel still exists, but where and how momentum is created has shifted.

      In the post, Jason shared a story that stuck with me. Heinz once posted a simple image on Instagram about a fictional keg of ketchup. It wasn't clever. It wasn't polished. It wasn't even particularly strategic. It was, by most standards, a "stupid" idea.

      
      

      But it caught.

      
      

      The post went viral, and instead of ignoring that signal, Heinz leaned into it. They took what worked, refined it, and eventually turned that one throwaway idea into a full marketing campaign tied to the Super Bowl. A joke became a brand moment.

      
      

      What really hit me was this; the exact same approach can unlock your own career growth.

      
      

      I've talked about marketing yourself before, all the way back in Episode 018, Selling Yourself (https://managingacareer.com/18 ). At its core, marketing is about understanding the needs of your customer and aligning your product to those needs. In your career, the "customers" are the leaders who influence your advancement, and the "product" is you.

      
      

      Traditionally, career growth follows a familiar funnel. You build awareness through visibility (Episode 081, Visibility - https://managingacareer.com/81 ), you demonstrate value over time, and eventually that narrows down to the "purchase" decision; a promotion, a bigger role, or expanded scope.

      
      

      But this is where Gary's insight becomes so useful. The traditional funnel doesn't work the same way anymore. In the modern world, social has become the mid funnel. That means you don't have to start with a perfectly crafted brand or a fully formed strategy. You can start by testing ideas.

      
      

      Simple ideas.

      Rough ideas.

      Even ideas that feel dumb or unfinished.

      
      

      If an idea hits, you work it in the lower funnel; executing, refining, and proving it delivers results. Once it's proven, you expand it upward, where it becomes part of your reputation and your brand.

      
      

      That's exactly what Heinz did with a silly idea about a keg of ketchup…and it's a playbook most professionals never realize they can use.

      
      

      
      

      When it comes to their careers, most people have traditionally focused on the ends of the funnel; either the upper funnel or the lower funnel.

      
      

      In the upper funnel, the goal is recognition. You bring big ideas to meetings. You look for moments to contribute something bold. You try to get your name and your thinking in front of leaders who matter. There's an element of performance here; a desire to stand out. At its worst, this looks like jumping up and down and shouting, "NOTICE ME!"

      
      

      In the lower funnel, the belief is almost the opposite. You expect your work to speak for itself. You execute…and you execute well. You hit deadlines. You deliver quality. You take pride in being reliable and consistent, trusting that results will eventually turn into recognition.

      
      

      In reality, both ends of the funnel matter. Living exclusively in the upper funnel without execution comes across as fluff and self-promotion. Living exclusively in the lower funnel without a personal brand (Episode 043, Personal Brand - https://managingacareer.com/43 ) feels invisible, no matter how good the work is.

      
      

      But in a modern marketing world, it may be time to try something different.

      
      

      Instead of starting at the top or grinding endlessly at the bottom, start in the middle.

      
      

      Work the mid funnel first. Test ideas in low-risk ways. Put thoughts, perspectives, and small experiments into the world and watch how people respond. If something resonates…if it creates pull rather than push…then you scale it.

      
      

      
      

      In marketing, Gary's point was simple. Organic social media is where you test ideas cheaply and quickly. You don't overthink them. You don't turn them into million-dollar campaigns. You post, you watch, you learn.

      
      

      At work, your mid funnel works exactly the same way…it's just not called social media.

      
      

      At work, it's the water cooler; real or virtual; where you run an idea by a peer.

      At work, it's a small demo shown to a single stakeholder.

      At work, it's an informal focus group that pokes holes in a broken process.

      
      

      At work, the mid funnel is small experiments and low-risk initiatives you try before you ask for permission and before you allocate real resources.

      
      

      Mid-funnel career moves aren't about being loud. They're about being observable.

      
      

      For an individual contributor, this shift can look subtle but powerful.

      
      

      Upper-funnel you says, "We should completely rethink how our team reports metrics."

      Lower-funnel you says, "I'll just keep updating the same spreadsheet every week."

      Mid-funnel you says something different; "I'm going to redesign one version of this report for one stakeholder and see if it helps them make decisions faster."

      
      

      That's it. No announcement. No steering committee. No permission slip.

      
      

      You test it. You watch how people react. You collect feedback. If it flops…nobody cares. If it works…now you have signal. And that signal is everything.

      
      

      In Jason's post, the next step was moving into the lower funnel. When something works, you refine it, optimize it, and amplify it. This is where most people hesitate at work, because amplification feels like self-promotion.

      
      

      Here's the reframe. You are not promoting yourself. You are promoting a proven result.

      
      

      Lower-funnel career moves look like this; sharing outcomes, not intentions…documenting impact, not effort…making it easy for others to reuse what worked…letting managers and peers see the before and after.

      
      

      This is where "I tried something" becomes "this created value."

      
      

      If you redesigned that report, now you send a quick note to your manager; "I tried a small tweak with one stakeholder. It cut their review time in half. I think this could scale." That's lower funnel. You're not asking for praise. You're offering leverage.

      
      

      Gary called the final step "sending it up to brand land." In career terms, this is when your work becomes part of how people talk about you…even when you're not in the room.

      
      

      Upper-funnel career outcomes look like this; being asked to present your approach…being pulled into bigger initiatives…your idea becoming "the way we do things now"…leadership referencing your work as an example.

      
      

      And here's the key insight. You don't start here. You earn your way here through mid-funnel testing and lower-funnel proof.

      
      

      People who skip straight to the upper funnel sound strategic but feel ungrounded.

      People who stay forever in the lower funnel feel reliable but forgettable.

      People who master the mid funnel become unavoidable.

      
      

      
      

      Now let's talk about leaders; managers, directors, and executives; because the mid funnel doesn't just get ignored by individuals. It often gets quietly killed by leadership.

      
      

      Most leaders don't do this on purpose. They do it because they're trying to be efficient, decisive, and risk-aware. Ironically, those instincts are exactly what shut down the mid funnel.

      
      

      Upper-funnel leadership sounds like this; "Bring me bold ideas. Think bigger. Be more strategic."

      Lower-funnel leadership sounds like this; "Just execute. We don't have time to experiment. Stick to the plan."

      
      

      Both sound reasonable. Together, they create a trap.

      
      

      When leaders only reward fully formed ideas or perfectly executed work, they leave no room for testing. People learn quickly that half-baked ideas aren't welcome. Small experiments feel dangerous. Early signals never surface. So instead of learning cheaply, teams either stay silent or wait until something is "big enough" to justify the risk.

      
      

      That's how innovation slows down without anyone realizing it.

      
      

      Mid-funnel leadership looks different.

      
      

      Mid-funnel leaders invite rough drafts. They ask, "What did you try?" before asking, "Did it work?" They create space for pilots, prototypes, and small bets that don't require a business case or a blessing from three layers up.

      
      

      For a leader, working the mid funnel might look like this.

      
      

      Instead of asking for a full rollout plan, you ask someone to test an idea with one customer or one team.

      Instead of demanding certainty, you ask what they learned.

      Instead of shutting something down because it's incomplete, you help shape it into something testable.

      
      

      The signal this sends matters. It tells your team that learning is valued. It tells high performers they don't need permission to think. And it gives you better data to make better decisions.

      
      

      Leaders who protect the mid funnel don't just get better ideas. They get better people. Because the people who know how to test, learn, and scale are the same people who grow into strong senior leaders themselves.

      
      

      
      

      This mid-funnel approach works -- at any career level -- for one simple reason. It aligns with how decision-makers actually think.

      
      

      Leaders don't want big risky bets from people they don't trust yet. They want small proof points that reduce uncertainty. Mid-funnel activity reduces risk. Lower-funnel amplification builds confidence. Upper-funnel exposure creates opportunity.

      
      

      This is how promotions really happen. Not from one heroic moment…but from a pattern of tested ideas that scale.

      
      

      The big lesson from Heinz wasn't the ketchup keg. It was the courage to test something small…notice the response…and then go big with confidence. Your career works the same way.

      
      

      Stop waiting for the perfect idea. Start testing imperfect ones in the mid funnel.

      
      

      If this episode helped you see your career differently, do me a favor. Go to your podcast app right now and add a review for my podcast. Your ratings and reviews signal to others the amount of value they can receive by subscribing.

      ]]>4a846413-0cf6-4e42-8ff2-b5a4d229620aTue, 03 Feb 2026 20:00:00 -050012:51falsefull126126Fast to Decide, Slow to Act - MAC125 "Be quick to decide…but slow to act." This isn't just a pithy saying you nod along to and forget; there's real weight behind it. It's a quiet strategy that shows up again and again in fast career growth and strong professional reputations. If you've ever watched someone get promoted and thought, That seemed sudden, there's a good chance this was part of the story. From the outside, it looks like an overnight decision; behind the scenes, it's anything but. They were making clear decisions early, then deliberately working the back-channels; socializing ideas, pressure-testing assumptions, and building confidence in the outcome before taking visible action. This week, we're taking a deeper look at how this strategy actually works…and how you can apply it at any stage of your career.

      Most professionals make the mistake of reversing the adage. They sit with a decision; weighing possibilities, scanning for trouble spots, and searching for more data to increase confidence in the "right" answer. This approach feels responsible. Thoughtful, even. The intent is good; no one wants to make a bad call; especially one that's visible. So the decision gets pushed later and later; right up to the point where it can't be delayed any further.

      Then something subtle but costly happens. Once the decision is finally made, the switch flips. Action has to be immediate because there's no runway left. The plan is announced in an email or unveiled in a meeting; fully formed and already in motion. Almost instantly, resistance shows up. Concerns are raised. Questions surface. The data gets analyzed and reanalyzed. Stakeholders ask why they weren't involved sooner. From the perspective of the decision-maker, this feels like friction or second-guessing. From everyone else's perspective, it feels abrupt. And even when the decision itself is solid, it's now at risk; not because it's wrong, but because people haven't had time to absorb it.

      This resistance isn't politics in the way most people mean it. It's not sabotage, or ego, or a hidden agenda suddenly emerging at the worst possible time. It's a predictable organizational response to surprise. Humans don't resist decisions; they resist being surprised by decisions that affect them. When a fully formed plan appears without warning, people instinctively shift into evaluation mode. They ask questions not because they oppose the outcome, but because their brains are trying to close the gap between what just happened and how did we get here. The more consequential the decision, the stronger this reaction becomes. What feels like friction is often just the organization doing what it always does when it's caught flat-footed; slowing things down to regain a sense of understanding and control.

      Back to the adage. "Be quick to decide, but slow to act." The first thing to internalize is that deciding is not the same as announcing. Many professionals conflate the two; assuming a decision only exists once it's public. In reality, the decision is simply the moment you stop debating and start moving forward. It's the point where second-guessing ends. Where hesitation fades. Where you stop asking should we and start asking how do we position this. Deciding early creates internal clarity; and that clarity is what allows everything that follows to be intentional rather than reactive.

      Once that decision is made, action doesn't mean immediate implementation. There is a critical phase between the decision point and the execution point; and this phase is where careers quietly accelerate. Instead of rushing to roll something out, high performers use this time to socialize the decision with the people who have influence over whether it succeeds. They invite pressure. They ask for pushback. Not to abandon the idea, but to strengthen it. They win over influencers early. This signals competence. It signals leadership. It builds momentum before anything is formally announced. And when the decision finally reaches the wider group, it no longer feels abrupt; it feels inevitable. That's when things take off.

      Before going further, there's one detour worth taking. Jeff Bezos popularized the idea of one-way door and two-way door decisions. One-way door decisions are difficult or impossible to reverse. Two-way door decisions are easier to unwind. Both types should be decided quickly; but one-way door decisions demand a longer, more deliberate socialization phase. This is where assumptions get challenged, risks get surfaced, and the decision gets reinforced. When a decision can't easily be undone, that strengthening process isn't optional; it's what makes the eventual action durable.

      Let me offer a concrete formula you can use at any career level. It's deliberately simple; because complexity creates hesitation. Decide. Seed. Shape. Act.

      First; Decide. This is internal work. No audience. No deck. No Slack message. You decide what you believe should happen and why. Not perfectly. Not with all the data. But clearly enough that you could explain your reasoning if someone asked. If you can't articulate the logic in two or three sentences; you haven't actually decided yet. You're still circling. Decision is the moment you stop debating and start orienting everything that follows.

      Second; Seed. This is where buy-in quietly begins. You choose two or three people who are adjacent to the outcome. Not necessarily the formal decision-makers; often influencers matter more. You bring the idea up casually; one-on-one; low pressure. Your language matters here. You don't say, "Here's what I think we should do." You say, "I've been thinking about something and I'm curious how you see it." You're not selling. You're observing. You listen for reactions. You note hesitation. You ask follow-up questions. This isn't about convincing anyone; it's about mapping the terrain before you start moving across it.

      Third; Shape. This is where the idea evolves; not to water it down; but to make it land. You incorporate language others used. You surface and address objections before they show up in a public forum. You refine the timing, the scope, or the framing. At this stage, people start saying things like, "Yeah, that makes sense," or, "I hadn't thought about it that way." When that happens; something important has shifted. The idea is no longer just yours; it's becoming shared.

      Finally; Act. Now; and only now; do you formalize. Now you send the email. Now you propose the plan. Now you ask for the decision. And here's the tell that you've done this well; the meeting feels anticlimactic. People nod. The questions sound familiar. The outcome feels obvious. That's not luck. That's preparation.

      This formula works at every career stage; it just shows up a little differently depending on where you sit. Early in your career, seeding might mean a conversation with a senior teammate or a manager you trust. You're learning how decisions ripple through a system before you trigger them. Mid-career, seeding tends to happen laterally. Peers matter more than titles at this stage; and alignment sideways prevents painful escalation problems later. If you manage a team, seeding is about emotional readiness. You decide direction quickly; but you give people time to process before expecting execution. Different roles; same rhythm.

      Now let's talk about why this feels so uncomfortable. Being slow to act pushes directly against your ego. You don't get immediate credit. You don't feel productive in obvious ways. There's no visible progress you can easily point to. But here's the tradeoff. You gain credibility. You reduce resistance. You increase follow-through. Careers aren't accelerated by motion; they're accelerated by outcomes that stick. And outcomes that stick almost always feel slower on the front end.

      Careers don't stall because people lack ideas. They stall because ideas arrive too fast and land too hard. Be quick to decide; because clarity is power. Be slow to act;...]]> "Be quick to decide…but slow to act." This isn't just a pithy saying you nod along to and forget; there's real weight behind it. It's a quiet strategy that shows up again and again in fast career growth and strong professional reputations. If you've ever watched someone get promoted and thought, That seemed sudden, there's a good chance this was part of the story. From the outside, it looks like an overnight decision; behind the scenes, it's anything but. They were making clear decisions early, then deliberately working the back-channels; socializing ideas, pressure-testing assumptions, and building confidence in the outcome before taking visible action. This week, we're taking a deeper look at how this strategy actually works…and how you can apply it at any stage of your career.

      Most professionals make the mistake of reversing the adage. They sit with a decision; weighing possibilities, scanning for trouble spots, and searching for more data to increase confidence in the "right" answer. This approach feels responsible. Thoughtful, even. The intent is good; no one wants to make a bad call; especially one that's visible. So the decision gets pushed later and later; right up to the point where it can't be delayed any further.

      Then something subtle but costly happens. Once the decision is finally made, the switch flips. Action has to be immediate because there's no runway left. The plan is announced in an email or unveiled in a meeting; fully formed and already in motion. Almost instantly, resistance shows up. Concerns are raised. Questions surface. The data gets analyzed and reanalyzed. Stakeholders ask why they weren't involved sooner. From the perspective of the decision-maker, this feels like friction or second-guessing. From everyone else's perspective, it feels abrupt. And even when the decision itself is solid, it's now at risk; not because it's wrong, but because people haven't had time to absorb it.

      This resistance isn't politics in the way most people mean it. It's not sabotage, or ego, or a hidden agenda suddenly emerging at the worst possible time. It's a predictable organizational response to surprise. Humans don't resist decisions; they resist being surprised by decisions that affect them. When a fully formed plan appears without warning, people instinctively shift into evaluation mode. They ask questions not because they oppose the outcome, but because their brains are trying to close the gap between what just happened and how did we get here. The more consequential the decision, the stronger this reaction becomes. What feels like friction is often just the organization doing what it always does when it's caught flat-footed; slowing things down to regain a sense of understanding and control.

      Back to the adage. "Be quick to decide, but slow to act." The first thing to internalize is that deciding is not the same as announcing. Many professionals conflate the two; assuming a decision only exists once it's public. In reality, the decision is simply the moment you stop debating and start moving forward. It's the point where second-guessing ends. Where hesitation fades. Where you stop asking should we and start asking how do we position this. Deciding early creates internal clarity; and that clarity is what allows everything that follows to be intentional rather than reactive.

      Once that decision is made, action doesn't mean immediate implementation. There is a critical phase between the decision point and the execution point; and this phase is where careers quietly accelerate. Instead of rushing to roll something out, high performers use this time to socialize the decision with the people who have influence over whether it succeeds. They invite pressure. They ask for pushback. Not to abandon the idea, but to strengthen it. They win over influencers early. This signals competence. It signals leadership. It builds momentum before anything is formally announced. And when the decision finally reaches the wider group, it no longer feels abrupt; it feels inevitable. That's when things take off.

      Before going further, there's one detour worth taking. Jeff Bezos popularized the idea of one-way door and two-way door decisions. One-way door decisions are difficult or impossible to reverse. Two-way door decisions are easier to unwind. Both types should be decided quickly; but one-way door decisions demand a longer, more deliberate socialization phase. This is where assumptions get challenged, risks get surfaced, and the decision gets reinforced. When a decision can't easily be undone, that strengthening process isn't optional; it's what makes the eventual action durable.

      Let me offer a concrete formula you can use at any career level. It's deliberately simple; because complexity creates hesitation. Decide. Seed. Shape. Act.

      First; Decide. This is internal work. No audience. No deck. No Slack message. You decide what you believe should happen and why. Not perfectly. Not with all the data. But clearly enough that you could explain your reasoning if someone asked. If you can't articulate the logic in two or three sentences; you haven't actually decided yet. You're still circling. Decision is the moment you stop debating and start orienting everything that follows.

      Second; Seed. This is where buy-in quietly begins. You choose two or three people who are adjacent to the outcome. Not necessarily the formal decision-makers; often influencers matter more. You bring the idea up casually; one-on-one; low pressure. Your language matters here. You don't say, "Here's what I think we should do." You say, "I've been thinking about something and I'm curious how you see it." You're not selling. You're observing. You listen for reactions. You note hesitation. You ask follow-up questions. This isn't about convincing anyone; it's about mapping the terrain before you start moving across it.

      Third; Shape. This is where the idea evolves; not to water it down; but to make it land. You incorporate language others used. You surface and address objections before they show up in a public forum. You refine the timing, the scope, or the framing. At this stage, people start saying things like, "Yeah, that makes sense," or, "I hadn't thought about it that way." When that happens; something important has shifted. The idea is no longer just yours; it's becoming shared.

      Finally; Act. Now; and only now; do you formalize. Now you send the email. Now you propose the plan. Now you ask for the decision. And here's the tell that you've done this well; the meeting feels anticlimactic. People nod. The questions sound familiar. The outcome feels obvious. That's not luck. That's preparation.

      This formula works at every career stage; it just shows up a little differently depending on where you sit. Early in your career, seeding might mean a conversation with a senior teammate or a manager you trust. You're learning how decisions ripple through a system before you trigger them. Mid-career, seeding tends to happen laterally. Peers matter more than titles at this stage; and alignment sideways prevents painful escalation problems later. If you manage a team, seeding is about emotional readiness. You decide direction quickly; but you give people time to process before expecting execution. Different roles; same rhythm.

      Now let's talk about why this feels so uncomfortable. Being slow to act pushes directly against your ego. You don't get immediate credit. You don't feel productive in obvious ways. There's no visible progress you can easily point to. But here's the tradeoff. You gain credibility. You reduce resistance. You increase follow-through. Careers aren't accelerated by motion; they're accelerated by outcomes that stick. And outcomes that stick almost always feel slower on the front end.

      Careers don't stall because people lack ideas. They stall because ideas arrive too fast and land too hard. Be quick to decide; because clarity is power. Be slow to act; because people need time to come with you.

      If this episode helped you rethink how you push ideas forward; share it with someone who's smart; capable; and moving faster than their influence. Subscribe if you haven't already. Leave a review if this podcast has helped you navigate work more clearly. I'm Layne Robinson. And this is Managing A Career.

      ]]>b12fbf3e-ffda-4330-ab25-164d7b342d27Tue, 27 Jan 2026 20:00:00 -050010:07falsefull125125How to Partner with AI instead of being replaced by it - MAC124 When it comes to AI, a lot of professionals are still telling themselves the same story; "I'll get around to learning it when I get the chance." That mindset made sense when AI felt like a curiosity…or a distant threat that might someday take everyone's jobs. But that phase is already over. AI is no longer a hypothetical technology sitting on the sidelines; it's being quietly woven into daily workflows, baked directly into the tools you already use, and increasingly embedded into what managers and companies expect from their employees. At this point, AI isn't going away. The real question isn't whether you'll work alongside it; the question is whether you'll treat it like an adversary…or learn how to turn it into a coworker, even a partner.

      This isn't about becoming an AI expert or reinventing yourself as a technologist. It's about learning how to incorporate AI into the way you already work. The most useful way to think about AI is as someone you delegate to. You hand it the mundane, repetitive, and energy-draining tasks…the first drafts, the summaries, the pattern-spotting…so you can spend more time on work that actually creates value. When you stop seeing AI as a threat to your job and start treating it like a member of your team, something important happens. You gain leverage. And that leverage is what allows you to move faster, think more strategically, and quietly leap ahead of peers who are still hesitating.

      Over the past year, companies have been quietly recalibrating roles. The expectation is shifting; humans are being asked to focus on judgment, problem-solving, and relationship-building…while AI handles more of the foundation work underneath. We've seen this pattern before. It happened when spreadsheets replaced manual accounting ledgers; when email replaced the fax machine; when cloud storage replaced file cabinets. No one lost their job because of the spreadsheet. They lost their job because they never learned how to use it. What we're watching now is simply the next version of that same cycle.

      Here's the shift most people still haven't internalized. AI isn't replacing jobs wholesale; it's replacing tasks. And careers are usually built on task mastery. If the bottom half of your tasks can be automated, then the only way to stay competitive is to own the top half at a higher level. That's why treating AI as a coworker is so powerful. You become the supervisor; the editor; the critical thinker; the strategist. AI becomes the junior analyst, the assistant, the execution engine underneath you. And this is where promotions actually come from. Leaders notice the people who produce more, produce better, and produce strategically. Increasingly, AI is how you get there.

      If you're early in your career, AI becomes a force multiplier. It allows you to deliver senior-level polish while you're still learning the job itself. The people who rise fastest in entry-level roles over the next few years won't be the ones trying to "prove themselves" by doing everything manually. They'll be the ones using AI to create leverage. Your real focus should be on understanding the why behind the work; then learning which tasks actually matter, when they matter, and how to guide AI to do the execution underneath you.

      If you're mid-career, the expectation shifts toward breadth. Your company assumes you can operate outside your narrow lane…but that's often where burnout begins. AI gives you a way to expand without drowning. It can help you run competitive analyses, prepare presentations, review data, or draft communications so you can show cross-functional value. The classic mid-career stall comes from being overworked and under-leveraged. AI addresses that directly. You already understand the core of your role; AI helps you stretch into the edges without losing control.

      If you're senior or managing a team, this may be the most important category of all. Leaders who learn to orchestrate both humans and AI will outperform those who don't. If your team is using AI but you personally aren't, you'll eventually lose credibility in how you model productivity, judgment, and decision-making. Senior leaders don't need to be the most technical person in the room…but they do need to demonstrate how human insight and automated support work together at scale.

      Every career stage benefits from this shift. The risk only appears when someone ignores it and hopes it will blow over.

      Once you recognize that the world is changing, the next step is obvious. You start looking for where AI can actually help you in your day-to-day work. A simple way to do this is to borrow the same filter leaders use when they delegate to junior team members.

      Ask yourself three questions.

      First; is this repetitive? If you've done a task three or more times this month, AI can probably handle eighty percent of it without much effort. Repetition is a strong signal that delegation makes sense.

      Second; does this require real brainpower or just structure? Summaries, outlines, pattern detection, first drafts, and templated responses are tailor-made for AI. These tasks benefit more from organization than original thinking.

      Third; is perfection required or is forward momentum enough? AI excels at creating a solid foundation that you can then refine with your judgment. It gets you out of "blank page" mode and into decision-making mode faster.

      When you apply this filter, the list of tasks AI can handle becomes obvious. Drafting or revising emails and proposals. Creating first-pass presentations. Organizing information. Summarizing meetings or documents. Researching industry trends. Generating alternative solutions to a problem. Spotting risks or gaps in a plan.

      And here's a simple rule of thumb. If you find yourself avoiding a task because it feels tedious, that's usually the perfect task to delegate to AI.

      But those are also the tasks everyone is focusing on. If you really want to separate yourself from the pack, the shift isn't "I need to learn AI someday." It's committing to a small, repeatable experiment. One that runs every week.

      Here's how it works. Every Monday, identify a single task you can delegate to AI. Keep it small. Keep it manageable. The only requirement is that it saves you time. Then, at the end of the week, document three things; what you delegated, how much time it saved, and how accurate or useful the output actually was.

      This weekly experiment does two powerful things. First, it builds your personal "AI leverage muscle." You stop guessing and start learning where AI truly helps. Second, it creates evidence. Not opinions or enthusiasm…but proof that you're delivering more value than before.

      Over time, look for natural moments to share those wins with your team. Not as hype, but as examples. You're not positioning yourself as "the AI person"; you're positioning yourself as someone who improves how work gets done. When promotion conversations arrive, you're no longer making vague claims about productivity. You're showing documented improvements. Leaders pay attention to employees who pilot new capabilities, measure the results, and scale what works. That signals initiative. It signals adaptability. It signals future potential. And it makes you very hard to ignore.

      This...]]> When it comes to AI, a lot of professionals are still telling themselves the same story; "I'll get around to learning it when I get the chance." That mindset made sense when AI felt like a curiosity…or a distant threat that might someday take everyone's jobs. But that phase is already over. AI is no longer a hypothetical technology sitting on the sidelines; it's being quietly woven into daily workflows, baked directly into the tools you already use, and increasingly embedded into what managers and companies expect from their employees. At this point, AI isn't going away. The real question isn't whether you'll work alongside it; the question is whether you'll treat it like an adversary…or learn how to turn it into a coworker, even a partner.

      This isn't about becoming an AI expert or reinventing yourself as a technologist. It's about learning how to incorporate AI into the way you already work. The most useful way to think about AI is as someone you delegate to. You hand it the mundane, repetitive, and energy-draining tasks…the first drafts, the summaries, the pattern-spotting…so you can spend more time on work that actually creates value. When you stop seeing AI as a threat to your job and start treating it like a member of your team, something important happens. You gain leverage. And that leverage is what allows you to move faster, think more strategically, and quietly leap ahead of peers who are still hesitating.

      Over the past year, companies have been quietly recalibrating roles. The expectation is shifting; humans are being asked to focus on judgment, problem-solving, and relationship-building…while AI handles more of the foundation work underneath. We've seen this pattern before. It happened when spreadsheets replaced manual accounting ledgers; when email replaced the fax machine; when cloud storage replaced file cabinets. No one lost their job because of the spreadsheet. They lost their job because they never learned how to use it. What we're watching now is simply the next version of that same cycle.

      Here's the shift most people still haven't internalized. AI isn't replacing jobs wholesale; it's replacing tasks. And careers are usually built on task mastery. If the bottom half of your tasks can be automated, then the only way to stay competitive is to own the top half at a higher level. That's why treating AI as a coworker is so powerful. You become the supervisor; the editor; the critical thinker; the strategist. AI becomes the junior analyst, the assistant, the execution engine underneath you. And this is where promotions actually come from. Leaders notice the people who produce more, produce better, and produce strategically. Increasingly, AI is how you get there.

      If you're early in your career, AI becomes a force multiplier. It allows you to deliver senior-level polish while you're still learning the job itself. The people who rise fastest in entry-level roles over the next few years won't be the ones trying to "prove themselves" by doing everything manually. They'll be the ones using AI to create leverage. Your real focus should be on understanding the why behind the work; then learning which tasks actually matter, when they matter, and how to guide AI to do the execution underneath you.

      If you're mid-career, the expectation shifts toward breadth. Your company assumes you can operate outside your narrow lane…but that's often where burnout begins. AI gives you a way to expand without drowning. It can help you run competitive analyses, prepare presentations, review data, or draft communications so you can show cross-functional value. The classic mid-career stall comes from being overworked and under-leveraged. AI addresses that directly. You already understand the core of your role; AI helps you stretch into the edges without losing control.

      If you're senior or managing a team, this may be the most important category of all. Leaders who learn to orchestrate both humans and AI will outperform those who don't. If your team is using AI but you personally aren't, you'll eventually lose credibility in how you model productivity, judgment, and decision-making. Senior leaders don't need to be the most technical person in the room…but they do need to demonstrate how human insight and automated support work together at scale.

      Every career stage benefits from this shift. The risk only appears when someone ignores it and hopes it will blow over.

      Once you recognize that the world is changing, the next step is obvious. You start looking for where AI can actually help you in your day-to-day work. A simple way to do this is to borrow the same filter leaders use when they delegate to junior team members.

      Ask yourself three questions.

      First; is this repetitive? If you've done a task three or more times this month, AI can probably handle eighty percent of it without much effort. Repetition is a strong signal that delegation makes sense.

      Second; does this require real brainpower or just structure? Summaries, outlines, pattern detection, first drafts, and templated responses are tailor-made for AI. These tasks benefit more from organization than original thinking.

      Third; is perfection required or is forward momentum enough? AI excels at creating a solid foundation that you can then refine with your judgment. It gets you out of "blank page" mode and into decision-making mode faster.

      When you apply this filter, the list of tasks AI can handle becomes obvious. Drafting or revising emails and proposals. Creating first-pass presentations. Organizing information. Summarizing meetings or documents. Researching industry trends. Generating alternative solutions to a problem. Spotting risks or gaps in a plan.

      And here's a simple rule of thumb. If you find yourself avoiding a task because it feels tedious, that's usually the perfect task to delegate to AI.

      But those are also the tasks everyone is focusing on. If you really want to separate yourself from the pack, the shift isn't "I need to learn AI someday." It's committing to a small, repeatable experiment. One that runs every week.

      Here's how it works. Every Monday, identify a single task you can delegate to AI. Keep it small. Keep it manageable. The only requirement is that it saves you time. Then, at the end of the week, document three things; what you delegated, how much time it saved, and how accurate or useful the output actually was.

      This weekly experiment does two powerful things. First, it builds your personal "AI leverage muscle." You stop guessing and start learning where AI truly helps. Second, it creates evidence. Not opinions or enthusiasm…but proof that you're delivering more value than before.

      Over time, look for natural moments to share those wins with your team. Not as hype, but as examples. You're not positioning yourself as "the AI person"; you're positioning yourself as someone who improves how work gets done. When promotion conversations arrive, you're no longer making vague claims about productivity. You're showing documented improvements. Leaders pay attention to employees who pilot new capabilities, measure the results, and scale what works. That signals initiative. It signals adaptability. It signals future potential. And it makes you very hard to ignore.

      This is the real opportunity. AI doesn't just change how fast you work; it changes your role. Instead of asking, "How do I get all of this done?" you start asking a better question; "How do I direct the work so it meets the standard?" You become the quality controller. The human in the loop. The person whose judgment is irreplaceable.

      In practice, that shift is simple. You tell AI what to do. You review the output with a critical eye. You refine the strategy. You add nuance, context, and experience. Then you deliver the final version with polish and intent.

      This is how you move up the value chain. And the higher you sit on the value chain, the more protected your career becomes. The employees who stagnate over the next few years will be the ones who let AI turn into their competition. The employees who accelerate will be the ones who turn AI into an extension of their own capability.

      You don't need to be perfect. You don't need to be advanced. You just need to be willing to experiment. The people who win during transitions like this aren't the most technical; they're the most curious. You're not behind; you're early. And that's the best place to be.

      So start this week. Pick one task you normally avoid and delegate it to AI. Even if the first draft is messy, you'll save time and build momentum. Then make it systematic. Keep a simple list of tasks you outsource to AI and update it as you learn. Track the time savings. A basic spreadsheet; three columns; nothing fancy. Over a few months, you'll have undeniable evidence that you're working more effectively, not just harder.

      Share one AI-assisted win with your manager. Not in a showy way; just a quick note that signals initiative and adaptability. And get in the habit of "critical review mode." Whenever AI produces something, ask yourself; what's missing? What do I know that it doesn't? How do I elevate this? That judgment is where your value lives.

      Your goal isn't perfection. Your goal is to get slightly better each week.

      If today's episode helped you rethink your relationship with AI, share it with one colleague who's trying to stay ahead in their career. People need this perspective; they just don't always know where to find it. And if you haven't already, subscribe to Managing A Career so you never miss the episodes designed to help you get promoted faster and with more confidence. Every share, every follow, every review helps this show reach more people who want to take control of their career.

      ]]>5b370a94-eaea-4425-93d2-922d5076f2a0Tue, 20 Jan 2026 20:00:00 -050012:26falsefull124124Just Because You're Scared, Doesn't Mean You Do NOTHING - MAC123I heard a quote on a recent episode of the Hidden Brain podcast that really hit me. It was so powerful that I had to rewind the podcast just to hear it again. It was simple, almost obvious once you heard it; "Just because you're scared doesn't mean you do nothing." The line came from a story the guest was telling about his mother. The story had nothing to do with careers, promotions, or performance reviews…but the moment I heard it, I knew it applied perfectly to work.

      Fear shows up any time you're trying to grow. Any time you're pushing beyond what's familiar. Any time you're aiming for more responsibility, more visibility, or more impact. And yet, in the workplace, we treat fear like a personal defect; something to hide, suppress, or wait out. As if confident people simply don't feel it.

      So this episode is about fear; not as a flaw, and not as something to eliminate. It's about fear as a constant companion if you're doing anything that actually moves your career forward. And I want to be clear upfront; this is for everyone. If you're early in your career and scared to speak up. If you're mid‑career and worried you're becoming replaceable. If you're senior and afraid of making the wrong call in front of your team. Fear doesn't disappear with titles. It just changes shape.

      Let's talk about what fear actually does to careers…and what happens when you stop letting it freeze you in place.

      Early in your career, fear is loud. Sometimes almost debilitating. It shows up as self‑doubt and imposter syndrome; that constant internal narration asking questions like, "Am I actually qualified to be here?" "Am I about to ask a dumb question?" "If I mess this up, will people remember it forever?" I've talked about this before in Episode 83, Faking It, because this phase is nearly universal…even if no one around you admits it.

      This kind of fear has a very specific effect on behavior. People stay small. They stay quiet. They wait to be invited instead of volunteering. They do exactly what's asked…and nothing more. There's an unspoken assumption running in the background; once I feel confident, then I'll raise my hand, speak up, or go after something bigger.

      But confidence doesn't come first. Action does. Confidence is built after you do the uncomfortable thing, not before it. I go deeper on this dynamic in Episode 85, Confidence Builds Confidence, because it's one of the most misunderstood ideas in career growth. Waiting to feel ready is one of the most reliable ways to stall out early.

      Most people don't realize this, but the people you admire at work…the ones who seem comfortable speaking up, offering opinions, or volunteering for stretch projects…they were scared too. The difference wasn't a lack of fear. The difference was that they didn't let fear decide their behavior. Fear tells you to stay invisible. Careers are built by people who feel fear…and choose visibility anyway.

      If you've managed to quiet the fear of self‑doubt, you've probably advanced into the middle stages of your career. This is where fear gets more subtle…and far more dangerous. You've built credibility. You know your job. You're good at it. And that's exactly when fear shifts from "Should I even be here?" to "What if I fail?" or "What if I lose what I've already built?" This is the kind of fear that doesn't feel dramatic. It feels reasonable. And it's the kind that can keep people stuck for years.

      At this stage, fear shows up in restraint. You don't apply for the role because you might not get it. You don't challenge a decision because you don't want to be labeled difficult. You don't ask for clarity on promotion criteria because what if the answer is uncomfortable? So instead, you optimize for safety. You become dependable. Reliable. Low‑risk.

      Here's the hard truth; organizations don't promote people because they are safe. They promote people because they trust them with uncertainty. Mid‑career fear quietly convinces people to protect their current role instead of preparing for the next one…and the longer that pattern holds, the harder it becomes to break.

      If you manage a team or sit in a senior role, fear doesn't disappear. It just gets dressed up as responsibility. You're scared of making the wrong call. Scared of losing credibility. Scared of admitting you don't have all the answers. Scared of pushing someone too hard…or not hard enough. So leaders hesitate. They delay feedback. They avoid hard conversations. They stick with familiar strategies long after those strategies have stopped working.

      And here's the irony; the fear of doing harm often creates more harm than action ever would. Teams feel the hesitation. Problems linger. Decisions get deferred instead of made. Strong leaders aren't fearless. They're decisive despite fear.

      This is where that quote comes back into play; "Just because you're scared doesn't mean you do nothing." That sentence reframes everything. It doesn't say fear is irrational. It doesn't say fear is a weakness. It simply says fear does not get veto power over your actions. Fear can ride in the car…it just doesn't get to drive.

      Naming something reduces its power and now that we've named your fear, let's talk about how it actually blocks career growth. Not loudly. Not dramatically. Quietly. Fear keeps you waiting for permission. It keeps you over‑preparing instead of acting. It keeps you saying yes to work that keeps you busy…but not visible. It keeps you quiet in meetings and loud in your own head afterward.

      And the most dangerous thing fear does is this; it convinces you that inaction is neutral. That doing nothing somehow keeps the scoreboard unchanged.

      It doesn't. Doing nothing is a decision. And over time, it's a very loud one. When leaders look around the room and think about who's ready for more, they don't just look at output. They look at how you handle the unknown; whether you freeze when things are unclear, or whether you move forward in spite of the uncertainty. Fear tells you to wait for clarity. Careers are built by people who move before clarity exists.

      Let's make this practical, because motivation without application doesn't change anything. Courage at work is rarely dramatic. It's not quitting your job on the spot or delivering a fiery speech. It's usually small, uncomfortable actions taken consistently. It's asking a question even though your voice shakes a little. It's offering an opinion without a disclaimer. It's asking for feedback you might not like. It's saying "I'd like to be considered for that" instead of hoping someone notices. Courage looks boring from the outside. From the inside, it feels terrifying.

      One of the biggest mistakes people make is assuming courageous action should feel good. It usually doesn't. If it feels comfortable, it's probably familiar. And familiar rarely moves your career forward. The goal isn't to eliminate fear. The goal is to shorten the time between feeling fear and taking action anyway. That gap…that pause where you debate yourself…that's where careers stall or accelerate.

      Let me offer a simple reframe that helps. Instead of asking "what if this goes wrong," ask "what happens if I...]]>I heard a quote on a recent episode of the Hidden Brain podcast that really hit me. It was so powerful that I had to rewind the podcast just to hear it again. It was simple, almost obvious once you heard it; "Just because you're scared doesn't mean you do nothing." The line came from a story the guest was telling about his mother. The story had nothing to do with careers, promotions, or performance reviews…but the moment I heard it, I knew it applied perfectly to work.

      Fear shows up any time you're trying to grow. Any time you're pushing beyond what's familiar. Any time you're aiming for more responsibility, more visibility, or more impact. And yet, in the workplace, we treat fear like a personal defect; something to hide, suppress, or wait out. As if confident people simply don't feel it.

      So this episode is about fear; not as a flaw, and not as something to eliminate. It's about fear as a constant companion if you're doing anything that actually moves your career forward. And I want to be clear upfront; this is for everyone. If you're early in your career and scared to speak up. If you're mid‑career and worried you're becoming replaceable. If you're senior and afraid of making the wrong call in front of your team. Fear doesn't disappear with titles. It just changes shape.

      Let's talk about what fear actually does to careers…and what happens when you stop letting it freeze you in place.

      Early in your career, fear is loud. Sometimes almost debilitating. It shows up as self‑doubt and imposter syndrome; that constant internal narration asking questions like, "Am I actually qualified to be here?" "Am I about to ask a dumb question?" "If I mess this up, will people remember it forever?" I've talked about this before in Episode 83, Faking It, because this phase is nearly universal…even if no one around you admits it.

      This kind of fear has a very specific effect on behavior. People stay small. They stay quiet. They wait to be invited instead of volunteering. They do exactly what's asked…and nothing more. There's an unspoken assumption running in the background; once I feel confident, then I'll raise my hand, speak up, or go after something bigger.

      But confidence doesn't come first. Action does. Confidence is built after you do the uncomfortable thing, not before it. I go deeper on this dynamic in Episode 85, Confidence Builds Confidence, because it's one of the most misunderstood ideas in career growth. Waiting to feel ready is one of the most reliable ways to stall out early.

      Most people don't realize this, but the people you admire at work…the ones who seem comfortable speaking up, offering opinions, or volunteering for stretch projects…they were scared too. The difference wasn't a lack of fear. The difference was that they didn't let fear decide their behavior. Fear tells you to stay invisible. Careers are built by people who feel fear…and choose visibility anyway.

      If you've managed to quiet the fear of self‑doubt, you've probably advanced into the middle stages of your career. This is where fear gets more subtle…and far more dangerous. You've built credibility. You know your job. You're good at it. And that's exactly when fear shifts from "Should I even be here?" to "What if I fail?" or "What if I lose what I've already built?" This is the kind of fear that doesn't feel dramatic. It feels reasonable. And it's the kind that can keep people stuck for years.

      At this stage, fear shows up in restraint. You don't apply for the role because you might not get it. You don't challenge a decision because you don't want to be labeled difficult. You don't ask for clarity on promotion criteria because what if the answer is uncomfortable? So instead, you optimize for safety. You become dependable. Reliable. Low‑risk.

      Here's the hard truth; organizations don't promote people because they are safe. They promote people because they trust them with uncertainty. Mid‑career fear quietly convinces people to protect their current role instead of preparing for the next one…and the longer that pattern holds, the harder it becomes to break.

      If you manage a team or sit in a senior role, fear doesn't disappear. It just gets dressed up as responsibility. You're scared of making the wrong call. Scared of losing credibility. Scared of admitting you don't have all the answers. Scared of pushing someone too hard…or not hard enough. So leaders hesitate. They delay feedback. They avoid hard conversations. They stick with familiar strategies long after those strategies have stopped working.

      And here's the irony; the fear of doing harm often creates more harm than action ever would. Teams feel the hesitation. Problems linger. Decisions get deferred instead of made. Strong leaders aren't fearless. They're decisive despite fear.

      This is where that quote comes back into play; "Just because you're scared doesn't mean you do nothing." That sentence reframes everything. It doesn't say fear is irrational. It doesn't say fear is a weakness. It simply says fear does not get veto power over your actions. Fear can ride in the car…it just doesn't get to drive.

      Naming something reduces its power and now that we've named your fear, let's talk about how it actually blocks career growth. Not loudly. Not dramatically. Quietly. Fear keeps you waiting for permission. It keeps you over‑preparing instead of acting. It keeps you saying yes to work that keeps you busy…but not visible. It keeps you quiet in meetings and loud in your own head afterward.

      And the most dangerous thing fear does is this; it convinces you that inaction is neutral. That doing nothing somehow keeps the scoreboard unchanged.

      It doesn't. Doing nothing is a decision. And over time, it's a very loud one. When leaders look around the room and think about who's ready for more, they don't just look at output. They look at how you handle the unknown; whether you freeze when things are unclear, or whether you move forward in spite of the uncertainty. Fear tells you to wait for clarity. Careers are built by people who move before clarity exists.

      Let's make this practical, because motivation without application doesn't change anything. Courage at work is rarely dramatic. It's not quitting your job on the spot or delivering a fiery speech. It's usually small, uncomfortable actions taken consistently. It's asking a question even though your voice shakes a little. It's offering an opinion without a disclaimer. It's asking for feedback you might not like. It's saying "I'd like to be considered for that" instead of hoping someone notices. Courage looks boring from the outside. From the inside, it feels terrifying.

      One of the biggest mistakes people make is assuming courageous action should feel good. It usually doesn't. If it feels comfortable, it's probably familiar. And familiar rarely moves your career forward. The goal isn't to eliminate fear. The goal is to shorten the time between feeling fear and taking action anyway. That gap…that pause where you debate yourself…that's where careers stall or accelerate.

      Let me offer a simple reframe that helps. Instead of asking "what if this goes wrong," ask "what happens if I keep doing exactly what I'm doing now?". That question is sobering. There's that classic adage that "the definition of insanity is doing the same thing over and over again and expecting different results." If you don't speak up, you remain invisible. If you don't ask, the answer stays no. If you don't stretch, you don't grow. If you don't change, neither will the results. Fear often exaggerates the downside of action and completely ignores the downside of inaction.

      Managers, this part is especially for you. Your team is watching how you respond to fear; not what you say about it, but what you do when things are uncertain. If you avoid risk, they will too. If you punish mistakes, they'll stop trying. If you never admit uncertainty, they'll hide theirs. Creating a culture where people act despite fear doesn't mean chaos. It means psychological safety paired with accountability. Your job isn't to remove fear from the workplace. It's to model forward motion in its presence.

      Fear can be a signal. Sometimes it's telling you to slow down. To think. To prepare. This isn't about reckless action. It's about refusing to let fear be the final decision‑maker. Thoughtful action beats frozen perfection every single time. Career growth isn't about eliminating fear. It's about deciding that fear doesn't get to decide your future. Just because you're scared doesn't mean you do nothing.

      If fear has been the thing quietly holding you back, a career coach can help you work through it. If you're looking for that support, reach out through the Contact Form at https://ManagingACareer.com/contact. I'll set up an introductory session where we'll talk through your career goals and see if we're a good fit. If we click, we can schedule regular sessions to get your career moving; not just forward, but up.

      ]]>4a513a42-a2f6-4651-aa9b-6f26192c7eefTue, 13 Jan 2026 20:00:00 -050011:49falsefull123123Why Excellence Isn't Enough - MAC122If you've been listening to this podcast for any length of time, you know I like to pull ideas from real situations… not theory, not hypotheticals, but things people are actually living through at work. This week's episode came together exactly that way. I was scrolling LinkedIn and came across a post by Ethan Evans about an engineer who had been stuck in a mid‑level role for more than thirty years. Thirty years. Not because this person wasn't talented… not because they were lazy or disengaged… but because they focused exclusively on technical excellence and didn't care what their managers thought.

      That post immediately took me back to Episode 75 of this podcast, where I talked about the transition from Junior to Senior roles. Ethan's story and that episode are really saying the same thing from different angles; careers stall when the rules for promotion change, but you keep playing the game the same old way. Today, we're going to connect those dots. We're going to talk about why excellence alone doesn't get you promoted… why that first major career transition is where a lot of people get stuck… and how to reframe your work so it actually translates into advancement. Whether you're early in your career, deep into it, or managing a team of people who want to grow, this episode is for you.

      Let's start with something uncomfortable but important. Most people believe promotions are the reward for being really good at your job. That belief works… for a while. Early in your career, advancement is often driven by competence. You learn faster. You make fewer mistakes. You need less supervision. You can handle a heavier workload without things breaking. That's why those early promotions sometimes come quickly; Analyst I to Analyst II. Junior Engineer to Engineer. Associate to Senior Associate. It feels linear. Predictable. And then… it just stops.

      That moment is what Episode 75 was really about. The transition from junior to senior is the first time your career asks something fundamentally different from you. Not more effort. Not longer hours. Not a bigger to‑do list. Something else entirely. And this is where Ethan's post fits perfectly. His point was simple but powerful; technical excellence alone does not create business value. Promotions, especially as you move up, are not awarded for effort or purity of craft. They're awarded for impact. That's not cynical… that's just how organizations work.

      If you've been rewarded your entire career for being excellent at execution, it's logical to believe the way forward is to double down. Do better work. Take on more work. Be the person who fixes everything. Be the reliable one. But continuing down that path is a trap. It's how people accidentally build maintenance careers. Ethan used that phrase very intentionally. Doing maintenance work exclusively leads to a maintenance position; stable, valuable, necessary… but rarely fast-growing or far-reaching.

      And maintenance work doesn't just mean keeping systems running or lights on. It shows up in every role. It's the analyst who produces flawless reports that nobody uses to make decisions. It's the marketer who executes campaigns perfectly without ever tying them to revenue. It's the project manager who keeps plans immaculate but never challenges whether the plan makes sense. All of this is high-quality output. All of it takes effort and skill. And almost all of it is invisible when promotion decisions are being made.

      Now let's layer in the junior-to-senior transition. The biggest change at that point in your career is not scope; it's perspective. Senior roles require you to understand why the work exists, not just how to do it. They require you to connect your effort to outcomes that matter to the business. And that's where Ethan's three buckets become incredibly useful; revenue generation, cost reduction, and moat construction.

      These aren't engineering concepts, or marketing concepts, or finance concepts. They're business concepts. They're the lenses leadership uses when deciding where to invest time, money, and attention. And the moment you start framing your work through those lenses, something shifts. You stop sounding like someone who executes tasks well and start sounding like someone who understands the business. That's the moment you begin thinking like someone who gets promoted.

      Let's walk through each of these, but through a career lens rather than a technical one.

      Revenue generation doesn't mean you personally sell something. It means your work creates the conditions for revenue to grow. Early in your career, that can look like asking better questions; who uses this output, how does it help them move faster, what decision does it enable? As you become more senior, it often means prioritizing work that expands capability rather than endlessly refining what already exists. And if you manage people, this shows up as translation. Helping your team understand how their work ties to revenue matters, because if they can't articulate that connection, you can't advocate for them effectively.

      Cost reduction is often misunderstood. People hear that phrase and think layoffs or budget cuts. In reality, cost reduction is about efficiency; time, risk, rework, and complexity. Junior employees contribute here by eliminating friction, simplifying processes, and automating repetitive tasks. Senior employees contribute by redesigning systems, not just operating within them. Leaders contribute by making tradeoffs explicit and aligning effort to what actually matters. If your work reduces the effort required to achieve the same outcome, that's business value. But only if someone knows it happened.

      Moat construction is the least obvious and the most senior-coded of the three. This is work that creates defensibility; knowledge that's hard to replicate, processes competitors don't have, capabilities that compound over time. Early in your career, this might look like developing deep expertise in a niche area that becomes strategically important. Later, it might look like standardizing best practices or mentoring others so the organization doesn't rely on a single hero. From a leadership perspective, moat construction often looks like culture, talent development, and institutional memory.

      And here's the key insight that ties this back to Episode 75. When you move from junior to senior, you're expected to shift from producing outputs to shaping outcomes. That shift is invisible if you don't name it.

      This is where so many careers stall. People are doing work that creates value, but they're not framing it in a way the organization recognizes. Or worse, they're doing work that feels valuable to them but doesn't map cleanly to revenue, cost, or moat. The engineer Ethan mentioned didn't get stuck because they lacked skill. They got stuck because they optimized for the wrong scoreboard. And organizations always promote against a scoreboard… whether they admit it or not.

      Let's talk about force multiplication. In Episode 75, I described the shift from doing to influencing. This is another way of naming the same transition. When your impact is one-to-one, your ceiling is low. When your impact is one-to-many, your ceiling rises. Mentoring is force multiplication. Removing roadblocks is force multiplication. Clarifying priorities is force multiplication.

      And every one of those maps directly to Ethan's framework. Mentoring reduces cost by increasing efficiency. Removing roadblocks accelerates revenue. Building better systems creates a moat. But again, none of this matters if you assume people will notice on their own.

      If you've been listening to this podcast for any length of time, you know I like to pull ideas from real situations… not theory, not hypotheticals, but things people are actually living through at work. This week's episode came together exactly that way. I was scrolling LinkedIn and came across a post by Ethan Evans about an engineer who had been stuck in a mid‑level role for more than thirty years. Thirty years. Not because this person wasn't talented… not because they were lazy or disengaged… but because they focused exclusively on technical excellence and didn't care what their managers thought.

      That post immediately took me back to Episode 75 of this podcast, where I talked about the transition from Junior to Senior roles. Ethan's story and that episode are really saying the same thing from different angles; careers stall when the rules for promotion change, but you keep playing the game the same old way. Today, we're going to connect those dots. We're going to talk about why excellence alone doesn't get you promoted… why that first major career transition is where a lot of people get stuck… and how to reframe your work so it actually translates into advancement. Whether you're early in your career, deep into it, or managing a team of people who want to grow, this episode is for you.

      Let's start with something uncomfortable but important. Most people believe promotions are the reward for being really good at your job. That belief works… for a while. Early in your career, advancement is often driven by competence. You learn faster. You make fewer mistakes. You need less supervision. You can handle a heavier workload without things breaking. That's why those early promotions sometimes come quickly; Analyst I to Analyst II. Junior Engineer to Engineer. Associate to Senior Associate. It feels linear. Predictable. And then… it just stops.

      That moment is what Episode 75 was really about. The transition from junior to senior is the first time your career asks something fundamentally different from you. Not more effort. Not longer hours. Not a bigger to‑do list. Something else entirely. And this is where Ethan's post fits perfectly. His point was simple but powerful; technical excellence alone does not create business value. Promotions, especially as you move up, are not awarded for effort or purity of craft. They're awarded for impact. That's not cynical… that's just how organizations work.

      If you've been rewarded your entire career for being excellent at execution, it's logical to believe the way forward is to double down. Do better work. Take on more work. Be the person who fixes everything. Be the reliable one. But continuing down that path is a trap. It's how people accidentally build maintenance careers. Ethan used that phrase very intentionally. Doing maintenance work exclusively leads to a maintenance position; stable, valuable, necessary… but rarely fast-growing or far-reaching.

      And maintenance work doesn't just mean keeping systems running or lights on. It shows up in every role. It's the analyst who produces flawless reports that nobody uses to make decisions. It's the marketer who executes campaigns perfectly without ever tying them to revenue. It's the project manager who keeps plans immaculate but never challenges whether the plan makes sense. All of this is high-quality output. All of it takes effort and skill. And almost all of it is invisible when promotion decisions are being made.

      Now let's layer in the junior-to-senior transition. The biggest change at that point in your career is not scope; it's perspective. Senior roles require you to understand why the work exists, not just how to do it. They require you to connect your effort to outcomes that matter to the business. And that's where Ethan's three buckets become incredibly useful; revenue generation, cost reduction, and moat construction.

      These aren't engineering concepts, or marketing concepts, or finance concepts. They're business concepts. They're the lenses leadership uses when deciding where to invest time, money, and attention. And the moment you start framing your work through those lenses, something shifts. You stop sounding like someone who executes tasks well and start sounding like someone who understands the business. That's the moment you begin thinking like someone who gets promoted.

      Let's walk through each of these, but through a career lens rather than a technical one.

      Revenue generation doesn't mean you personally sell something. It means your work creates the conditions for revenue to grow. Early in your career, that can look like asking better questions; who uses this output, how does it help them move faster, what decision does it enable? As you become more senior, it often means prioritizing work that expands capability rather than endlessly refining what already exists. And if you manage people, this shows up as translation. Helping your team understand how their work ties to revenue matters, because if they can't articulate that connection, you can't advocate for them effectively.

      Cost reduction is often misunderstood. People hear that phrase and think layoffs or budget cuts. In reality, cost reduction is about efficiency; time, risk, rework, and complexity. Junior employees contribute here by eliminating friction, simplifying processes, and automating repetitive tasks. Senior employees contribute by redesigning systems, not just operating within them. Leaders contribute by making tradeoffs explicit and aligning effort to what actually matters. If your work reduces the effort required to achieve the same outcome, that's business value. But only if someone knows it happened.

      Moat construction is the least obvious and the most senior-coded of the three. This is work that creates defensibility; knowledge that's hard to replicate, processes competitors don't have, capabilities that compound over time. Early in your career, this might look like developing deep expertise in a niche area that becomes strategically important. Later, it might look like standardizing best practices or mentoring others so the organization doesn't rely on a single hero. From a leadership perspective, moat construction often looks like culture, talent development, and institutional memory.

      And here's the key insight that ties this back to Episode 75. When you move from junior to senior, you're expected to shift from producing outputs to shaping outcomes. That shift is invisible if you don't name it.

      This is where so many careers stall. People are doing work that creates value, but they're not framing it in a way the organization recognizes. Or worse, they're doing work that feels valuable to them but doesn't map cleanly to revenue, cost, or moat. The engineer Ethan mentioned didn't get stuck because they lacked skill. They got stuck because they optimized for the wrong scoreboard. And organizations always promote against a scoreboard… whether they admit it or not.

      Let's talk about force multiplication. In Episode 75, I described the shift from doing to influencing. This is another way of naming the same transition. When your impact is one-to-one, your ceiling is low. When your impact is one-to-many, your ceiling rises. Mentoring is force multiplication. Removing roadblocks is force multiplication. Clarifying priorities is force multiplication.

      And every one of those maps directly to Ethan's framework. Mentoring reduces cost by increasing efficiency. Removing roadblocks accelerates revenue. Building better systems creates a moat. But again, none of this matters if you assume people will notice on their own.

      So let's make this practical. If you're early in your career, your job is to stop measuring success by volume. More tasks completed is not the same as more value created. Start asking how your work fits into one of those three buckets. If you're mid-career, your job is to curate your workload. Saying yes to everything isn't generosity; it's a lack of strategy. Choose work that compounds. If you manage people, your job is translation. Help your team see how what they do connects to business outcomes, and advocate for them using the language leadership understands. And if you're already senior, your job is to design environments where excellence naturally turns into impact… rather than hoping people figure it out on their own.

      There's one more piece that makes all of this either work or fail; language and visibility. Promotion decisions are made in rooms you're not in, by people who don't see your day-to-day effort. They rely on summaries, narratives, and secondhand explanations. If the only language available to describe your work is task-based, that's how your contribution gets evaluated. This isn't about self-promotion or politics; it's about making your impact legible. Managers can't advocate for what they can't explain upward. Leaders can't fund what they can't justify. If you don't name your outcomes, someone else will… and they'll usually name the most obvious, least strategic part of your work.

      And it's worth saying this clearly; excellence still matters. Craft still matters. Quality still matters. But excellence without direction turns into maintenance, not momentum. The people who continue to grow aren't abandoning high standards; they're pairing those standards with perspective. They understand where to apply their effort so it compounds. They know which problems are worth solving and which ones just keep the lights on. That combination; excellence plus impact; is what advancement actually looks like in practice.

      If this episode resonated, there's a good chance you're thinking of someone specific right now. A teammate. A former colleague. A friend who's smart, capable, and quietly frustrated because they've been stuck at the same level for years. Do them a favor. Share this episode with them. Not as criticism, but as a lens. Sometimes careers don't stall because people aren't good enough; they stall because no one ever explains that the rules changed. If you want to help someone move forward, this might be the conversation that finally clicks.

      ]]>71cbc3bf-854d-45f1-a5c3-ebfa5291fb76Tue, 06 Jan 2026 20:00:00 -050012:26falsefull122122REPLAY - Acting On Feedback - MAC074As we wrap up the year and head into the holiday season, many of you are taking a well‑deserved break—stepping back, recharging, and hopefully celebrating everything you've accomplished over the past twelve months. I'm doing the same. And even though I'm pausing new episodes for a bit, I still want to leave you with something meaningful to support your growth during this important stretch of the year.

      Because for a lot of professionals, the end of the year isn't just about holidays and downtime. It's also the season of annual reviews, performance conversations, and honest career reflection. It's the moment when you're asked to look back at what you've delivered, look ahead at where you want to go, and—most importantly—absorb the feedback that will help you get there.

      That's why today, I'm bringing back a practical and timely episode: Episode 74 – Acting on Feedback.

      Feedback only becomes valuable when you actually do something with it. Whether your annual review left you energized or a little disappointed, the key to making next year better is the same: take the feedback you've received, understand it, and turn it into action.

      And that's exactly what Episode 74 focuses on. This episode digs into the part of the process most people struggle with—not receiving feedback, but interpreting it, prioritizing it, and translating it into meaningful, targeted steps. Because here's the truth: feedback is almost never as simple as the words someone says out loud. There's always context, nuance, and intent behind it, and understanding that is what unlocks real growth.

      I hope you enjoy revisiting Episode 74, and I hope it gives you clarity and confidence as you step into the new year. When I'm back from the holiday break, we'll dive into fresh topics, new strategies, and more tools to help you manage and accelerate your career.

      In Episode 12, I discussed some strategies for soliciting effective feedback (https://www.managingacareer.com/12). However, feedback is only as good as what you do with it. This week, I'm going to take a look at how you can best act on the feedback that you receive.

      The first step in acting on feedback is understanding what is driving the comment. In the previous episode, I suggested that when receiving feedback, you should ask clarifying questions along the lines of "Can you explain that in more detail?" or "Tell me more." The goal with this clarification is to turn high-level, generic comments into something more specific.

      If you receive feedback that you need to "improve your communication skills", there could be several underlying causes and each one would be addressed differently. If the source of the feedback is because you don't provide regular updates or hold back on negative news, you may need create a weekly report that you send to your superiors; you can hear more by reviewing Episode 44 (https://www.managingacareer.com/44). However, if the source of the feedback is based on recent presentations, you may need to practice presenting more so that you become more comfortable or you might need to work on the content of your presentations (see Episode 56 - Presenting to Leaders https://www.managingacareer.com/56). Without knowing the underlying reasoning for the specific comment, you may not work on correcting the right behaviors.

      If you've received feedback, but are unable to coax additional details about what they mean, the next approach you can take is to reach out to other people that can comment on the same topic. Continuing on the example above, if the feedback you received is about your communication skills, reach out to those that you have presented to or that you regularly provide status to. Ask each of them specifically about the area in question. Look for patterns in the feedback they provide and use that insight to target your improvement.

      As you consider the different elements of feedback that you have received, how does that feedback align with your career trajectory as well as your personal career goals? Prioritize anything that advances you over things that apply to your current level. If you've created your IDP, these items should be represented on your Assessment and Next Role sections. Review Episodes 36 through 40 for details on your IDP (https://www.managingacareer.com/36) and if you need an IDP template, drop me a note requesting one via the Contact form on the ManagingACareer.com website (https://www.managingacareer.com/contact/).

      Now that you have a list of feedback to address, talk with your mentor or coach and develop an action plan. They can help you identify training and activities that will help you develop the skills that you need. Be sure to define goals and deadlines to ensure that you put appropriate focus on addressing the feedback. Episode 47 covered some goal setting frameworks that you may find useful here (https://www.managingacareer.com/47).

      As you reach the identified milestones, update your IDP and discuss your progress with your leader and anyone who participated in giving you feedback. Request updated feedback based on your progress.

      A career coach can help you identify activities to address feedback. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

      ]]>As we wrap up the year and head into the holiday season, many of you are taking a well‑deserved break—stepping back, recharging, and hopefully celebrating everything you've accomplished over the past twelve months. I'm doing the same. And even though I'm pausing new episodes for a bit, I still want to leave you with something meaningful to support your growth during this important stretch of the year.

      Because for a lot of professionals, the end of the year isn't just about holidays and downtime. It's also the season of annual reviews, performance conversations, and honest career reflection. It's the moment when you're asked to look back at what you've delivered, look ahead at where you want to go, and—most importantly—absorb the feedback that will help you get there.

      That's why today, I'm bringing back a practical and timely episode: Episode 74 – Acting on Feedback.

      Feedback only becomes valuable when you actually do something with it. Whether your annual review left you energized or a little disappointed, the key to making next year better is the same: take the feedback you've received, understand it, and turn it into action.

      And that's exactly what Episode 74 focuses on. This episode digs into the part of the process most people struggle with—not receiving feedback, but interpreting it, prioritizing it, and translating it into meaningful, targeted steps. Because here's the truth: feedback is almost never as simple as the words someone says out loud. There's always context, nuance, and intent behind it, and understanding that is what unlocks real growth.

      I hope you enjoy revisiting Episode 74, and I hope it gives you clarity and confidence as you step into the new year. When I'm back from the holiday break, we'll dive into fresh topics, new strategies, and more tools to help you manage and accelerate your career.

      In Episode 12, I discussed some strategies for soliciting effective feedback (https://www.managingacareer.com/12). However, feedback is only as good as what you do with it. This week, I'm going to take a look at how you can best act on the feedback that you receive.

      The first step in acting on feedback is understanding what is driving the comment. In the previous episode, I suggested that when receiving feedback, you should ask clarifying questions along the lines of "Can you explain that in more detail?" or "Tell me more." The goal with this clarification is to turn high-level, generic comments into something more specific.

      If you receive feedback that you need to "improve your communication skills", there could be several underlying causes and each one would be addressed differently. If the source of the feedback is because you don't provide regular updates or hold back on negative news, you may need create a weekly report that you send to your superiors; you can hear more by reviewing Episode 44 (https://www.managingacareer.com/44). However, if the source of the feedback is based on recent presentations, you may need to practice presenting more so that you become more comfortable or you might need to work on the content of your presentations (see Episode 56 - Presenting to Leaders https://www.managingacareer.com/56). Without knowing the underlying reasoning for the specific comment, you may not work on correcting the right behaviors.

      If you've received feedback, but are unable to coax additional details about what they mean, the next approach you can take is to reach out to other people that can comment on the same topic. Continuing on the example above, if the feedback you received is about your communication skills, reach out to those that you have presented to or that you regularly provide status to. Ask each of them specifically about the area in question. Look for patterns in the feedback they provide and use that insight to target your improvement.

      As you consider the different elements of feedback that you have received, how does that feedback align with your career trajectory as well as your personal career goals? Prioritize anything that advances you over things that apply to your current level. If you've created your IDP, these items should be represented on your Assessment and Next Role sections. Review Episodes 36 through 40 for details on your IDP (https://www.managingacareer.com/36) and if you need an IDP template, drop me a note requesting one via the Contact form on the ManagingACareer.com website (https://www.managingacareer.com/contact/).

      Now that you have a list of feedback to address, talk with your mentor or coach and develop an action plan. They can help you identify training and activities that will help you develop the skills that you need. Be sure to define goals and deadlines to ensure that you put appropriate focus on addressing the feedback. Episode 47 covered some goal setting frameworks that you may find useful here (https://www.managingacareer.com/47).

      As you reach the identified milestones, update your IDP and discuss your progress with your leader and anyone who participated in giving you feedback. Request updated feedback based on your progress.

      A career coach can help you identify activities to address feedback. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

      ]]>57671d16-b81e-4adb-8460-c17a1b6101cdTue, 30 Dec 2025 20:00:00 -050007:00falsefullREPLAY - Communicating With Finesse - MAC059I hope you're finding a little space to breathe as we head into the final stretch of the year. This is the season when everything seems to converge at once—deadlines, holidays, planning for next year, and of course, the annual review cycle. And because I'm taking a few weeks off, I'm replaying some of my favorite past episodes that still feel incredibly relevant, especially right now. Today's episode is one of those.

      Before we jump into it, I want to set the stage for why this particular topic—speaking with finesse—matters so much at this time of year. If you're like most professionals, you're probably preparing to give your manager input for your performance review. Maybe you're writing your self‑assessment, maybe you're gathering accomplishments, maybe you're thinking about how to position the work you've done so it reflects the impact you actually had.

      And here's the thing: the way you talk about your work is just as important as the work itself.

      Not because you need to "spin" anything. Not because you need to inflate your contributions. But because your manager can only advocate for what they understand—and they can only understand what you communicate clearly, confidently, and with the right framing.

      That's where finesse comes in.

      Finesse is one of those skills that separates people who do good work from people who are recognized for doing good work. It's the difference between saying, "I completed the project," and saying, "I delivered a cross‑functional project that removed a major bottleneck and positioned the team for faster execution next quarter." Both statements are true. One is simply more complete, more contextual, and more reflective of the real value you created.

      This is especially important during annual review season because your manager is juggling a lot—multiple team members, multiple projects, multiple priorities. They're trying to remember what happened in February, what happened in June, what happened last week. They're trying to write reviews that are fair, accurate, and aligned with organizational expectations. And they're doing all of that while also preparing for their own review.

      So when you give them input that is factual, contextual, and uplifting—not self‑promotional, but accurately framed—you're not just helping yourself. You're helping them do their job better.

      And that's exactly what finesse is about.

      So as you listen today, I encourage you to think about your own annual review input.

      Where could you add more context?

      Where could you frame your contributions in a way that better reflects the real impact you had?

      Where could you apply just a little more finesse?

      Because the truth is, your work deserves to be seen.

      And finesse is one of the most powerful tools you have to make sure it is.

      Alright—let's get into the replay; it's a perfect companion for anyone preparing for year‑end conversations. Enjoy.

      The other day, I saw a post on LinkedIn by Wes Kao the co-Founder of the Maven learning platform. Her post was a synopsis of an issue of her newsletter that really resonated with me (Link https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). It was on the topic of Finesse in Communications. You could also think of it as communicating like a leader.

      In Wes' article, there was a situation where a customer had asked about the limits of a software system. Several people were in a chat thread formulating a response. The first person offered a factual number based on the highest limit observed in the system. The second person clarified the limit with a lower number that had shown acceptable performance plus a plan to increase the performance for a higher limit. The third person took the response from the second person and reframed it to have less of a negative connotation but still convey the same results.

      Finesse is the ability to refine your message based on understanding the situation and the desired outcomes it is the ability to use good judgement in delicate situations. None of the responses were wrong per se, but the first answer could have led to disappointment by the customer if they approached the technical limit and experienced the performance degradations. The second answer provided additional context around the limits but may have caused the customer to look elsewhere for a solution that didn't have those limits. The final answer with a more positive message invited the customer to be optimistic about the solution being able to scale to meet their needs.

      For some, the ability to have finesse in their communications may come naturally. But for others, like any skill, you can improve your abilities with focus and practice. The more you practice, the easier it will be to know when to apply finesse and the more likely it will come to you without consciously thinking about it.

      First, you need to recognize when situations require finesse to handle. As you start practicing, look for situations where the outcome is not well defined or where there are people involved that you don't regularly interact with. That isn't to say that other situations would not benefit from nuance and finesse, but when you are learning the skill, the situations with the most uncertainty will be the ones most obvious to you that using finesse will be appropriate to lead to a positive result.

      Once you have identified a situation to practice your skills, think about your desired outcome and what aspects have the least clarity. When you discuss them with others, pay attention to how the other people react to what you say and how you say it. You aren't just looking for surface level reactions such as responding verbally -- whether in agreement or to counter your points. Look at those micro-reactions such as that fleeting expression when your point hits home before they recompose and make their point. These types of responses can give you clues as to how your approach has been received such as whether it is too direct or needs more context or whether it's too aggressive or too passive. As the interaction proceeds, make adjustments and pay attention to how that changes how your arguments are received.

      Finesse is not just about what you say and how you say it, but it's also about what you DON'T say. In Episode 56 - Presenting to Leaders, I talked about how my background in an analytical field lends itself to providing every detail because they all matter when solving technical problems, but when presenting to an executive, I had to focus on stripping my message down to only the most relevant bits. This is another part of exhibiting finesse in your communications. Understanding when to include and when to exclude information to direct the situation towards the outcome you are pushing for. This doesn't mean to lie through omission -- that leads to losing trust. But understanding which details are important to your audience and which details are noise is part of framing your message clarity.

      I hope you're finding a little space to breathe as we head into the final stretch of the year. This is the season when everything seems to converge at once—deadlines, holidays, planning for next year, and of course, the annual review cycle. And because I'm taking a few weeks off, I'm replaying some of my favorite past episodes that still feel incredibly relevant, especially right now. Today's episode is one of those.

      Before we jump into it, I want to set the stage for why this particular topic—speaking with finesse—matters so much at this time of year. If you're like most professionals, you're probably preparing to give your manager input for your performance review. Maybe you're writing your self‑assessment, maybe you're gathering accomplishments, maybe you're thinking about how to position the work you've done so it reflects the impact you actually had.

      And here's the thing: the way you talk about your work is just as important as the work itself.

      Not because you need to "spin" anything. Not because you need to inflate your contributions. But because your manager can only advocate for what they understand—and they can only understand what you communicate clearly, confidently, and with the right framing.

      That's where finesse comes in.

      Finesse is one of those skills that separates people who do good work from people who are recognized for doing good work. It's the difference between saying, "I completed the project," and saying, "I delivered a cross‑functional project that removed a major bottleneck and positioned the team for faster execution next quarter." Both statements are true. One is simply more complete, more contextual, and more reflective of the real value you created.

      This is especially important during annual review season because your manager is juggling a lot—multiple team members, multiple projects, multiple priorities. They're trying to remember what happened in February, what happened in June, what happened last week. They're trying to write reviews that are fair, accurate, and aligned with organizational expectations. And they're doing all of that while also preparing for their own review.

      So when you give them input that is factual, contextual, and uplifting—not self‑promotional, but accurately framed—you're not just helping yourself. You're helping them do their job better.

      And that's exactly what finesse is about.

      So as you listen today, I encourage you to think about your own annual review input.

      Where could you add more context?

      Where could you frame your contributions in a way that better reflects the real impact you had?

      Where could you apply just a little more finesse?

      Because the truth is, your work deserves to be seen.

      And finesse is one of the most powerful tools you have to make sure it is.

      Alright—let's get into the replay; it's a perfect companion for anyone preparing for year‑end conversations. Enjoy.

      The other day, I saw a post on LinkedIn by Wes Kao the co-Founder of the Maven learning platform. Her post was a synopsis of an issue of her newsletter that really resonated with me (Link https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). It was on the topic of Finesse in Communications. You could also think of it as communicating like a leader.

      In Wes' article, there was a situation where a customer had asked about the limits of a software system. Several people were in a chat thread formulating a response. The first person offered a factual number based on the highest limit observed in the system. The second person clarified the limit with a lower number that had shown acceptable performance plus a plan to increase the performance for a higher limit. The third person took the response from the second person and reframed it to have less of a negative connotation but still convey the same results.

      Finesse is the ability to refine your message based on understanding the situation and the desired outcomes it is the ability to use good judgement in delicate situations. None of the responses were wrong per se, but the first answer could have led to disappointment by the customer if they approached the technical limit and experienced the performance degradations. The second answer provided additional context around the limits but may have caused the customer to look elsewhere for a solution that didn't have those limits. The final answer with a more positive message invited the customer to be optimistic about the solution being able to scale to meet their needs.

      For some, the ability to have finesse in their communications may come naturally. But for others, like any skill, you can improve your abilities with focus and practice. The more you practice, the easier it will be to know when to apply finesse and the more likely it will come to you without consciously thinking about it.

      First, you need to recognize when situations require finesse to handle. As you start practicing, look for situations where the outcome is not well defined or where there are people involved that you don't regularly interact with. That isn't to say that other situations would not benefit from nuance and finesse, but when you are learning the skill, the situations with the most uncertainty will be the ones most obvious to you that using finesse will be appropriate to lead to a positive result.

      Once you have identified a situation to practice your skills, think about your desired outcome and what aspects have the least clarity. When you discuss them with others, pay attention to how the other people react to what you say and how you say it. You aren't just looking for surface level reactions such as responding verbally -- whether in agreement or to counter your points. Look at those micro-reactions such as that fleeting expression when your point hits home before they recompose and make their point. These types of responses can give you clues as to how your approach has been received such as whether it is too direct or needs more context or whether it's too aggressive or too passive. As the interaction proceeds, make adjustments and pay attention to how that changes how your arguments are received.

      Finesse is not just about what you say and how you say it, but it's also about what you DON'T say. In Episode 56 - Presenting to Leaders, I talked about how my background in an analytical field lends itself to providing every detail because they all matter when solving technical problems, but when presenting to an executive, I had to focus on stripping my message down to only the most relevant bits. This is another part of exhibiting finesse in your communications. Understanding when to include and when to exclude information to direct the situation towards the outcome you are pushing for. This doesn't mean to lie through omission -- that leads to losing trust. But understanding which details are important to your audience and which details are noise is part of framing your message clarity.

      Because finesse is in large part driven by the PEOPLE, there are no hard and fast rules about how to handle each situation. But what you CAN do is bring in someone who has a better handle on how to apply finesse such as Person Three from the example story. Have them observe your approach and provide feedback on how you can do better. You can also watch them when they are interacting with others and then have a review session afterwards where you can ask them about the different decisions they made about how to approach the conversation.

      Go read Wes' full article on finesse which you can find linked in the show notes (https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). There are additional insights and strategies that can help you perfect your finesse skills. Improving your communication skills will help you advance your career no matter what level you are at and finesse is an important aspect of that.

      If you would like to be alerted when I release new content, go to ManagingACareer.com/follow for the various platforms where I can be found. Help me spread the word by sending that link to your friends and co-workers, too.

      ]]>a4df072f-0534-4c20-a6f3-b568b297250bTue, 23 Dec 2025 20:00:00 -050009:22falsefullREPLAY - Put Yourself In Their Shoes - MAC073 Hello everyone, and welcome back to the podcast. I hope you're enjoying the holiday season and taking some time to recharge. I'm doing the same this week—stepping back for a little rest—but I didn't want to leave you without an episode. So, I'm bringing back one of the most impactful conversations we've had on this show: Episode 73, Put Yourself In Their Shoes.

      It's all about one of the most underrated skills you can develop for both your career and even everyday life: the ability to understand the motivations of the people around you. It's not necessarily about agreeing with them; it's about seeing the world through their lens long enough to understand what's driving them. And when you do that, you unlock a whole new level of influence, collaboration, and trust.

      This episode isn't just theory—it's a toolkit. And if you put it into practice, you'll find yourself building stronger networks, closing gaps in communication, and creating opportunities that might have felt out of reach before. So, as you listen today, I encourage you to think about the people you interact with most—your coworkers, your boss, your clients, even your friends and family. Ask yourself: What might be motivating them? What pressures are they under? How could I adjust my approach if I saw things from their perspective?

      I'll leave you with this thought before we dive in: empathy isn't just a soft skill. It's a power skill. It's the difference between pushing against resistance and moving with momentum. And this episode shows you how to harness it.

      And now…..on to the episode.

      When it comes to dealing with people, it can be difficult when they don't share the same opinion you do as to how to handle a specific situation and that can often lead to conflict or complications. The fastest way to move past those differences and get back to moving forward is to put yourself in their shoes.

      If you can understand people's thoughts and motivations it goes a long way towards formulating an argument that sways them to your side. How well can you read them? Some people will mask their true thoughts and feelings, especially when it comes to professional relationships. To really understand them you might need to rely on your observational skills and not just listen to the words that they say.

      Start with how they are speaking. When someone is excited about something, even if they are trying to suppress it, they will speak slightly faster and with a higher pitch. Conversely, if they are unsure, they will slow down and be more cautious as they speak. Even their word choices can give you a clue as to their mindset. Open language will indicate a higher level of trust. Strong, clear language indicating confidence. If you find that their words are not in alignment with their body language, it becomes even more important to observe them closely.

      Visually, watch their body language and look for micro expressions that may clue you in to something that they aren't saying. Whether they are smiling genuinely or politely says a lot. Is their stance closed with their arms crossed or are they open and receptive or possibly even leaning in with excitement? When you say something new, is there a flash of humor or anger in the corners of their eyes? Some of these visual cues will be easier to spot, but the more nuanced actions can be more revealing.

      In general, people are not malicious in their actions, but, the actions they take may come across that way. For instance, I have seen multiple times where Person A feels like Person B is purposefully undermining the ability for Person A to perform work. But, in reality, Person B is just focused on taking steps that they think will let them reach their personal goals that they never even considered how that could impact Person A. Once Person A sat down and spoke with Person B and everyone's views were communicated, both people were able to be more productive and reach their goals quickly.

      The easiest path to knowing someone's motivations is to come out and ask them. But, sometimes, you don't have that type of relationship with them and it may take a little bit of detective work. For example, how have their current projects been going recently? If positively, their mood probably reflects that. Though if they are experiencing project stress, they may be taking it out on everyone around them. The "no" to your request may be coming from this type of stress more than anything else. Looking for these types of factors can help you find the motivations of someone that you would not ask directly.

      No matter how you gain the insight, how can you use this understanding to your advantage?

      • When you understand someone, you can build a stronger relationship with them. Stronger relationships lead to stronger networks. And I can't stress enough how powerful a strong network can be. (https://www.managingacareer.com/29)
      • If someone's actions are not in alignment with what they say, you can look towards their secret motivations for guidance on how to bring them back to alignment. Someone who accepts tasks but looks for ways to avoid them may be missing key knowledge or resources and does not want to admit that weakness. Understanding this, you can provide the tasks as well as information on how to close the resource gap so that they can be successful without looking weak.
      • If you are making a proposal to someone, you can tailor your pitch accordingly based on how they feel about the idea. If someone is excited about the topic, play up the capabilities and benefits to get them more excited. If someone is unsure, focus on the approach and risk mitigation plan so that they gain some certainty.
      
      

      Building these people reading skills will take practice. With all of your interactions, make notes about your observations and review those notes with your close coworkers and mentors; especially if they are involved in those same conversations. They can help you refine your deductions. Over time, this will come more naturally.

      I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

      ]]> Hello everyone, and welcome back to the podcast. I hope you're enjoying the holiday season and taking some time to recharge. I'm doing the same this week—stepping back for a little rest—but I didn't want to leave you without an episode. So, I'm bringing back one of the most impactful conversations we've had on this show: Episode 73, Put Yourself In Their Shoes.

      It's all about one of the most underrated skills you can develop for both your career and even everyday life: the ability to understand the motivations of the people around you. It's not necessarily about agreeing with them; it's about seeing the world through their lens long enough to understand what's driving them. And when you do that, you unlock a whole new level of influence, collaboration, and trust.

      This episode isn't just theory—it's a toolkit. And if you put it into practice, you'll find yourself building stronger networks, closing gaps in communication, and creating opportunities that might have felt out of reach before. So, as you listen today, I encourage you to think about the people you interact with most—your coworkers, your boss, your clients, even your friends and family. Ask yourself: What might be motivating them? What pressures are they under? How could I adjust my approach if I saw things from their perspective?

      I'll leave you with this thought before we dive in: empathy isn't just a soft skill. It's a power skill. It's the difference between pushing against resistance and moving with momentum. And this episode shows you how to harness it.

      And now…..on to the episode.

      When it comes to dealing with people, it can be difficult when they don't share the same opinion you do as to how to handle a specific situation and that can often lead to conflict or complications. The fastest way to move past those differences and get back to moving forward is to put yourself in their shoes.

      If you can understand people's thoughts and motivations it goes a long way towards formulating an argument that sways them to your side. How well can you read them? Some people will mask their true thoughts and feelings, especially when it comes to professional relationships. To really understand them you might need to rely on your observational skills and not just listen to the words that they say.

      Start with how they are speaking. When someone is excited about something, even if they are trying to suppress it, they will speak slightly faster and with a higher pitch. Conversely, if they are unsure, they will slow down and be more cautious as they speak. Even their word choices can give you a clue as to their mindset. Open language will indicate a higher level of trust. Strong, clear language indicating confidence. If you find that their words are not in alignment with their body language, it becomes even more important to observe them closely.

      Visually, watch their body language and look for micro expressions that may clue you in to something that they aren't saying. Whether they are smiling genuinely or politely says a lot. Is their stance closed with their arms crossed or are they open and receptive or possibly even leaning in with excitement? When you say something new, is there a flash of humor or anger in the corners of their eyes? Some of these visual cues will be easier to spot, but the more nuanced actions can be more revealing.

      In general, people are not malicious in their actions, but, the actions they take may come across that way. For instance, I have seen multiple times where Person A feels like Person B is purposefully undermining the ability for Person A to perform work. But, in reality, Person B is just focused on taking steps that they think will let them reach their personal goals that they never even considered how that could impact Person A. Once Person A sat down and spoke with Person B and everyone's views were communicated, both people were able to be more productive and reach their goals quickly.

      The easiest path to knowing someone's motivations is to come out and ask them. But, sometimes, you don't have that type of relationship with them and it may take a little bit of detective work. For example, how have their current projects been going recently? If positively, their mood probably reflects that. Though if they are experiencing project stress, they may be taking it out on everyone around them. The "no" to your request may be coming from this type of stress more than anything else. Looking for these types of factors can help you find the motivations of someone that you would not ask directly.

      No matter how you gain the insight, how can you use this understanding to your advantage?

      • When you understand someone, you can build a stronger relationship with them. Stronger relationships lead to stronger networks. And I can't stress enough how powerful a strong network can be. (https://www.managingacareer.com/29)
      • If someone's actions are not in alignment with what they say, you can look towards their secret motivations for guidance on how to bring them back to alignment. Someone who accepts tasks but looks for ways to avoid them may be missing key knowledge or resources and does not want to admit that weakness. Understanding this, you can provide the tasks as well as information on how to close the resource gap so that they can be successful without looking weak.
      • If you are making a proposal to someone, you can tailor your pitch accordingly based on how they feel about the idea. If someone is excited about the topic, play up the capabilities and benefits to get them more excited. If someone is unsure, focus on the approach and risk mitigation plan so that they gain some certainty.
      
      

      Building these people reading skills will take practice. With all of your interactions, make notes about your observations and review those notes with your close coworkers and mentors; especially if they are involved in those same conversations. They can help you refine your deductions. Over time, this will come more naturally.

      I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

      ]]>e76c8fa9-7dac-41f2-95ea-8fb790d9a673Tue, 16 Dec 2025 20:00:00 -050008:17falsefullNetworking is a long game - MAC121 We've all experienced it. You're at a training session or a professional meet-up or maybe you're wandering the expo hall at an industry conference. A bit of downtime leads to a quick exchange with the person next to you... five minutes of conversation, maybe ten if everyone's particularly chatty. You swap LinkedIn profiles or trade business cards or even promise to follow up later. Then nothing happens. The moment ends, the event ends, and the relationship ends right along with it. But it doesn't have to. Those tiny talking windows you slip through at conferences and workshops can evolve into long-lasting professional relationships. They can become the very foundation of a network that opens doors for years to come.

      In this week's episode of the Managing A Career podcast, we're not going to sit in the realm of theory. We're diving into the practical side of networking... the real actions you can take to turn quick handshakes and fleeting conversations into relationships that matter. You've heard the message before; your network is one of the most valuable career tools you'll ever build. I've repeated that line myself more times than I can count, and I truly mean it because my own career growth has been shaped by the relationships I've nurtured along the way. Still, I know that for many people, forming connections that actually lead somewhere feels like a mystery. If that's you right now, this is the episode you'll want to pay attention to.

      All success begins at the first interaction, so that's exactly where we'll start. When you're in those casual meet-and-greet conversations, there are ways to make sure they don't end as nothing more than polite small talk. This isn't about being the most charismatic person in the room or forcing yourself to be clever or funny. What you do need is intention. Are you truly engaging with the person across from you... listening to what excites them or noticing what makes them unique? Or are you mentally rehearsing your own story, waiting for your turn to talk? One of the most powerful habits you can develop is taking notes shortly after the interaction. It doesn't have to be formal; a line or two about who they are, what you discussed, and any details that stood out. Beyond that, be curious instead of performative. Ask one more question than feels natural. Reflect something back to them, so they know you heard them. Look for common ground you can reference later... a shared interest, a similar problem you're both trying to solve, even a moment you found funny. If you're at an event, snap a quick photo of their business card or connect on LinkedIn on the spot so you don't lose them in the post-event blur. These small behaviors lay the groundwork for something deeper before you've even walked away.

      Once the event wraps up and everyone heads back to their offices or hotel rooms or inboxes, that's when the real work begins. Take the time to send a follow-up message to every single person you connected with... even the ones who don't feel useful to you right now. Networking is a long game. The intern today becomes the director in five years. That person who didn't align with your needs this quarter might be exactly the person you need the next time you are looking for a career pivot. So when you reach out, do more than fire off a polite "nice meeting you." Send a message that proves you were present. Remind them of something specific you discussed. Reference a detail only the two of you would remember. And then, most importantly, keep the door open. End with a question or an invitation for a future touchpoint; ask them to send you the article they mentioned or propose grabbing a coffee when schedules allow. The goal is not to close a deal, but to continue a dialogue.

      If you send a message like:

      Hey, it was great meeting you at the conference earlier today. I found your thoughts on the newest regulations to be very insightful.

      It may feel sincere and you may even think it will lead to a connection. But, in reality, it falls flat. It doesn't give the other person any reason to respond beyond a polite, "It was great meeting you, too." It's a dead end, not a bridge.

      In contrast, consider this approach:

      Hey, it was great meeting you at the conference today. I found your thoughts on the newest regulations to be very insightful. I'd love to talk with you more about how our companies could implement those restrictions when they kick in next year. Maybe we can meet up for coffee next week and brainstorm some ideas.

      This second message works because it does three critical things. First, it shows that you were actively listening during your conversation, recalling a detail specific to your discussion. Second, it offers a clear opportunity for the other person to add value, sharing their thoughts or expertise in a meaningful way. And third, it creates an actionable next step—an invitation to meet in person, which strengthens the connection far beyond a simple digital exchange. Even in a world where virtual meetings are commonplace, there's something inherently more memorable about sitting across a table from someone, sharing ideas and energy in real time. That physical presence builds trust, deepens rapport, and signals that you're serious about the relationship, not just about checking a networking box.

      Ideally, your first follow-up sparks a conversation that lasts days, maybe weeks, or even months before naturally tapering off. That's completely normal—and it's still a win. Even a brief period of genuine back-and-forth is a solid foundation for a long-term professional relationship. If the conversation does take off, you're in a great place and can move on to nurturing it in smaller, periodic ways. But if your initial message doesn't get a response, don't be discouraged—try again. People get busy, priorities shift, and your outreach may have arrived at the wrong moment. In your second follow-up, go a step deeper. Reference the same topic from your first message, add new insights, or link to a relevant article or resource that might spark interest. The key is to keep the message open-ended, giving them an easy way to engage without feeling pressured. Persistence with thoughtfulness separates a fleeting contact from a meaningful connection.

      Once you've opened a dialogue and the conversation begins flowing, your goal is simply to keep the channel warm. That doesn't mean weekly check-ins or constant messaging—that would feel forced for you and overwhelming for them. Instead, maintain a casual but intentional rhythm. Every so often, send something useful or thoughtful; a link to an article you both would appreciate, a quick congratulations when they earn a new role or complete a project, or even a short note reacting to something they posted online. When the opportunity arises, add even more value by connecting them with someone else in your network, especially if there's a clear benefit for both sides. And while digital communication helps bridge the distance, remember that in-person interactions still leave the strongest impression. A simple coffee or lunch invites deeper conversation and reinforces that you're invested in the relationship, not just the contact.

      Up to this point, everything we've covered has been rooted in giving—and that's intentional. Yes, the ultimate benefit of a strong network is that you have people to lean on when you need help or opportunity, but no one wants to feel like they're being mined for favors. If the relationship is one-sided, if you only show up when you need something, people pull away. Reciprocity matters. However, once you've built the relationship, stayed connected, and proven that you're someone who gives as readily as you receive, it becomes absolutely appropriate to ask for something. The key isn't if you ask—it's how. A good request is easy to say yes to and difficult to dismiss. Early networking communications should be open and conversational, but when you ask for help, you need to be specific and directional. Don't say, "Let me know if you hear about any openings." That's vague, energy-draining, and puts all the work on them. Instead, make the request clear: "I'm exploring opportunities and would appreciate an introduction to the hiring manager." A specific ask tells them exactly what you need and how they can help, which makes it more likely they'll follow through.

      We've all experienced it. You're at a training session or a professional meet-up or maybe you're wandering the expo hall at an industry conference. A bit of downtime leads to a quick exchange with the person next to you... five minutes of conversation, maybe ten if everyone's particularly chatty. You swap LinkedIn profiles or trade business cards or even promise to follow up later. Then nothing happens. The moment ends, the event ends, and the relationship ends right along with it. But it doesn't have to. Those tiny talking windows you slip through at conferences and workshops can evolve into long-lasting professional relationships. They can become the very foundation of a network that opens doors for years to come.

      In this week's episode of the Managing A Career podcast, we're not going to sit in the realm of theory. We're diving into the practical side of networking... the real actions you can take to turn quick handshakes and fleeting conversations into relationships that matter. You've heard the message before; your network is one of the most valuable career tools you'll ever build. I've repeated that line myself more times than I can count, and I truly mean it because my own career growth has been shaped by the relationships I've nurtured along the way. Still, I know that for many people, forming connections that actually lead somewhere feels like a mystery. If that's you right now, this is the episode you'll want to pay attention to.

      All success begins at the first interaction, so that's exactly where we'll start. When you're in those casual meet-and-greet conversations, there are ways to make sure they don't end as nothing more than polite small talk. This isn't about being the most charismatic person in the room or forcing yourself to be clever or funny. What you do need is intention. Are you truly engaging with the person across from you... listening to what excites them or noticing what makes them unique? Or are you mentally rehearsing your own story, waiting for your turn to talk? One of the most powerful habits you can develop is taking notes shortly after the interaction. It doesn't have to be formal; a line or two about who they are, what you discussed, and any details that stood out. Beyond that, be curious instead of performative. Ask one more question than feels natural. Reflect something back to them, so they know you heard them. Look for common ground you can reference later... a shared interest, a similar problem you're both trying to solve, even a moment you found funny. If you're at an event, snap a quick photo of their business card or connect on LinkedIn on the spot so you don't lose them in the post-event blur. These small behaviors lay the groundwork for something deeper before you've even walked away.

      Once the event wraps up and everyone heads back to their offices or hotel rooms or inboxes, that's when the real work begins. Take the time to send a follow-up message to every single person you connected with... even the ones who don't feel useful to you right now. Networking is a long game. The intern today becomes the director in five years. That person who didn't align with your needs this quarter might be exactly the person you need the next time you are looking for a career pivot. So when you reach out, do more than fire off a polite "nice meeting you." Send a message that proves you were present. Remind them of something specific you discussed. Reference a detail only the two of you would remember. And then, most importantly, keep the door open. End with a question or an invitation for a future touchpoint; ask them to send you the article they mentioned or propose grabbing a coffee when schedules allow. The goal is not to close a deal, but to continue a dialogue.

      If you send a message like:

      Hey, it was great meeting you at the conference earlier today. I found your thoughts on the newest regulations to be very insightful.

      It may feel sincere and you may even think it will lead to a connection. But, in reality, it falls flat. It doesn't give the other person any reason to respond beyond a polite, "It was great meeting you, too." It's a dead end, not a bridge.

      In contrast, consider this approach:

      Hey, it was great meeting you at the conference today. I found your thoughts on the newest regulations to be very insightful. I'd love to talk with you more about how our companies could implement those restrictions when they kick in next year. Maybe we can meet up for coffee next week and brainstorm some ideas.

      This second message works because it does three critical things. First, it shows that you were actively listening during your conversation, recalling a detail specific to your discussion. Second, it offers a clear opportunity for the other person to add value, sharing their thoughts or expertise in a meaningful way. And third, it creates an actionable next step—an invitation to meet in person, which strengthens the connection far beyond a simple digital exchange. Even in a world where virtual meetings are commonplace, there's something inherently more memorable about sitting across a table from someone, sharing ideas and energy in real time. That physical presence builds trust, deepens rapport, and signals that you're serious about the relationship, not just about checking a networking box.

      Ideally, your first follow-up sparks a conversation that lasts days, maybe weeks, or even months before naturally tapering off. That's completely normal—and it's still a win. Even a brief period of genuine back-and-forth is a solid foundation for a long-term professional relationship. If the conversation does take off, you're in a great place and can move on to nurturing it in smaller, periodic ways. But if your initial message doesn't get a response, don't be discouraged—try again. People get busy, priorities shift, and your outreach may have arrived at the wrong moment. In your second follow-up, go a step deeper. Reference the same topic from your first message, add new insights, or link to a relevant article or resource that might spark interest. The key is to keep the message open-ended, giving them an easy way to engage without feeling pressured. Persistence with thoughtfulness separates a fleeting contact from a meaningful connection.

      Once you've opened a dialogue and the conversation begins flowing, your goal is simply to keep the channel warm. That doesn't mean weekly check-ins or constant messaging—that would feel forced for you and overwhelming for them. Instead, maintain a casual but intentional rhythm. Every so often, send something useful or thoughtful; a link to an article you both would appreciate, a quick congratulations when they earn a new role or complete a project, or even a short note reacting to something they posted online. When the opportunity arises, add even more value by connecting them with someone else in your network, especially if there's a clear benefit for both sides. And while digital communication helps bridge the distance, remember that in-person interactions still leave the strongest impression. A simple coffee or lunch invites deeper conversation and reinforces that you're invested in the relationship, not just the contact.

      Up to this point, everything we've covered has been rooted in giving—and that's intentional. Yes, the ultimate benefit of a strong network is that you have people to lean on when you need help or opportunity, but no one wants to feel like they're being mined for favors. If the relationship is one-sided, if you only show up when you need something, people pull away. Reciprocity matters. However, once you've built the relationship, stayed connected, and proven that you're someone who gives as readily as you receive, it becomes absolutely appropriate to ask for something. The key isn't if you ask—it's how. A good request is easy to say yes to and difficult to dismiss. Early networking communications should be open and conversational, but when you ask for help, you need to be specific and directional. Don't say, "Let me know if you hear about any openings." That's vague, energy-draining, and puts all the work on them. Instead, make the request clear: "I'm exploring opportunities and would appreciate an introduction to the hiring manager." A specific ask tells them exactly what you need and how they can help, which makes it more likely they'll follow through.

      Now that you know the recipe for building a strong, reliable network, it's time to put it into action. Theory is valuable, but your network grows only through behavior. So think back—who have you met recently that you would genuinely like to stay connected with? Reach out today and form that first touchpoint. And who in your existing network has gone quiet over the past few months? A simple check-in could be all it takes to reignite the relationship. Then take one more step: treat your network like the career asset it is. Scan through your contacts and begin documenting details—what they're interested in, the roles they hold, the projects they're proud of, even small personal notes they've shared. Create your own relationship memory bank. You may not need this information right now, but someday you'll know exactly who to call... and they'll remember you as someone who showed up long before you needed something.

      Building a powerful network doesn't happen by accident—it starts with small, intentional steps and grows through consistent effort. Now that you know the strategies to turn fleeting conversations into lasting career connections, it's time to put them into practice. If you found this episode helpful, don't keep it to yourself—subscribe to the Managing A Career podcast so you never miss another actionable insight, and share it with a friend or colleague who's serious about growing their career. The right connections at the right time can change everything, and the more people you help, the stronger your own network becomes.

      ]]>90e6773b-ab7d-4381-98be-2039c5298ef5Tue, 09 Dec 2025 20:00:00 -050011:12falsefull121121Advancement isn't about competence; it's about story - MAC120I was talking with someone last week who's been in the same role for years. Smart person; dependable; someone who always gets things across the finish line. Their question hit me hard because I've heard it so many times before: "Why do people who seem less competent than me keep getting promoted?" My answer was simple… and frustrating… and completely true. Advancement isn't about competence; it's about story. The people moving up aren't always better at the work; they're better at talking about the work. They've learned how to turn their accomplishments into a narrative leaders immediately care about. And that's what we're diving into today; how to use real storytelling—not a string of corporate buzzwords—to finally break through to the next level.

      Doing vs. Impacting

      If you've been in your role for four, five, maybe even seven years and you keep getting passed over for promotions, there's usually one core issue at play: you're great at doing, but you haven't learned how to talk about impacting. The difference is huge. Doing is about tasks; impacting is about outcomes. Doing sounds like "I built the dashboard." Impacting sounds like "Our team can now make faster decisions because we have real-time visibility into customer behavior." And here's the truth; your leaders don't care about the volume of items on your to-do list. They care about what changed because you were in the room. So when you walk into a meeting with your boss, or present to senior leadership, or sit down for your annual review... and you start listing tasks one after another... you've already lost them. You're giving them a story about your effort when what they need is a story about your impact.

      A Real Example: Jaime's Story

      Let me give you an example. I was working with a coaching client—let's call them Jaime—who was trying to move from a senior role into a true leadership position. They'd been in their job for years; absolutely knew their stuff. But every time they described their work, it came out like this: "I analyzed the sales data, identified trends across regions, created visualizations for the executive team, and presented my findings at the monthly business review."

      On paper, that sounds solid… thorough… professional. Except no one remembers it; and worse, no one sees it as strategic. What Jaime shared was a sequence of activities. It was a recipe; not a story. And leaders don't promote people for following recipes. During our coaching session, we rewrote that same narrative so it actually meant something: "We were losing ground in key territories and no one could figure out why. I dug into the data and found that our product was completely out of sync with competitor positioning in that region. After aligning with leadership, we shifted our approach. Within two quarters, we recovered our market share."

      Same work; completely different story.

      The Structure of a Compelling Story

      So what's the real difference between those two versions? Structure. Every good story follows a familiar shape. There's a situation or a problem; there's tension or conflict; there's action that leads to change; and finally, there's a resolution that closes the loop. When you're talking to leaders about your work, you need to use that same structure… not because you're trying to be dramatic, but because this is how the brain processes information. We remember stories; we forget lists.

      Let's break down the structure.

      First, set up the problem. What was at stake? Why did it matter? Leaders need context before they can appreciate your solution. The problem can't just be "we needed to do this task." It has to threaten a goal, create risk, or block progress. In Jaime's case, the first version had no problem—it was just a list of tasks. The second version began with the real problem: lost market share. That's something a leader actually cares about.

      Second, show the tension. What made this hard? What was unclear? What obstacles did you face? Many people stumble here, thinking that admitting difficulty makes them look weak. It doesn't. It makes the story compelling and makes your solution look smarter. Jaime's tension was simple: "no one could figure out why." That tells leaders this wasn't obvious; it required insight.

      Third, describe what you did. But don't list every step—that's just a repeat of the task list. Focus on the key move, the insight that unlocked the solution. Leaders don't need the play-by-play; they need to understand your thinking. Jaime said, "I dug into the data and found our product was completely out of sync with competitors." That's the key move. They didn't detail every analysis; they highlighted the insight that mattered.

      Fourth, land on the outcome. What changed? What's different now because of your work? This is where you show impact, not activity. "We shifted our approach. Within two quarters, we recovered that market share." That's impact. That's what leaders remember.

      Using Data Effectively

      Now, let's talk about data. If you work with numbers, you probably think data speaks for itself. It doesn't. Data is only powerful when it's part of a story; otherwise, it's just noise. Here's what I mean. Imagine you're presenting a project to senior leadership. You could show a slide filled with metrics—response times, error rates, customer satisfaction scores, whatever. They'll nod politely… and forget it five minutes later.

      Or you could tell the story like this: "Six months ago, our customer support team was drowning. Average response time was 48 hours, and our NPS had dropped 15 points. Customers were leaving, and the team was burned out. We needed a fix, but we didn't have budget for more headcount. So I investigated the bottlenecks. Sixty percent of tickets were questions that could have been answered with better documentation. We built a knowledge base, trained the team on routing customers to it, and within three months, response time dropped to 12 hours and NPS recovered to last year's levels. The team isn't drowning anymore… and we didn't hire a single person."

      Notice what happened? The numbers—48 hours, 15 points, 60%, 12 hours—are still there. But now they're woven into a story about a problem that mattered, a smart solution, and a real outcome. That's how you use data to tell a story: the numbers prove it's real, but the story is what makes them matter.

      Even when you know the framework, it's easy to stumble. One common mistake is overloading your story with tasks or metrics—don't confuse a list of activities with impact. Another is skipping the problem or tension; if leaders can't see why your work mattered, they won't care about what you did. A third is making the story all about you; leadership is interested in outcomes, not ego. And finally, overcomplicating the narrative with jargon or unnecessary detail can bury the impact. Keep it simple, clear, and focused on meaningful change. When you avoid these pitfalls, your story actually lands—and leaders start seeing you as someone who delivers results that matter.

      Practicing & Applying Storytelling

      So, how do you actually get better at this? I know what...]]>I was talking with someone last week who's been in the same role for years. Smart person; dependable; someone who always gets things across the finish line. Their question hit me hard because I've heard it so many times before: "Why do people who seem less competent than me keep getting promoted?" My answer was simple… and frustrating… and completely true. Advancement isn't about competence; it's about story. The people moving up aren't always better at the work; they're better at talking about the work. They've learned how to turn their accomplishments into a narrative leaders immediately care about. And that's what we're diving into today; how to use real storytelling—not a string of corporate buzzwords—to finally break through to the next level.

      Doing vs. Impacting

      If you've been in your role for four, five, maybe even seven years and you keep getting passed over for promotions, there's usually one core issue at play: you're great at doing, but you haven't learned how to talk about impacting. The difference is huge. Doing is about tasks; impacting is about outcomes. Doing sounds like "I built the dashboard." Impacting sounds like "Our team can now make faster decisions because we have real-time visibility into customer behavior." And here's the truth; your leaders don't care about the volume of items on your to-do list. They care about what changed because you were in the room. So when you walk into a meeting with your boss, or present to senior leadership, or sit down for your annual review... and you start listing tasks one after another... you've already lost them. You're giving them a story about your effort when what they need is a story about your impact.

      A Real Example: Jaime's Story

      Let me give you an example. I was working with a coaching client—let's call them Jaime—who was trying to move from a senior role into a true leadership position. They'd been in their job for years; absolutely knew their stuff. But every time they described their work, it came out like this: "I analyzed the sales data, identified trends across regions, created visualizations for the executive team, and presented my findings at the monthly business review."

      On paper, that sounds solid… thorough… professional. Except no one remembers it; and worse, no one sees it as strategic. What Jaime shared was a sequence of activities. It was a recipe; not a story. And leaders don't promote people for following recipes. During our coaching session, we rewrote that same narrative so it actually meant something: "We were losing ground in key territories and no one could figure out why. I dug into the data and found that our product was completely out of sync with competitor positioning in that region. After aligning with leadership, we shifted our approach. Within two quarters, we recovered our market share."

      Same work; completely different story.

      The Structure of a Compelling Story

      So what's the real difference between those two versions? Structure. Every good story follows a familiar shape. There's a situation or a problem; there's tension or conflict; there's action that leads to change; and finally, there's a resolution that closes the loop. When you're talking to leaders about your work, you need to use that same structure… not because you're trying to be dramatic, but because this is how the brain processes information. We remember stories; we forget lists.

      Let's break down the structure.

      First, set up the problem. What was at stake? Why did it matter? Leaders need context before they can appreciate your solution. The problem can't just be "we needed to do this task." It has to threaten a goal, create risk, or block progress. In Jaime's case, the first version had no problem—it was just a list of tasks. The second version began with the real problem: lost market share. That's something a leader actually cares about.

      Second, show the tension. What made this hard? What was unclear? What obstacles did you face? Many people stumble here, thinking that admitting difficulty makes them look weak. It doesn't. It makes the story compelling and makes your solution look smarter. Jaime's tension was simple: "no one could figure out why." That tells leaders this wasn't obvious; it required insight.

      Third, describe what you did. But don't list every step—that's just a repeat of the task list. Focus on the key move, the insight that unlocked the solution. Leaders don't need the play-by-play; they need to understand your thinking. Jaime said, "I dug into the data and found our product was completely out of sync with competitors." That's the key move. They didn't detail every analysis; they highlighted the insight that mattered.

      Fourth, land on the outcome. What changed? What's different now because of your work? This is where you show impact, not activity. "We shifted our approach. Within two quarters, we recovered that market share." That's impact. That's what leaders remember.

      Using Data Effectively

      Now, let's talk about data. If you work with numbers, you probably think data speaks for itself. It doesn't. Data is only powerful when it's part of a story; otherwise, it's just noise. Here's what I mean. Imagine you're presenting a project to senior leadership. You could show a slide filled with metrics—response times, error rates, customer satisfaction scores, whatever. They'll nod politely… and forget it five minutes later.

      Or you could tell the story like this: "Six months ago, our customer support team was drowning. Average response time was 48 hours, and our NPS had dropped 15 points. Customers were leaving, and the team was burned out. We needed a fix, but we didn't have budget for more headcount. So I investigated the bottlenecks. Sixty percent of tickets were questions that could have been answered with better documentation. We built a knowledge base, trained the team on routing customers to it, and within three months, response time dropped to 12 hours and NPS recovered to last year's levels. The team isn't drowning anymore… and we didn't hire a single person."

      Notice what happened? The numbers—48 hours, 15 points, 60%, 12 hours—are still there. But now they're woven into a story about a problem that mattered, a smart solution, and a real outcome. That's how you use data to tell a story: the numbers prove it's real, but the story is what makes them matter.

      Even when you know the framework, it's easy to stumble. One common mistake is overloading your story with tasks or metrics—don't confuse a list of activities with impact. Another is skipping the problem or tension; if leaders can't see why your work mattered, they won't care about what you did. A third is making the story all about you; leadership is interested in outcomes, not ego. And finally, overcomplicating the narrative with jargon or unnecessary detail can bury the impact. Keep it simple, clear, and focused on meaningful change. When you avoid these pitfalls, your story actually lands—and leaders start seeing you as someone who delivers results that matter.

      Practicing & Applying Storytelling

      So, how do you actually get better at this? I know what you're thinking—this all sounds great in theory, but in the moment, whether you're in a meeting or writing an email to your boss, you default back to listing what you did. Here's what I want you to do: take the last three significant things you worked on. Write down how you'd normally describe them. Then rewrite each one using the structure we've been talking about: problem, tension, action, outcome. And connect each story to a business goal your leaders actually care about.

      Do this as an exercise—not for a specific meeting or presentation. Just practice translating your work into strategic stories. Then—and this is key—start using this structure everywhere: in one-on-ones with your manager, in status updates, in presentations, even in your annual review. Make it your default way of talking about your work. At first, it'll feel unnatural. You might feel like you're overselling or being dramatic. You're not. You're just finally communicating in a way that helps leaders understand the value you're creating.

      This isn't about spin. It isn't about exaggerating. It's about helping leaders see what you actually accomplished. Because when you just list tasks, you're making them do the work of connecting the dots—and they won't. They're too busy; they'll move on. But when you tell a story that shows the problem you solved and the impact you created, you're doing their job for them. You're making it easy for them to see your value. And that's what gets you promoted.

      The people who move up aren't necessarily doing better work than you. They're just better at showing that the work they do matters. They've figured out how to turn their accomplishments into a story that leaders remember. Now you know how to do it too: Problem. Tension. Action. Outcome. Connected to a business goal……every time you communicate with someone in a position of influence. THAT is how you change how people see you.

      Ready to Take Your Storytelling Further?

      If you're ready to take your storytelling—and your career—to the next level, I can help. Through one-on-one coaching, we'll work together to identify the impact moments in your work, craft compelling narratives that resonate with leaders, and build the confidence to communicate your value consistently. Whether it's preparing for a promotion, presenting to senior leadership, or simply becoming more visible in your organization, personalized guidance can accelerate your growth and make sure your contributions are seen and remembered. Reach out today, and let's turn your accomplishments into stories that open doors.

      Stop listing tasks… start telling stories—and watch your career accelerate.

      ]]>6ff78837-596f-4dea-87a5-0cf1be9eb2fdTue, 02 Dec 2025 20:00:00 -050011:46falsefull120120Actions To Take When A Storm Is Brewing - MAC119 This is one of the toughest job markets we've seen in a long time. Every week, it feels like another company is announcing sweeping layoffs and tightening their roster. In Episode 53, I talked through what to do if you suddenly find yourself on the wrong side of those decisions. This week, though, I want to shift the focus. Let's talk about the moves you can make right now to put yourself in the strongest possible position to avoid being laid off. Nothing is guaranteed; no strategy is bulletproof; but the concepts we'll cover today can help you protect your role and make yourself a far less likely target.

      Layoffs are almost never a spur-of-the-moment decision. There are usually warning signs; a missed revenue target here, a sudden market shift there. Maybe the stock price starts sliding and leadership begins looking for ways to calm investors or at least keep the board from panicking. That's when department heads get pulled into quiet rooms for closed-door conversations, budgets start tightening, projects get paused or quietly cancelled...and eventually...the layoffs and re-orgs begin.

      Forewarned is forearmed. The people who seem "shocked" by layoff news are often the ones who weren't watching the right signals; meanwhile, the people who look prepared usually saw the signs long before the announcement. It starts with truly understanding how your company makes money. What are the real drivers of revenue; which products are gaining traction; which ones are quietly struggling? What has leadership been emphasizing in earnings calls or all-hands meetings? If you want even a chance at predicting when a company might be gearing up for layoffs, you have to track the overall health of the business. Companies rarely start cutting when everything is soaring...they cut when the storm clouds have been gathering for a while.

      Once you understand the health of the company, the next step is figuring out exactly where your role fits into that picture. Every job supports the business model in some way, but not every job carries the same weight when leaders start sharpening their pencils. Ask yourself a few simple questions; does my work directly generate revenue, protect revenue, or reduce cost? Is my team tied to a product or initiative that the company is actively pushing...or one that hasn't gotten much attention lately? If you can't clearly articulate how your role contributes to the business, that's a sign you need to get curious fast. The people who survive reorganizations are usually the ones who can draw a straight line between their daily work and the company's financial engine.

      Once you know where your role lives in the larger business model, you can start making a more honest assessment of your personal risk. Some roles sit close to the core; others sit on the outskirts where cuts tend to land first. Maybe your team owns a product that's losing traction...or maybe you're in a function leadership hasn't talked about in months. You're not predicting the future here; you're evaluating probabilities. And when you understand your risk profile, you can finally decide what to do next...whether that means doubling down on visibility, shifting your workload toward higher-value projects, or quietly preparing a Plan B.

      So, you've studied the mechanics of the business and realized you're sitting at some level of risk; what should you do next? Start by getting honest about your standing inside the company. Are you visible...or invisible? Are you known for something specific...or just seen as another pair of hands? Can your personal brand keep your name on the "safe" list when leaders start deciding who stays and who goes? Once you've checked your internal footing, begin warming up your network. Think of it like Gary Vaynerchuk's jab-jab-jab-right-hook idea; your network responds best when you give-give-give before you take. If there's even a chance you might need help later, reconnect now in a way that helps them; offer value, share something useful, make the relationship stronger before you ever ask for anything. And finally, start looking for opportunities to position yourself closer to the money. You don't have to switch teams or chase a new project; you just need to communicate clearly how your work drives value and ties back to the core business. If you need a refresher on how to do that effectively, go back to Episode 44 on Reporting Status; it walks you through how to make sure the right people understand your impact.

      Or maybe you've done the math and realized you're not facing much risk...at least not this time. That doesn't mean you get to relax. The simple fact that layoffs are happening should be a wake-up call; today's stability doesn't guarantee tomorrow's safety. Your current project will eventually wrap, and you won't be able to leverage it for continued safety. Use your awareness of the broader market to position your next project closer to the core business. Look for skill gaps you can close now so you have more options later. Strengthen relationships with the people who influence decisions. And keep refining your personal brand so that, when the next round of uncertainty comes, you're already seen as someone the company wants to keep.

      Even if you're proactive about understanding your risk, there are specific moves that smart professionals make quietly—before anyone else even starts worrying. First, they make themselves highly visible, not by bragging, but by ensuring key stakeholders understand the value they bring and how it ties to the core business. Second, they diversify their skill set, learning capabilities that could be useful across multiple teams or business units. Third, they nurture relationships inside and outside the company; they aren't just networking when they need something, they're building trust over time. Fourth, they track the health of the business continuously, so they can anticipate shifts before the company goes public with decisions. And finally, they quietly prepare options; resumes are current, LinkedIn profiles are polished, and side projects or professional development initiatives are in motion. These are not panic moves; they're deliberate actions designed to keep their careers stable no matter what's happening around them.

      At the end of the day, this isn't just about surviving layoffs; it's about taking control of your career trajectory. Paying attention to the signals, understanding your role, assessing your risk, and taking deliberate steps—whether your job feels secure or not—puts you in the driver's seat. Companies will go through cycles of growth and contraction, and the professionals who thrive aren't necessarily the luckiest—they're the ones who plan, prepare, and position themselves for opportunity. By being thoughtful, proactive, and strategic now, you're not just protecting your role; you're building a career that can weather uncertainty and continue to move forward.

      Key Points and Implications

      Key Concept

      What It Means for You

      Why It Matters

      Understand company health

      Track revenue drivers, product performance, and leadership priorities

      Gives early warning signs of potential layoffs; allows proactive positioning

      Know where your role fits

      Identify whether your work generates, protects, or saves money

      Roles tied closely to business-critical outcomes are less likely to be cut

      Assess personal risk

      Evaluate visibility, influence, and strategic alignment

      Helps you make informed decisions about prioritizing your efforts or preparing a Plan B

      Boost visibility and personal brand

      This is one of the toughest job markets we've seen in a long time. Every week, it feels like another company is announcing sweeping layoffs and tightening their roster. In Episode 53, I talked through what to do if you suddenly find yourself on the wrong side of those decisions. This week, though, I want to shift the focus. Let's talk about the moves you can make right now to put yourself in the strongest possible position to avoid being laid off. Nothing is guaranteed; no strategy is bulletproof; but the concepts we'll cover today can help you protect your role and make yourself a far less likely target.

      Layoffs are almost never a spur-of-the-moment decision. There are usually warning signs; a missed revenue target here, a sudden market shift there. Maybe the stock price starts sliding and leadership begins looking for ways to calm investors or at least keep the board from panicking. That's when department heads get pulled into quiet rooms for closed-door conversations, budgets start tightening, projects get paused or quietly cancelled...and eventually...the layoffs and re-orgs begin.

      Forewarned is forearmed. The people who seem "shocked" by layoff news are often the ones who weren't watching the right signals; meanwhile, the people who look prepared usually saw the signs long before the announcement. It starts with truly understanding how your company makes money. What are the real drivers of revenue; which products are gaining traction; which ones are quietly struggling? What has leadership been emphasizing in earnings calls or all-hands meetings? If you want even a chance at predicting when a company might be gearing up for layoffs, you have to track the overall health of the business. Companies rarely start cutting when everything is soaring...they cut when the storm clouds have been gathering for a while.

      Once you understand the health of the company, the next step is figuring out exactly where your role fits into that picture. Every job supports the business model in some way, but not every job carries the same weight when leaders start sharpening their pencils. Ask yourself a few simple questions; does my work directly generate revenue, protect revenue, or reduce cost? Is my team tied to a product or initiative that the company is actively pushing...or one that hasn't gotten much attention lately? If you can't clearly articulate how your role contributes to the business, that's a sign you need to get curious fast. The people who survive reorganizations are usually the ones who can draw a straight line between their daily work and the company's financial engine.

      Once you know where your role lives in the larger business model, you can start making a more honest assessment of your personal risk. Some roles sit close to the core; others sit on the outskirts where cuts tend to land first. Maybe your team owns a product that's losing traction...or maybe you're in a function leadership hasn't talked about in months. You're not predicting the future here; you're evaluating probabilities. And when you understand your risk profile, you can finally decide what to do next...whether that means doubling down on visibility, shifting your workload toward higher-value projects, or quietly preparing a Plan B.

      So, you've studied the mechanics of the business and realized you're sitting at some level of risk; what should you do next? Start by getting honest about your standing inside the company. Are you visible...or invisible? Are you known for something specific...or just seen as another pair of hands? Can your personal brand keep your name on the "safe" list when leaders start deciding who stays and who goes? Once you've checked your internal footing, begin warming up your network. Think of it like Gary Vaynerchuk's jab-jab-jab-right-hook idea; your network responds best when you give-give-give before you take. If there's even a chance you might need help later, reconnect now in a way that helps them; offer value, share something useful, make the relationship stronger before you ever ask for anything. And finally, start looking for opportunities to position yourself closer to the money. You don't have to switch teams or chase a new project; you just need to communicate clearly how your work drives value and ties back to the core business. If you need a refresher on how to do that effectively, go back to Episode 44 on Reporting Status; it walks you through how to make sure the right people understand your impact.

      Or maybe you've done the math and realized you're not facing much risk...at least not this time. That doesn't mean you get to relax. The simple fact that layoffs are happening should be a wake-up call; today's stability doesn't guarantee tomorrow's safety. Your current project will eventually wrap, and you won't be able to leverage it for continued safety. Use your awareness of the broader market to position your next project closer to the core business. Look for skill gaps you can close now so you have more options later. Strengthen relationships with the people who influence decisions. And keep refining your personal brand so that, when the next round of uncertainty comes, you're already seen as someone the company wants to keep.

      Even if you're proactive about understanding your risk, there are specific moves that smart professionals make quietly—before anyone else even starts worrying. First, they make themselves highly visible, not by bragging, but by ensuring key stakeholders understand the value they bring and how it ties to the core business. Second, they diversify their skill set, learning capabilities that could be useful across multiple teams or business units. Third, they nurture relationships inside and outside the company; they aren't just networking when they need something, they're building trust over time. Fourth, they track the health of the business continuously, so they can anticipate shifts before the company goes public with decisions. And finally, they quietly prepare options; resumes are current, LinkedIn profiles are polished, and side projects or professional development initiatives are in motion. These are not panic moves; they're deliberate actions designed to keep their careers stable no matter what's happening around them.

      At the end of the day, this isn't just about surviving layoffs; it's about taking control of your career trajectory. Paying attention to the signals, understanding your role, assessing your risk, and taking deliberate steps—whether your job feels secure or not—puts you in the driver's seat. Companies will go through cycles of growth and contraction, and the professionals who thrive aren't necessarily the luckiest—they're the ones who plan, prepare, and position themselves for opportunity. By being thoughtful, proactive, and strategic now, you're not just protecting your role; you're building a career that can weather uncertainty and continue to move forward.

      Key Points and Implications

      Key Concept

      What It Means for You

      Why It Matters

      Understand company health

      Track revenue drivers, product performance, and leadership priorities

      Gives early warning signs of potential layoffs; allows proactive positioning

      Know where your role fits

      Identify whether your work generates, protects, or saves money

      Roles tied closely to business-critical outcomes are less likely to be cut

      Assess personal risk

      Evaluate visibility, influence, and strategic alignment

      Helps you make informed decisions about prioritizing your efforts or preparing a Plan B

      Boost visibility and personal brand

      Communicate value, align with core business objectives

      People remembered for results and impact are more likely to stay in turbulent times

      Warm up your network

      Give value to colleagues, mentors, and contacts before asking for help

      Networks respond better to proactive support, making future assistance more likely

      Build transferable skills

      Learn capabilities useful across teams and functions

      Increases flexibility and keeps career options open, regardless of current role stability

      Prepare quietly

      Update resumes, LinkedIn, and side projects

      Ensures readiness for unexpected change while maintaining professionalism and discretion

      Actionable Strategies

      1. Map Your Role to the BusinessWrite down how your daily work connects to revenue, cost savings, or key company priorities. Highlight these connections in your status updates, reports, and conversations with leadership.
      2. Increase Strategic VisibilityShare achievements, insights, and progress tied to core business goals with decision makers. Regularly update them in concise, measurable ways—think Episode 44 on Reporting Status.
      3. Invest in Skills for the FutureIdentify one or two skills that increase your versatility or market value. Dedicate time each week to develop them through online courses, internal projects, or mentorship.
      4. Nurture Relationships ContinuouslyReach out to colleagues, leaders, and external mentors to offer help, share ideas, or provide feedback. Build goodwill now, so if you need support later, the foundation is already there.
      5. Position Yourself Closer to RevenueSeek opportunities to work on high-impact projects that tie directly to business outcomes. Even small contributions that connect to core objectives increase your value in the eyes of leadership.
      6. Monitor Company SignalsRegularly review company updates, financial reports, and leadership communications. Watch for patterns—shifts in priorities, cancelled projects, or budget tightening—that may indicate upcoming changes.
      7. Prepare DiscreetlyKeep your resume, LinkedIn, and professional portfolio up to date. Consider side projects or certifications that strengthen your career resilience without signaling panic internally.
      
      

      Remember, navigating a tough job market isn't about luck; it's about preparation, awareness, and action. By understanding the company, knowing where your role fits, assessing your risk, and taking deliberate steps to increase your visibility, skills, and network, you put yourself in the strongest possible position. Even if layoffs never come your way, these moves accelerate your career and make you more indispensable in meaningful ways. The professionals who thrive aren't just reacting—they're planning, positioning, and building careers that can weather any storm.

      If you found today's episode helpful, take a moment to share it with a colleague or friend who's navigating uncertainty in their career. And if you haven't already, subscribe to Managing A Career so you don't miss future episodes packed with practical strategies to protect your role and accelerate your growth. Leaving a rating or review is a small action that makes a big difference—it helps other professionals find the show and gives us the feedback we need to keep delivering value. Take what you've learned today, start applying these moves quietly, and stay ahead of the storm.

      ]]>be78fb2a-e9c1-4f91-9c5e-fb8599881574Tue, 25 Nov 2025 20:00:00 -050009:38falsefull119119Performance and Potential - MAC118 Today we're going to dig into a topic that confuses people at every level of the corporate ladder. You'll hear about it in calibration meetings, in talent reviews, in leadership offsites. Sometimes it's talked about openly; other times it's whispered about like some kind of secret scoring system. I'm talking about performance and potential.

      Performance… sure; that part makes sense. What did you deliver; how well did you deliver it; how predictable and reliable is your output; did you solve the problems in front of you; did you create value for your team. But potential; that's the fuzzy part. Potential for what; and how do you influence a rating that sounds like it's based entirely on somebody's personal opinion.

      Imagine being evaluated not just on the work you deliver today… but on a future version of you that may or may not exist. Most people in corporate jobs don't even know that their rating has two pieces. They think their "performance rating" is the whole story. But the real decisions about promotions and opportunities are often driven by the other number; the potential number. So the question we're asking today is simple: what is potential really measuring… and do you even want to maximize it?

      A common tool used in end of year evaluations is the classic two‑axis grid; one axis for Performance and the other for Potential. It looks simple on paper. People are sorted from low to high on both scales, then placed into a tidy little box that supposedly determines their future. Those who land in the top right quadrant get the opportunities, the visibility, the fast track. Those in the bottom left… well, they often find themselves stalled out, sidelined, or in some cases quietly pushed out. The biggest issue is that these scales are vague and often applied inconsistently across teams. Two leaders can sit in the same talent review and have completely different interpretations of what "high potential" even means.

      For some companies, potential means "how likely are they to produce at a high level in the next year." For others, it means "how close are they to their next promotion." Some organizations define potential as "shows leadership skills." Others look for "scalability"; meaning the ability to handle bigger, broader, and more ambiguous challenges. And a few go even further; blending curiosity, change-readiness, resilience under pressure, strong communication, and strategic thinking into one catch-all label. In other words; potential is often a company's way of asking "Do we see you becoming more valuable to us in the future than you are today?"

      But because it's forward-looking, your ranking on this scale often comes down to something people don't like to admit… politics. Potential isn't a direct measurement of your abilities or your hard skills; it isn't even a pure reflection of your current performance. It's a perception game; a bet leaders make about how you'll behave in situations you haven't faced yet. It's assumption dressed up as science. But that doesn't mean you're powerless. Once you understand the ingredients that drive potential, you can learn how to shape the perception of your future self—and change the trajectory of your career.

      Even though the definition of potential varies from company to company, there are several core elements that show up almost everywhere.

      **Adaptability**. In today's fast-paced world, this one shows up near the top of almost every potential rubric. Change is constant… technological change, regulatory change, shifting priorities. I joked with my boss this week that we've moved beyond "dealing with ambiguity"; we're now just "living with ambiguity." High potential employees are the ones who don't freeze when the landscape shifts. They stay steady, recalibrate quickly, and keep moving.

      **Leadership**. This doesn't always mean holding a formal title. Often it's about influence. Can you guide others? Do people seek your input? Do you demonstrate sound judgment? Leaders evaluating potential notice when someone consistently steps up, rallies a group, or helps drive decisions forward.

      **Strategic awareness**. This shows up differently depending on where you sit. For individual contributors, it means understanding how your work aligns with broader goals… and making day-to-day choices that reflect that understanding. For front-line leaders, it's about setting priorities for your team that advance corporate objectives. And for senior leaders, high potential often translates to shaping those strategic directions in response to a shifting market.

      **Communication skills**. People with high potential communicate clearly, succinctly, and in a way that resonates with their audience. They know when to expand and when to get straight to the point. Their communication builds momentum rather than creating confusion.

      **Scalability**. This is the quiet filter behind most potential ratings. High potential employees are perceived as capable of taking on "more." More responsibility, more impact, more scope. Whether that looks like larger projects, more visible initiatives, or simply a broader portfolio of work, scalability signals that your capacity can grow with the organization's needs.

      Now, ask yourself: do you really want to optimize for this? For some, the honest answer might not be a simple "yes." It could be "maybe," or even "no."

      Chasing a high potential rating can change your behavior in ways that clash with your values or long-term goals. Suppose you thrive as an individual contributor; you love deep work, craftsmanship, technical excellence. But the company defines potential as "ability to lead people." Insisting you don't want that path may actually protect your career rather than hurt it. Or perhaps high potential at your company equates to larger projects or higher visibility, but your personal situation—caring for aging parents or young kids—makes that path impractical.

      There's also a hidden risk in being labeled "high potential." The bar moves; expectations increase. Suddenly you're being measured against a future version of yourself rather than the present one. If you don't keep up, the fall can be demoralizing. Opting out isn't usually an option, since failing to demonstrate potential often brings negative consequences. The goal isn't to reject the system; the goal is to understand it and use it intentionally. So how do you make the most of a performance vs. potential model?

      If you decide that you do want to optimize for potential, remember this: you cannot optimize for a category you haven't clearly defined. It starts with gaining clarity. Depending on your company; potential may be entirely behavioral, entirely political, or somewhere in between. Begin by asking your manager a few grounding questions… though don't be surprised if they struggle to answer. Try questions like: "How does our company define potential?" "What specific behaviors demonstrate high potential here?" "What would you need to see from me to confidently place me in that category?" "What would remove doubt about my readiness for the next level?" If your manager can't answer, it usually means the system is more political than procedural.

      Next, observe the people who are consistently identified as high potential. Watch how they behave; how they speak; the kinds of problems they volunteer for; the way they frame decisions. This isn't about imitation… it's about understanding the signals your company rewards. And here's something that surprises a lot of people: you don't need to be the top performer to be labeled high potential. You just need to show that you learn quickly; you handle complexity; and you stay steady when things get messy.

      Today we're going to dig into a topic that confuses people at every level of the corporate ladder. You'll hear about it in calibration meetings, in talent reviews, in leadership offsites. Sometimes it's talked about openly; other times it's whispered about like some kind of secret scoring system. I'm talking about performance and potential.

      Performance… sure; that part makes sense. What did you deliver; how well did you deliver it; how predictable and reliable is your output; did you solve the problems in front of you; did you create value for your team. But potential; that's the fuzzy part. Potential for what; and how do you influence a rating that sounds like it's based entirely on somebody's personal opinion.

      Imagine being evaluated not just on the work you deliver today… but on a future version of you that may or may not exist. Most people in corporate jobs don't even know that their rating has two pieces. They think their "performance rating" is the whole story. But the real decisions about promotions and opportunities are often driven by the other number; the potential number. So the question we're asking today is simple: what is potential really measuring… and do you even want to maximize it?

      A common tool used in end of year evaluations is the classic two‑axis grid; one axis for Performance and the other for Potential. It looks simple on paper. People are sorted from low to high on both scales, then placed into a tidy little box that supposedly determines their future. Those who land in the top right quadrant get the opportunities, the visibility, the fast track. Those in the bottom left… well, they often find themselves stalled out, sidelined, or in some cases quietly pushed out. The biggest issue is that these scales are vague and often applied inconsistently across teams. Two leaders can sit in the same talent review and have completely different interpretations of what "high potential" even means.

      For some companies, potential means "how likely are they to produce at a high level in the next year." For others, it means "how close are they to their next promotion." Some organizations define potential as "shows leadership skills." Others look for "scalability"; meaning the ability to handle bigger, broader, and more ambiguous challenges. And a few go even further; blending curiosity, change-readiness, resilience under pressure, strong communication, and strategic thinking into one catch-all label. In other words; potential is often a company's way of asking "Do we see you becoming more valuable to us in the future than you are today?"

      But because it's forward-looking, your ranking on this scale often comes down to something people don't like to admit… politics. Potential isn't a direct measurement of your abilities or your hard skills; it isn't even a pure reflection of your current performance. It's a perception game; a bet leaders make about how you'll behave in situations you haven't faced yet. It's assumption dressed up as science. But that doesn't mean you're powerless. Once you understand the ingredients that drive potential, you can learn how to shape the perception of your future self—and change the trajectory of your career.

      Even though the definition of potential varies from company to company, there are several core elements that show up almost everywhere.

      **Adaptability**. In today's fast-paced world, this one shows up near the top of almost every potential rubric. Change is constant… technological change, regulatory change, shifting priorities. I joked with my boss this week that we've moved beyond "dealing with ambiguity"; we're now just "living with ambiguity." High potential employees are the ones who don't freeze when the landscape shifts. They stay steady, recalibrate quickly, and keep moving.

      **Leadership**. This doesn't always mean holding a formal title. Often it's about influence. Can you guide others? Do people seek your input? Do you demonstrate sound judgment? Leaders evaluating potential notice when someone consistently steps up, rallies a group, or helps drive decisions forward.

      **Strategic awareness**. This shows up differently depending on where you sit. For individual contributors, it means understanding how your work aligns with broader goals… and making day-to-day choices that reflect that understanding. For front-line leaders, it's about setting priorities for your team that advance corporate objectives. And for senior leaders, high potential often translates to shaping those strategic directions in response to a shifting market.

      **Communication skills**. People with high potential communicate clearly, succinctly, and in a way that resonates with their audience. They know when to expand and when to get straight to the point. Their communication builds momentum rather than creating confusion.

      **Scalability**. This is the quiet filter behind most potential ratings. High potential employees are perceived as capable of taking on "more." More responsibility, more impact, more scope. Whether that looks like larger projects, more visible initiatives, or simply a broader portfolio of work, scalability signals that your capacity can grow with the organization's needs.

      Now, ask yourself: do you really want to optimize for this? For some, the honest answer might not be a simple "yes." It could be "maybe," or even "no."

      Chasing a high potential rating can change your behavior in ways that clash with your values or long-term goals. Suppose you thrive as an individual contributor; you love deep work, craftsmanship, technical excellence. But the company defines potential as "ability to lead people." Insisting you don't want that path may actually protect your career rather than hurt it. Or perhaps high potential at your company equates to larger projects or higher visibility, but your personal situation—caring for aging parents or young kids—makes that path impractical.

      There's also a hidden risk in being labeled "high potential." The bar moves; expectations increase. Suddenly you're being measured against a future version of yourself rather than the present one. If you don't keep up, the fall can be demoralizing. Opting out isn't usually an option, since failing to demonstrate potential often brings negative consequences. The goal isn't to reject the system; the goal is to understand it and use it intentionally. So how do you make the most of a performance vs. potential model?

      If you decide that you do want to optimize for potential, remember this: you cannot optimize for a category you haven't clearly defined. It starts with gaining clarity. Depending on your company; potential may be entirely behavioral, entirely political, or somewhere in between. Begin by asking your manager a few grounding questions… though don't be surprised if they struggle to answer. Try questions like: "How does our company define potential?" "What specific behaviors demonstrate high potential here?" "What would you need to see from me to confidently place me in that category?" "What would remove doubt about my readiness for the next level?" If your manager can't answer, it usually means the system is more political than procedural.

      Next, observe the people who are consistently identified as high potential. Watch how they behave; how they speak; the kinds of problems they volunteer for; the way they frame decisions. This isn't about imitation… it's about understanding the signals your company rewards. And here's something that surprises a lot of people: you don't need to be the top performer to be labeled high potential. You just need to show that you learn quickly; you handle complexity; and you stay steady when things get messy.

      Early in your career, your potential is often judged by how quickly you absorb information. Are you coachable? Do you ask thoughtful questions? Do you seek clarity instead of avoiding uncertainty? The faster you reach the level of understanding required to take on bigger tasks, the higher your potential rating climbs.

      As you grow, the criteria start to shift. Depending on your company, this may mean demonstrating strategic thinking, showing calm under pressure, or taking on visible leadership moments. People who navigate complexity without spiraling; who frame problems in broader business terms; who help teams move forward—those individuals tend to rise in the potential rankings.

      Later in your career, the measuring stick becomes scale and impact. Can you drive larger projects? Can you deliver outcomes that matter to the enterprise? Can you influence and persuade people who don't report to you? The scope of your contributions starts to matter as much as the quality.

      And as a manager, your potential no longer sits entirely on your shoulders. It reflects in your team's performance and reputation. When you're well regarded, your team benefits. When you lose the trust of senior leaders, your team feels the consequences even if they're performing well.

      Regardless of where you sit on the career ladder, potential is always about your future… or more accurately, your perceived future. If you want to shape that narrative, you need to make sure the key decision makers see the signals you want them to see—consistently and repeatedly.

      At the end of the day, navigating the performance versus potential model isn't about gaming the system. It's about understanding the rules well enough to make intentional choices. Start by asking your manager directly how your company defines potential. Don't guess; get clarity so you know exactly what you're optimizing for. Then, look closely at the people who carry that high potential label. Pay attention to how they communicate; how they approach problems; how they position their decisions. You're not copying them—you're learning the principles your organization rewards.

      One of the strongest signals you can send is your willingness to step into ambiguity. When you volunteer for messy, undefined projects, leaders take notice. Pair that with clear and concise communication—especially under pressure—and you'll demonstrate two of the most valued traits in nearly every rating system.

      But before you chase the label, ask yourself whether you truly want it. If it aligns with your goals, pursue it with intention. If it doesn't, shape a career path that reflects your definition of success. The real power comes from choosing the future you want rather than inheriting one someone else imagines for you.

      If today's episode helped you understand how performance and potential ratings really work… take a minute to leave a rating or a review. It helps others discover Managing A Career and gives social proof that this show is worth listening to. Share the episode with a colleague who's trying to navigate their own growth. And if you want more tools to get promoted faster, check out https://managingacareer.com.

      ]]>972fd4c1-6d70-4189-9c92-819ca1e726b1Tue, 18 Nov 2025 20:00:00 -050013:06falsefull118118Riding the Coattails of Others - MAC117Do you ever look around your company and notice how certain people always seem to rise together? The boss gets promoted... and like clockwork, a couple of people from their team move up right behind them. You start to wonder... are they just that good? Or are they someone's favorite?

      Today, we're going to unpack that idea—not the shady version, but the strategic one. How do you find the right person to align with... the kind of person whose rising tide actually lifts your boat, too? Cronyism gets a bad reputation, but that's when it's paired with incompetence or favoritism without merit. The truth is, every successful career has an element of strategic alignment. It's about connecting yourself with the right leader, building trust through results, and positioning yourself as someone they want to bring along when they rise.

      So today, I'd like to talk about how to identify whose coattails are worth riding... and how to make sure you've earned your place on that ride.

      The Reality of Relationships in Corporate Advancement

      I've long said that building a network is the single most important thing you can do for your career. Your skills will get you in the door, but your relationships determine how far you go once you're inside. Promotions, high-visibility projects, cross-functional opportunities—they rarely appear out of thin air. They come through people. Your network is the radar that picks up opportunities before they hit the job board.

      There's an old quote from Seneca that I love: "Luck is what happens when preparation meets opportunity." The preparation part is obvious; we all know we have to deliver results, build credibility, and sharpen our skills. But opportunity? That's the piece most people overlook. Opportunity doesn't just fall in your lap—it's usually handed to you by someone who knows your name, trusts your work, and believes in your potential.

      That's why I say the first step in becoming someone's "crony"—in the best sense of the word—is to build that relationship before you need it. Get on their radar by doing good work. Add value without asking for anything in return. Be the person they can depend on when things get hectic. When the time comes for them to move up or take on a new challenge, you'll already be positioned as part of their trusted circle.

      In corporate life, advancement is rarely a solo sport. It's a team game—and if you're not intentionally building the right team around you, someone else is.

      What "Strategic Alignment" Actually Looks Like

      Let's start by defining a few terms. The word crony has become shorthand for favoritism, backroom deals, and people getting ahead for all the wrong reasons. But at its root, a crony is simply someone who's connected to power. That connection, in and of itself, isn't bad. It's how the connection is earned that determines whether you're a crony... or a strategically aligned professional.

      Strategic alignment is what happens when your goals, values, and performance directly support the success of someone higher up in the organization. You're not just orbiting power; you're contributing to it. You're part of a symbiotic relationship where your wins make their job easier, their projects stronger, and their vision more achievable.

      So how do you know which side of the line you're on? Ask yourself three simple questions:

      Do you help this person win in a way that also helps the team?

      Cronyism isolates—it creates winners and losers. Strategic alignment lifts everyone around you. If the person you're supporting becomes more effective because of your input, and the team benefits in the process, that's a healthy dynamic.

      Do you bring something to the table they need—insight, relationships, execution?

      The strongest professional relationships are built on mutual value. If you offer something that fills a gap or accelerates progress, you're not tagging along... you're indispensable to the mission.

      Are you seen as loyal and competent?

      Loyalty without competence is flattery. Competence without loyalty is risk. The combination is trust—and trust is the foundation of every meaningful professional alliance.

      If the answer to all three is yes, you're not a crony—you're a trusted asset. You've built a relationship based on performance, reliability, and shared success. But if any of those answers are no... then yes, you might just be a crony. And cronies don't get invited to the next level; they get replaced when it's convenient.

      Strategic alignment is about playing the long game. It's about being so valuable, so dependable, and so in sync with where your leader is heading that they can't imagine building the next chapter without you in it.

      How to Identify the Right Person to Align With

      Now that we've defined what strategic alignment looks like, the next question is... who should you align with? Not every rising star is worth following, and not every senior leader has the influence—or the inclination—to pull others up with them. The key is to find someone whose momentum, mindset, and management style create opportunity for you to grow alongside them.

      Start by looking for people who are already on a fast track. Promotions leave a trail, and those who have moved up consistently are likely to continue that trend. High performers tend to attract new challenges, bigger projects, and broader scope. If you can earn a place in that person's circle early, their growth naturally creates lift for everyone who supports them well.

      Next, look for someone who shares the credit and invests in developing others. You can tell a lot about a leader by the way they talk about their team. If they celebrate wins collectively, delegate meaningful work, and visibly coach others, that's a person who will recognize competence—and reward it. Those are the leaders who build inner circles, not closed circles.

      You'll also want to watch for people who are part of the conversation, not outside of it. These are the individuals who have access, who get looped into strategic discussions, who are in rooms where decisions are made. You can spot them by the projects they're trusted with, the visibility they have across the organization, and how others defer to their input. Proximity to power isn't about politics—it's about access to the flow of information and opportunity.

      And finally, make sure your values align. The higher someone climbs, the more their decisions reflect their core beliefs. If...]]>Do you ever look around your company and notice how certain people always seem to rise together? The boss gets promoted... and like clockwork, a couple of people from their team move up right behind them. You start to wonder... are they just that good? Or are they someone's favorite?

      Today, we're going to unpack that idea—not the shady version, but the strategic one. How do you find the right person to align with... the kind of person whose rising tide actually lifts your boat, too? Cronyism gets a bad reputation, but that's when it's paired with incompetence or favoritism without merit. The truth is, every successful career has an element of strategic alignment. It's about connecting yourself with the right leader, building trust through results, and positioning yourself as someone they want to bring along when they rise.

      So today, I'd like to talk about how to identify whose coattails are worth riding... and how to make sure you've earned your place on that ride.

      The Reality of Relationships in Corporate Advancement

      I've long said that building a network is the single most important thing you can do for your career. Your skills will get you in the door, but your relationships determine how far you go once you're inside. Promotions, high-visibility projects, cross-functional opportunities—they rarely appear out of thin air. They come through people. Your network is the radar that picks up opportunities before they hit the job board.

      There's an old quote from Seneca that I love: "Luck is what happens when preparation meets opportunity." The preparation part is obvious; we all know we have to deliver results, build credibility, and sharpen our skills. But opportunity? That's the piece most people overlook. Opportunity doesn't just fall in your lap—it's usually handed to you by someone who knows your name, trusts your work, and believes in your potential.

      That's why I say the first step in becoming someone's "crony"—in the best sense of the word—is to build that relationship before you need it. Get on their radar by doing good work. Add value without asking for anything in return. Be the person they can depend on when things get hectic. When the time comes for them to move up or take on a new challenge, you'll already be positioned as part of their trusted circle.

      In corporate life, advancement is rarely a solo sport. It's a team game—and if you're not intentionally building the right team around you, someone else is.

      What "Strategic Alignment" Actually Looks Like

      Let's start by defining a few terms. The word crony has become shorthand for favoritism, backroom deals, and people getting ahead for all the wrong reasons. But at its root, a crony is simply someone who's connected to power. That connection, in and of itself, isn't bad. It's how the connection is earned that determines whether you're a crony... or a strategically aligned professional.

      Strategic alignment is what happens when your goals, values, and performance directly support the success of someone higher up in the organization. You're not just orbiting power; you're contributing to it. You're part of a symbiotic relationship where your wins make their job easier, their projects stronger, and their vision more achievable.

      So how do you know which side of the line you're on? Ask yourself three simple questions:

      Do you help this person win in a way that also helps the team?

      Cronyism isolates—it creates winners and losers. Strategic alignment lifts everyone around you. If the person you're supporting becomes more effective because of your input, and the team benefits in the process, that's a healthy dynamic.

      Do you bring something to the table they need—insight, relationships, execution?

      The strongest professional relationships are built on mutual value. If you offer something that fills a gap or accelerates progress, you're not tagging along... you're indispensable to the mission.

      Are you seen as loyal and competent?

      Loyalty without competence is flattery. Competence without loyalty is risk. The combination is trust—and trust is the foundation of every meaningful professional alliance.

      If the answer to all three is yes, you're not a crony—you're a trusted asset. You've built a relationship based on performance, reliability, and shared success. But if any of those answers are no... then yes, you might just be a crony. And cronies don't get invited to the next level; they get replaced when it's convenient.

      Strategic alignment is about playing the long game. It's about being so valuable, so dependable, and so in sync with where your leader is heading that they can't imagine building the next chapter without you in it.

      How to Identify the Right Person to Align With

      Now that we've defined what strategic alignment looks like, the next question is... who should you align with? Not every rising star is worth following, and not every senior leader has the influence—or the inclination—to pull others up with them. The key is to find someone whose momentum, mindset, and management style create opportunity for you to grow alongside them.

      Start by looking for people who are already on a fast track. Promotions leave a trail, and those who have moved up consistently are likely to continue that trend. High performers tend to attract new challenges, bigger projects, and broader scope. If you can earn a place in that person's circle early, their growth naturally creates lift for everyone who supports them well.

      Next, look for someone who shares the credit and invests in developing others. You can tell a lot about a leader by the way they talk about their team. If they celebrate wins collectively, delegate meaningful work, and visibly coach others, that's a person who will recognize competence—and reward it. Those are the leaders who build inner circles, not closed circles.

      You'll also want to watch for people who are part of the conversation, not outside of it. These are the individuals who have access, who get looped into strategic discussions, who are in rooms where decisions are made. You can spot them by the projects they're trusted with, the visibility they have across the organization, and how others defer to their input. Proximity to power isn't about politics—it's about access to the flow of information and opportunity.

      And finally, make sure your values align. The higher someone climbs, the more their decisions reflect their core beliefs. If you're aligned with a leader whose ethics, management style, and goals match your own, you'll move forward with integrity and confidence. But if your values don't match, success will come with discomfort... and eventually, conflict.

      One last word of caution: be careful not to attach yourself to someone who's approaching a terminal position. Every company has them—the senior leaders who've likely hit the ceiling of their upward mobility. They may be respected, even powerful, but they're no longer ascending. If their career has plateaued, so will yours if you tether too tightly.

      The goal isn't to find anyone influential. It's to find the right person—someone who's still climbing, who builds others along the way, and whose rise opens doors you're ready to walk through.

      How to Build a Genuine, Strategic Relationship

      Finding the right person to align with is only half the equation. The real magic happens when you learn how to build that relationship in a way that's natural, professional, and mutually valuable. The approach looks a little different depending on where you are in your career, but the principles stay the same: earn trust through performance, create value before asking for it, and always keep the relationship grounded in results, not flattery.

      Early Career: Earn Proximity Through Performance

      When you're early in your career, your best strategy is to make yourself visible through excellence. Every project, every deliverable, every presentation is an opportunity to show that you're reliable and capable. Leaders notice people who make their lives easier. That might mean volunteering for a stretch assignment, being the one who spots potential problems before they escalate, or simply being the person who always delivers high-quality work on time.

      At this stage, proximity is the goal. You want to earn a seat in the room—not by talking your way in, but by performing your way in. Reliability builds access, and access builds relationships.

      As You Begin Your Ascent: Anticipate Needs and Add Value

      Once you've established yourself, your focus should shift to strategic contribution. Don't just do what's asked—start seeing around corners. Learn your manager's priorities, their pressure points, and their success metrics. When you can anticipate what they need before they ask, you're no longer just an employee; you're a partner in execution.

      At this level, small gestures can carry big weight. Send a concise summary after a meeting to clarify action items. Offer data or insights that make decision-making easier. Look for inefficiencies you can streamline. These small actions add up to a reputation of someone who thinks like a leader—and that's exactly the kind of person rising leaders want close by.

      Senior Levels: Become a Strategic Sounding Board

      By the time you reach senior levels, alignment shifts from execution to perspective. Leaders at this stage don't just need doers—they need thinkers who help them see blind spots, validate ideas, and shape direction. You can strengthen your relationship by becoming a trusted sounding board. That means you're not just agreeing with everything; you're respectfully challenging assumptions, offering alternative views, and contributing insights that make their strategies stronger.

      Credibility becomes currency here. The more thoughtful and data-driven your input, the more likely you'll be invited into strategic discussions. This is how you evolve from being part of someone's team to being part of their inner circle.

      Transitioning from Manager/Director to Executive: Build Alignment at the Organizational Level

      When you're preparing to move into executive ranks, your relationship-building focus must scale beyond one person. You're no longer aligning with a leader—you're aligning with the leadership ecosystem. This means cross-functional collaboration, strategic visibility, and building trust horizontally as well as vertically.

      Still, one key ally can make all the difference. Find an executive who embodies the leadership style you aspire to, and look for ways your growth can directly reinforce theirs. Support their initiatives, lead projects that expand their influence, and deliver outcomes that make their leadership more effective. At this stage, you're not just someone's protégé—you're part of their leadership legacy.

      How to Avoid the Traps of Cronyism

      Loyalty is one of the most powerful traits you can bring to a professional relationship... but it's also one of the most dangerous if you don't manage it wisely. The same loyalty that earns you trust early in your career can hold you back later if it keeps you tied to the wrong person or situation.

      Let's be clear—loyalty matters. The people who advance together are often those who've proven they can depend on each other through pressure and change. That kind of professional trust isn't built overnight; it's earned through consistency, discretion, and shared wins over time. When your leader knows you've got their back, they're far more likely to bring you into opportunities, conversations, and rooms you wouldn't reach on your own.

      But loyalty has limits. There will come a point where you may have to ask yourself whether the person you aligned with is still the right one to stay tethered to. Maybe their values have drifted. Maybe their leadership style has changed. Or maybe their career has plateaued—or even started to unravel—in a way that could drag you down with it.

      When that happens, you can't let nostalgia or misplaced loyalty compromise your own trajectory. Staying loyal to someone who's no longer aligned with your principles or your potential isn't loyalty—it's stagnation.

      If your values no longer match, that's your cue to respectfully create distance. Protect your reputation, maintain professionalism, and quietly redirect your energy toward relationships that reflect where you're headed, not where you've been. Similarly, if someone's progress has stalled—or worse, they've made choices that could tarnish your credibility—you have to make the hard call to step away.

      The key is to do it with grace. Don't burn bridges, don't gossip, and don't make it personal. Just reposition yourself in a way that keeps you moving forward. True strategic alignment is never blind loyalty; it's a partnership built on mutual growth. And if that growth stops, it's okay to move on.

      The best professionals know how to stay loyal and self-aware. They understand that integrity and momentum go hand in hand...]]>5f111a7d-4eec-485e-ab6b-f35a2326924dTue, 11 Nov 2025 20:00:00 -050016:57falsefull117117Inflection Point - MAC116 There's a moment in every career when you realize... the rules have changed. What used to work doesn't work anymore. The strategies that once got you noticed, promoted, or rewarded suddenly stop moving the needle. You're working just as hard, maybe even harder, but the results don't follow. And that's when the question hits you: "Wait—did I miss something?"

      You didn't miss anything. You just reached an inflection point — one of those quiet but defining moments where the path ahead demands a different version of you. Today, we're unpacking those critical career shifts; how to spot them early, how to pivot fast, and how to make sure you don't get trapped in the "almost promoted" zone. Whether you're still building your foundation, managing a team, or eyeing the next big move, this conversation will help you zoom out and see your career from a higher altitude — because those inflection points? They're where careers either stall... or take off.

      What exactly do I mean by an "inflection point"? It's the moment your career trajectory starts to curve. It's subtle at first; everything seems fine on the surface. You're still performing, still getting solid feedback, still known as the person who delivers. But then, almost imperceptibly, the results start to taper off. The same tactics that once made you stand out don't seem to move the needle anymore. You're working just as hard — maybe harder — but the impact isn't landing like it used to.

      Think back for a second. Maybe you were the person who always delivered fast, accurate work; who double-checked every detail and saved the day more than once. Early in your career, that's gold. It earns trust and opens doors. But as you move up, being the "doer" isn't what gets noticed anymore. What matters now is influence, not output. That's the curve.

      The skill set that once made you exceptional starts to flatten out in value, while new skills — delegation, persuasion, visibility, strategic thinking — suddenly become the new currency. It's not that your old skills no longer matter; they've just become the price of entry at this new level. You're no longer being measured by effort. You're being measured by impact.

      So how do you know when you've hit one of these career turning points — before it's too late? There are usually some telltale signs hiding in plain sight.

      Maybe you're being praised and even rewarded, yet somehow still passed over for promotions. You keep hearing how great your work is, but advancement never follows. That's a signal. Praise without progress usually means the rules have shifted… and you haven't.

      Or maybe you're working harder than ever — longer hours, bigger projects, stepping in to solve problems that aren't even yours — but the return on that effort is smaller than before. That's not burnout or bad luck; it's evidence that the old playbook has expired.

      Another clue? You've started to feel invisible in meetings. You speak up, but your ideas don't land. You're left out of decisions you used to be part of. That's not about confidence; that's about context. Influence, not effort, has become the new performance metric.

      And finally, there's the comfort trap. When your job starts running on autopilot — when you're hitting your targets, but nothing really stretches you — that sense of ease can feel good… but it's actually career quicksand. The moment you stop growing faster than your role, you start falling behind.

      Each of these signs is a nudge to reassess. Not because you're doing anything wrong, but because the game just advanced to a new level while you were focused on mastering the last one.

      If you can recognize when these stalls are happening, you can make the pivots that move you forward. You can go from stuck to promotable by making a few critical shifts in how you think and lead.

      The first pivot is from performer to strategist. Instead of asking, "What do I need to do?", start asking, "Where should we be focusing?" The next level of leadership isn't looking for people who execute faster; they're looking for people who can see further. The shift is from doing work to defining work — from crossing items off your list to making sure the list itself drives business results.

      The second pivot is about visibility. Early in your career, being seen working hard was important. But as you rise, it's not the effort people notice — it's the outcomes. Your credibility becomes your brand. Consistency, alignment with company priorities, and measurable results are what build trust with decision-makers. Being busy isn't impressive anymore. Being impactful is.

      And the final pivot — the one that feels most counterintuitive for high performers — is to do less. The instinct is to take on more, to prove your value by sheer volume. But the next level isn't about how much you can personally carry; it's about how much you can enable others to deliver. True advancement comes from scale — through delegation, mentorship, and building systems that multiply your impact. You're not rewarded for doing everything yourself; you're rewarded for building capacity around you.

      One of the biggest transitions in any career is moving from being a great individual contributor to someone who amplifies the impact of others. At the first level, you're rewarded for what you can personally do. At the next level, you're rewarded for what you can make happen through others. That's a massive shift — and it's exactly where a lot of people stumble.

      Picture this: you're the star player on the team. You score the points, you know the plays, you've built a reputation for reliability. Then one day, you get promoted to manager. Overnight, your job stops being about playing and starts being about coaching. But nobody hands you a new rulebook. You can't "outwork" your way through this level — you have to outthink it. Success now is measured not by what you produce, but by how effectively you enable others to produce. That means shifting from control to influence, from execution to enablement, from doing to deciding. The faster you internalize that shift, the faster your career accelerates.

      If we boiled it all down, career advancement comes from mastering what I call the promotion equation. At each level, the equation shifts slightly, but the pattern is the same: Performance gets you noticed; Perception gets you considered; Positioning gets you promoted. Most people stop at performance, assuming their work will speak for itself. But at higher levels, it doesn't. Your work needs a voice — and that voice is you. Make sure your manager sees that you're thinking about the next level. Ask for feedback not just on what you're doing, but how you're operating. If your boss's boss spent a week watching you, would they see someone ready to lead… or someone still playing last year's game? That's the lens to use.

      Before we wrap up, let's take a moment to talk about a few warning signs that the rules of your career may have shifted — signs that you might have missed the change before it became obvious. One of the clearest indicators is if you find yourself more comfortable solving yesterday's problems than identifying tomorrow's. You're tackling tasks you already know how to handle, but you're not spending as much time thinking about what's coming next. That's a subtle signal that your role is evolving, and it's time to start thinking beyond the immediate to the bigger...]]> There's a moment in every career when you realize... the rules have changed. What used to work doesn't work anymore. The strategies that once got you noticed, promoted, or rewarded suddenly stop moving the needle. You're working just as hard, maybe even harder, but the results don't follow. And that's when the question hits you: "Wait—did I miss something?"

      You didn't miss anything. You just reached an inflection point — one of those quiet but defining moments where the path ahead demands a different version of you. Today, we're unpacking those critical career shifts; how to spot them early, how to pivot fast, and how to make sure you don't get trapped in the "almost promoted" zone. Whether you're still building your foundation, managing a team, or eyeing the next big move, this conversation will help you zoom out and see your career from a higher altitude — because those inflection points? They're where careers either stall... or take off.

      What exactly do I mean by an "inflection point"? It's the moment your career trajectory starts to curve. It's subtle at first; everything seems fine on the surface. You're still performing, still getting solid feedback, still known as the person who delivers. But then, almost imperceptibly, the results start to taper off. The same tactics that once made you stand out don't seem to move the needle anymore. You're working just as hard — maybe harder — but the impact isn't landing like it used to.

      Think back for a second. Maybe you were the person who always delivered fast, accurate work; who double-checked every detail and saved the day more than once. Early in your career, that's gold. It earns trust and opens doors. But as you move up, being the "doer" isn't what gets noticed anymore. What matters now is influence, not output. That's the curve.

      The skill set that once made you exceptional starts to flatten out in value, while new skills — delegation, persuasion, visibility, strategic thinking — suddenly become the new currency. It's not that your old skills no longer matter; they've just become the price of entry at this new level. You're no longer being measured by effort. You're being measured by impact.

      So how do you know when you've hit one of these career turning points — before it's too late? There are usually some telltale signs hiding in plain sight.

      Maybe you're being praised and even rewarded, yet somehow still passed over for promotions. You keep hearing how great your work is, but advancement never follows. That's a signal. Praise without progress usually means the rules have shifted… and you haven't.

      Or maybe you're working harder than ever — longer hours, bigger projects, stepping in to solve problems that aren't even yours — but the return on that effort is smaller than before. That's not burnout or bad luck; it's evidence that the old playbook has expired.

      Another clue? You've started to feel invisible in meetings. You speak up, but your ideas don't land. You're left out of decisions you used to be part of. That's not about confidence; that's about context. Influence, not effort, has become the new performance metric.

      And finally, there's the comfort trap. When your job starts running on autopilot — when you're hitting your targets, but nothing really stretches you — that sense of ease can feel good… but it's actually career quicksand. The moment you stop growing faster than your role, you start falling behind.

      Each of these signs is a nudge to reassess. Not because you're doing anything wrong, but because the game just advanced to a new level while you were focused on mastering the last one.

      If you can recognize when these stalls are happening, you can make the pivots that move you forward. You can go from stuck to promotable by making a few critical shifts in how you think and lead.

      The first pivot is from performer to strategist. Instead of asking, "What do I need to do?", start asking, "Where should we be focusing?" The next level of leadership isn't looking for people who execute faster; they're looking for people who can see further. The shift is from doing work to defining work — from crossing items off your list to making sure the list itself drives business results.

      The second pivot is about visibility. Early in your career, being seen working hard was important. But as you rise, it's not the effort people notice — it's the outcomes. Your credibility becomes your brand. Consistency, alignment with company priorities, and measurable results are what build trust with decision-makers. Being busy isn't impressive anymore. Being impactful is.

      And the final pivot — the one that feels most counterintuitive for high performers — is to do less. The instinct is to take on more, to prove your value by sheer volume. But the next level isn't about how much you can personally carry; it's about how much you can enable others to deliver. True advancement comes from scale — through delegation, mentorship, and building systems that multiply your impact. You're not rewarded for doing everything yourself; you're rewarded for building capacity around you.

      One of the biggest transitions in any career is moving from being a great individual contributor to someone who amplifies the impact of others. At the first level, you're rewarded for what you can personally do. At the next level, you're rewarded for what you can make happen through others. That's a massive shift — and it's exactly where a lot of people stumble.

      Picture this: you're the star player on the team. You score the points, you know the plays, you've built a reputation for reliability. Then one day, you get promoted to manager. Overnight, your job stops being about playing and starts being about coaching. But nobody hands you a new rulebook. You can't "outwork" your way through this level — you have to outthink it. Success now is measured not by what you produce, but by how effectively you enable others to produce. That means shifting from control to influence, from execution to enablement, from doing to deciding. The faster you internalize that shift, the faster your career accelerates.

      If we boiled it all down, career advancement comes from mastering what I call the promotion equation. At each level, the equation shifts slightly, but the pattern is the same: Performance gets you noticed; Perception gets you considered; Positioning gets you promoted. Most people stop at performance, assuming their work will speak for itself. But at higher levels, it doesn't. Your work needs a voice — and that voice is you. Make sure your manager sees that you're thinking about the next level. Ask for feedback not just on what you're doing, but how you're operating. If your boss's boss spent a week watching you, would they see someone ready to lead… or someone still playing last year's game? That's the lens to use.

      Before we wrap up, let's take a moment to talk about a few warning signs that the rules of your career may have shifted — signs that you might have missed the change before it became obvious. One of the clearest indicators is if you find yourself more comfortable solving yesterday's problems than identifying tomorrow's. You're tackling tasks you already know how to handle, but you're not spending as much time thinking about what's coming next. That's a subtle signal that your role is evolving, and it's time to start thinking beyond the immediate to the bigger picture.

      Another sign shows up in the feedback you receive. Early in your career, praise often centers around details — did you finish the task correctly, were your deliverables on point. At higher levels, feedback starts to shift toward direction: are you influencing outcomes, shaping priorities, and helping guide others? If you're still mostly hearing comments on the details, that's a clue that your impact isn't being measured in the currency that matters at the next level.

      You may also notice that you're being looped in after decisions are already made, instead of before. It can feel frustrating, almost like your voice isn't valued, even though you're still contributing. That's a classic signal that your sphere of influence needs to expand. At the next level, your goal is to be at the table before the decisions happen — shaping the conversation, offering insight, and guiding direction rather than simply executing once the plan is set.

      Finally, pay attention to how you feel at the end of your workday. You might be exhausted, stretched thin, and working hard, but not fulfilled in a meaningful way. That exhaustion without fulfillment is a sign that your current approach isn't fueling growth; it's burning energy without advancing your career trajectory. The good news is, noticing these signs isn't a setback — it's an invitation. You're not behind. You're ready for the next chapter, and the new playbook that comes with it.

      So, you've heard the theory. Now it's time to put it into action. Here are three concrete steps you can take this week. First, make a list of the behaviors and habits that have made you successful at your current level. Then ask yourself, "Will these still matter one level up?" If the answer is no, start replacing them now — don't wait until it's too late.

      Next, in your upcoming one-on-one, go beyond the usual performance check-in. Don't just ask how you're doing — ask what the next level looks like, and what gaps your manager sees in your readiness to get there. That single question demonstrates initiative, strategic self-awareness, and the kind of forward-thinking leadership that gets noticed.

      Finally, stop measuring success by effort alone. Instead, define it by influence, outcomes, and how well you make others successful. And if you want a bonus step, find your inflection point mentor — someone one or two levels above you who has already made the leap. Study how they operate differently, and you'll pick up cues far faster than any workshop or training could teach you.

      Career growth isn't a straight line. It's a series of curves — and each curve demands a new version of you. The people who get promoted fastest aren't always the smartest or the hardest working; they're the ones who notice the game has changed and adjust before anyone else does.

      Thanks for listening to Managing A Career. If you got value from today's insights, leaving a quick rating or review is the easiest way to help others find the show. Your feedback not only supports the podcast, it signals to other professionals that these strategies actually work and helps grow a community of people striving to get ahead. I've been your host, Layne Robinson.

      ]]>bbe27ff4-b307-430a-818b-874ad6ffee82Tue, 04 Nov 2025 20:00:00 -050012:54falsefull116116Indispensable - MAC115 They say if you make yourself indispensable, your job is safe. But what if being the person everyone depends on is quietly holding your career hostage?

      The Paradox of Being Indispensable

      You've probably heard someone say, "If you make yourself indispensable, you'll never lose your job." It sounds like solid advice, right? Be the person who keeps the lights on. The one who knows how everything works, fixes what's broken, and always swoops in to save the day. But here's the twist: the very strategy that protects your position might also be the one holding your career hostage. Today, we're unpacking the paradox of being indispensable : when it's your greatest strength… and when it quietly becomes career suicide.

      Why Being Indispensable Feels So Good — and Why It's a Trap

      Being indispensable feels good. It's validation. It's the company saying, "We need you." You become the go-to person…..the firefighter who can handle every emergency, the steady hand everyone trusts when things go sideways. If you're early in your career, that feeling can be addictive. You get noticed. You get trusted. You're seen as reliable, capable, and essential. It feels like the fast track to success.

      But here's the catch: being indispensable often locks you in place. I usually tell my team, "If you're the only one who can… you're the one who always will." Because if you're the only one who knows how something works, your boss can't promote you. They can't move you into something new. The moment you leave your seat, things fall apart (and no manager wants that). You've become too valuable… but only right where you are. And that's when "job security" quietly turns into "career stagnation."

      When Indispensability Becomes a Liability

      If you're a senior employee or manager, you might recognize this dynamic in your own team. There's always that one person you can't afford to lose. They're the glue holding everything together — the expert who keeps projects running and makes problems disappear before anyone else even sees them. But here's the uncomfortable truth: that same person can also be the reason no one else is learning how to do the job. And that's a risk; for them, for you, and for the business.

      When one person carries all the knowledge, you're building a system that's one resignation away from collapse. You risk burnout and resentment from the person stuck in that role. And if they leave, you risk chaos. That's why redundancy isn't waste….. It's protection. It's flexibility. It's freedom. The healthiest teams have overlap by design. They cross-train, they document, they share expertise.

      And here's the irony: when you become indispensable, it doesn't make management feel safe. It makes them nervous. Because they know the system can't function without you. And that's not stability; that's fragility.

      Redefining What It Means to Be Indispensable

      So, how do you do it right? Being "indispensable" isn't the problem….it's the definition that needs to evolve. Early in your career, indispensability is about reliability. You earn trust by showing up, solving problems, and doing excellent work. That's how you build your reputation.

      But as you grow, the meaning changes. True indispensability isn't about being the only one who can, it's about being the one who makes sure others can too. You multiply your value by documenting what you know, by delegating with intention, and by teaching others to succeed even when you're not in the room. That's not losing control….that's gaining influence. It's the difference between being the person who "does it all" and the person who "makes it possible." The first keeps you busy. The second builds your legacy.

      Leaders: Don't Reinforce the Trap

      As a leader, you might be unintentionally reinforcing this problem. Every team has that one rock star who seems to do it all; the person who solves every problem because "time is of the essence." But here's the catch: by leaning on their indispensability, you're limiting their growth.

      Even worse, you're holding back the rest of the team. By making one person the go-to for every challenge, you lock them into a role that's hard to step out of, while denying others the chance to shine. Over time, this can lead to burnout, frustration, and even people leaving; both for those rockstars AND those that are overlooked.

      Great leaders don't just reward dependability; they design redundancy. They build systems where anyone could step in and perform well. That doesn't make your top performer less valuable, it makes the whole team stronger. Your job as a manager isn't to keep people busy; it's to keep them growing.

      Job Security or Career Suicide? It Depends

      So, is being indispensable job security or career suicide? The answer is, as always, "it depends." It depends on what kind of indispensable you are.

      If you're the hero who holds everything together, it may feel like job security……for now. But eventually, that path leads to a dead end. If you're the builder who creates systems, trains others, and scales your impact, you're on the fast track to career acceleration. One makes you hard to fire. The other makes you impossible to ignore.

      So, how do you break out of the old-style indispensable box and become truly impactful? Start by documenting everything. Any knowledge that lives only in your head? Write it down and share it with your team. Next, get someone else involved. Show them how, then let them take the lead. Support them when needed, but delegate the task…..and then, speak up for something bigger.

      Here's your reflection for the week: Are you protecting your current job… or preparing for your next one? If today's episode got you thinking differently about what it means to be "indispensable," share it with someone on your team…maybe the person who's always putting out fires, or the one you rely on the most.

      And if you haven't already, go to https://managingacareer.com/follow to subscribe to Managing A Career wherever you listen to podcasts. Every episode is about helping you work smarter, lead better, and move faster toward that next promotion. Until next time, I'm Layne Robinson, and this is Managing A Career.

      ]]> They say if you make yourself indispensable, your job is safe. But what if being the person everyone depends on is quietly holding your career hostage?

      The Paradox of Being Indispensable

      You've probably heard someone say, "If you make yourself indispensable, you'll never lose your job." It sounds like solid advice, right? Be the person who keeps the lights on. The one who knows how everything works, fixes what's broken, and always swoops in to save the day. But here's the twist: the very strategy that protects your position might also be the one holding your career hostage. Today, we're unpacking the paradox of being indispensable : when it's your greatest strength… and when it quietly becomes career suicide.

      Why Being Indispensable Feels So Good — and Why It's a Trap

      Being indispensable feels good. It's validation. It's the company saying, "We need you." You become the go-to person…..the firefighter who can handle every emergency, the steady hand everyone trusts when things go sideways. If you're early in your career, that feeling can be addictive. You get noticed. You get trusted. You're seen as reliable, capable, and essential. It feels like the fast track to success.

      But here's the catch: being indispensable often locks you in place. I usually tell my team, "If you're the only one who can… you're the one who always will." Because if you're the only one who knows how something works, your boss can't promote you. They can't move you into something new. The moment you leave your seat, things fall apart (and no manager wants that). You've become too valuable… but only right where you are. And that's when "job security" quietly turns into "career stagnation."

      When Indispensability Becomes a Liability

      If you're a senior employee or manager, you might recognize this dynamic in your own team. There's always that one person you can't afford to lose. They're the glue holding everything together — the expert who keeps projects running and makes problems disappear before anyone else even sees them. But here's the uncomfortable truth: that same person can also be the reason no one else is learning how to do the job. And that's a risk; for them, for you, and for the business.

      When one person carries all the knowledge, you're building a system that's one resignation away from collapse. You risk burnout and resentment from the person stuck in that role. And if they leave, you risk chaos. That's why redundancy isn't waste….. It's protection. It's flexibility. It's freedom. The healthiest teams have overlap by design. They cross-train, they document, they share expertise.

      And here's the irony: when you become indispensable, it doesn't make management feel safe. It makes them nervous. Because they know the system can't function without you. And that's not stability; that's fragility.

      Redefining What It Means to Be Indispensable

      So, how do you do it right? Being "indispensable" isn't the problem….it's the definition that needs to evolve. Early in your career, indispensability is about reliability. You earn trust by showing up, solving problems, and doing excellent work. That's how you build your reputation.

      But as you grow, the meaning changes. True indispensability isn't about being the only one who can, it's about being the one who makes sure others can too. You multiply your value by documenting what you know, by delegating with intention, and by teaching others to succeed even when you're not in the room. That's not losing control….that's gaining influence. It's the difference between being the person who "does it all" and the person who "makes it possible." The first keeps you busy. The second builds your legacy.

      Leaders: Don't Reinforce the Trap

      As a leader, you might be unintentionally reinforcing this problem. Every team has that one rock star who seems to do it all; the person who solves every problem because "time is of the essence." But here's the catch: by leaning on their indispensability, you're limiting their growth.

      Even worse, you're holding back the rest of the team. By making one person the go-to for every challenge, you lock them into a role that's hard to step out of, while denying others the chance to shine. Over time, this can lead to burnout, frustration, and even people leaving; both for those rockstars AND those that are overlooked.

      Great leaders don't just reward dependability; they design redundancy. They build systems where anyone could step in and perform well. That doesn't make your top performer less valuable, it makes the whole team stronger. Your job as a manager isn't to keep people busy; it's to keep them growing.

      Job Security or Career Suicide? It Depends

      So, is being indispensable job security or career suicide? The answer is, as always, "it depends." It depends on what kind of indispensable you are.

      If you're the hero who holds everything together, it may feel like job security……for now. But eventually, that path leads to a dead end. If you're the builder who creates systems, trains others, and scales your impact, you're on the fast track to career acceleration. One makes you hard to fire. The other makes you impossible to ignore.

      So, how do you break out of the old-style indispensable box and become truly impactful? Start by documenting everything. Any knowledge that lives only in your head? Write it down and share it with your team. Next, get someone else involved. Show them how, then let them take the lead. Support them when needed, but delegate the task…..and then, speak up for something bigger.

      Here's your reflection for the week: Are you protecting your current job… or preparing for your next one? If today's episode got you thinking differently about what it means to be "indispensable," share it with someone on your team…maybe the person who's always putting out fires, or the one you rely on the most.

      And if you haven't already, go to https://managingacareer.com/follow to subscribe to Managing A Career wherever you listen to podcasts. Every episode is about helping you work smarter, lead better, and move faster toward that next promotion. Until next time, I'm Layne Robinson, and this is Managing A Career.

      ]]>351c70ec-06fe-4b44-879c-9086240c6674Tue, 28 Oct 2025 19:00:00 -050007:44falsefull115115Building a Side Hustle - MAC114 How to Start a Side Hustle Without Sabotaging Your Career

      A side hustle can feel like freedom — a chance to earn extra income, explore your creativity, and maybe even test-drive that business idea that's been living in your head for years. It's exciting, empowering, and sometimes even career-changing. But it can also be risky. The wrong move could damage your professional reputation, violate company policy, or simply stretch you too thin to perform well in your day job.

      Today, we're diving into something that's become almost expected in the modern workplace: the side hustle. Whether it's freelancing, consulting, selling online, or creating content, nearly half of all professionals now have one. But the real question is: should you? Let's explore why building a side hustle might be one of the smartest career decisions you can make… or one of the most dangerous.

      Legal Considerations: Know Before You Start

      Before we get into the whys and whatfors of a side hustle, let's talk about something far less exciting but absolutely essential — the legal stuff. Most of the risks fall into three big categories: non-compete clauses, confidentiality agreements, and intellectual property ownership.

      Let's start with non-compete clauses. These can limit your ability to do similar work or serve similar clients — even on your own time. Some expire when you leave your employer, while others can follow you for months, or even years, afterward. Then there's confidentiality. If your job gives you access to inside information, proprietary data, or key contacts, using them in your side hustle isn't just unethical — it could be illegal.

      And finally, there's intellectual property. If you're using company time, equipment, or resources to build your side hustle, your employer might legally own part — or all — of what you've created. The safest approach? Use your own tools, your own time, and your own money. And if you're unsure what you can and can't do, have a candid conversation with your manager or HR, and consider a quick consult with an employment lawyer. One hour of legal advice now can save you a career's worth of regret later.

      Why Side Hustles Are Appealing

      So, with the legal stuff out of the way, let's talk about what makes a side hustle so appealing. A side hustle can give you things your day job often doesn't: control over decisions — both creative and strategic, financial freedom, and personal growth. You get to experiment, try new ideas, and see the direct impact of your efforts — something that's often hard to find in larger corporate environments.

      Then there's the financial side. An extra stream of income can ease financial pressure, help you build savings, or fund your next big move. Down the line, it could even replace your primary income entirely. But here's what often gets overlooked: a side hustle can also make you better at your day job. Running something on your own forces you to learn new skills — marketing, negotiation, time management, customer service. You start thinking like an owner, not just an employee. And that mindset shift — from doing to owning — is exactly what separates good employees from promotable ones. So yes, there's a lot to gain.

      The Catch: Risks of a Side Hustle

      With all of those benefits, what's the catch? Having a side hustle isn't for everyone. First, it demands time — lots of it. If your plate is already full with work, family, or personal commitments, launching a side business can quickly push you toward burnout. Nights, weekends, and even vacations can disappear under deadlines and client needs.

      Second, it can blur the lines between your personal and professional life. Maybe your employer frowns on consulting on the side, or coworkers begin to question your focus. And then there's the legal side — those non-compete clauses, confidentiality agreements, and conflict-of-interest policies we talked about earlier aren't just suggestions. For example, if you work in marketing and take freelance marketing clients, your company could see that as direct competition. Even if you're not poaching clients, it could still violate your contract.

      Finally, there's reputational risk. If your side hustle doesn't align with your company's values or brand, it can raise questions about your judgment — especially if you hold a leadership position. So before you start, don't just ask, "What could I gain?" Ask, "What could I lose?"

      How to Start a Side Hustle Safely

      So, how do you actually start a side hustle without jeopardizing your main job? First, get clear on your goal. Why are you starting this side project? Are you aiming to make extra money, build skills, or create a potential escape route? Knowing your primary purpose will shape every decision you make.

      Next, review your company policies. Pull out your employment agreement and look for keywords like non-compete, moonlighting, or conflict of interest. If anything is unclear, talk to HR or even get legal advice — it's always better to ask up front than apologize later. And if your side hustle could intersect with your company in any way, have a short, professional conversation with your manager. Transparency builds trust and reduces future headaches.

      As you explore opportunities for your side hustle, focus on opportunities that are complementary to your role and your company — not competitive. The further your side hustle is from your company's core business, the less likely you are to run into trouble. Start simple; you don't need a flashy launch with a social media blitz. Test your idea, see if you even enjoy it, and consider leveraging your strengths or learning new growth-oriented skills. The best side hustles grow naturally, without forcing pressure or overcommitment.

      And finally, protect your time. Your main job still pays the bills, and if your performance starts slipping, your side hustle could become a liability instead of an asset. Treat it like a project, not a full-time job — and build it carefully, step by step.

      Long-Term Career Benefits of a Side Hustle

      So, you've started a side hustle and it's gaining traction — now how can you use it to advance your career? Wearing all the hats in your side project teaches skills you can bring back to your day job. Building a small website might help you understand digital marketing. Handling customers could sharpen your communication or sales skills. Even if these skills aren't directly related to your current role, they can open doors for lateral moves or promotions within your company.

      A successful side hustle also signals initiative. It tells your employer that you're resourceful, entrepreneurial, and capable of managing yourself — qualities that can lead to promotions, invitations to high-visibility projects, or even career pivots. Beyond that, your side project can expand your network, connecting you with people outside your usual circle: new industries, mentors, and opportunities. Remember, your network is one of the most powerful tools you have for career growth.

      And let's be honest — this day and age, no job is permanent. A side hustle provides both a safety net and a sense of autonomy. Much like investing, having diversified sources of income puts you in a stronger position when one opportunity disappears. When...]]> How to Start a Side Hustle Without Sabotaging Your Career

      A side hustle can feel like freedom — a chance to earn extra income, explore your creativity, and maybe even test-drive that business idea that's been living in your head for years. It's exciting, empowering, and sometimes even career-changing. But it can also be risky. The wrong move could damage your professional reputation, violate company policy, or simply stretch you too thin to perform well in your day job.

      Today, we're diving into something that's become almost expected in the modern workplace: the side hustle. Whether it's freelancing, consulting, selling online, or creating content, nearly half of all professionals now have one. But the real question is: should you? Let's explore why building a side hustle might be one of the smartest career decisions you can make… or one of the most dangerous.

      Legal Considerations: Know Before You Start

      Before we get into the whys and whatfors of a side hustle, let's talk about something far less exciting but absolutely essential — the legal stuff. Most of the risks fall into three big categories: non-compete clauses, confidentiality agreements, and intellectual property ownership.

      Let's start with non-compete clauses. These can limit your ability to do similar work or serve similar clients — even on your own time. Some expire when you leave your employer, while others can follow you for months, or even years, afterward. Then there's confidentiality. If your job gives you access to inside information, proprietary data, or key contacts, using them in your side hustle isn't just unethical — it could be illegal.

      And finally, there's intellectual property. If you're using company time, equipment, or resources to build your side hustle, your employer might legally own part — or all — of what you've created. The safest approach? Use your own tools, your own time, and your own money. And if you're unsure what you can and can't do, have a candid conversation with your manager or HR, and consider a quick consult with an employment lawyer. One hour of legal advice now can save you a career's worth of regret later.

      Why Side Hustles Are Appealing

      So, with the legal stuff out of the way, let's talk about what makes a side hustle so appealing. A side hustle can give you things your day job often doesn't: control over decisions — both creative and strategic, financial freedom, and personal growth. You get to experiment, try new ideas, and see the direct impact of your efforts — something that's often hard to find in larger corporate environments.

      Then there's the financial side. An extra stream of income can ease financial pressure, help you build savings, or fund your next big move. Down the line, it could even replace your primary income entirely. But here's what often gets overlooked: a side hustle can also make you better at your day job. Running something on your own forces you to learn new skills — marketing, negotiation, time management, customer service. You start thinking like an owner, not just an employee. And that mindset shift — from doing to owning — is exactly what separates good employees from promotable ones. So yes, there's a lot to gain.

      The Catch: Risks of a Side Hustle

      With all of those benefits, what's the catch? Having a side hustle isn't for everyone. First, it demands time — lots of it. If your plate is already full with work, family, or personal commitments, launching a side business can quickly push you toward burnout. Nights, weekends, and even vacations can disappear under deadlines and client needs.

      Second, it can blur the lines between your personal and professional life. Maybe your employer frowns on consulting on the side, or coworkers begin to question your focus. And then there's the legal side — those non-compete clauses, confidentiality agreements, and conflict-of-interest policies we talked about earlier aren't just suggestions. For example, if you work in marketing and take freelance marketing clients, your company could see that as direct competition. Even if you're not poaching clients, it could still violate your contract.

      Finally, there's reputational risk. If your side hustle doesn't align with your company's values or brand, it can raise questions about your judgment — especially if you hold a leadership position. So before you start, don't just ask, "What could I gain?" Ask, "What could I lose?"

      How to Start a Side Hustle Safely

      So, how do you actually start a side hustle without jeopardizing your main job? First, get clear on your goal. Why are you starting this side project? Are you aiming to make extra money, build skills, or create a potential escape route? Knowing your primary purpose will shape every decision you make.

      Next, review your company policies. Pull out your employment agreement and look for keywords like non-compete, moonlighting, or conflict of interest. If anything is unclear, talk to HR or even get legal advice — it's always better to ask up front than apologize later. And if your side hustle could intersect with your company in any way, have a short, professional conversation with your manager. Transparency builds trust and reduces future headaches.

      As you explore opportunities for your side hustle, focus on opportunities that are complementary to your role and your company — not competitive. The further your side hustle is from your company's core business, the less likely you are to run into trouble. Start simple; you don't need a flashy launch with a social media blitz. Test your idea, see if you even enjoy it, and consider leveraging your strengths or learning new growth-oriented skills. The best side hustles grow naturally, without forcing pressure or overcommitment.

      And finally, protect your time. Your main job still pays the bills, and if your performance starts slipping, your side hustle could become a liability instead of an asset. Treat it like a project, not a full-time job — and build it carefully, step by step.

      Long-Term Career Benefits of a Side Hustle

      So, you've started a side hustle and it's gaining traction — now how can you use it to advance your career? Wearing all the hats in your side project teaches skills you can bring back to your day job. Building a small website might help you understand digital marketing. Handling customers could sharpen your communication or sales skills. Even if these skills aren't directly related to your current role, they can open doors for lateral moves or promotions within your company.

      A successful side hustle also signals initiative. It tells your employer that you're resourceful, entrepreneurial, and capable of managing yourself — qualities that can lead to promotions, invitations to high-visibility projects, or even career pivots. Beyond that, your side project can expand your network, connecting you with people outside your usual circle: new industries, mentors, and opportunities. Remember, your network is one of the most powerful tools you have for career growth.

      And let's be honest — this day and age, no job is permanent. A side hustle provides both a safety net and a sense of autonomy. Much like investing, having diversified sources of income puts you in a stronger position when one opportunity disappears. When done ethically, responsibly, and strategically, a side hustle doesn't just pad your wallet — it builds your career capital.

      Closing Thoughts

      A side hustle can be one of the best professional development tools you'll ever have — or the biggest career misstep you'll make. The difference comes down to how intentionally you approach it. If today's episode got you thinking about your own side hustle — or helped you avoid a costly mistake — share it with a friend or teammate. Maybe someone who's been talking about starting something on the side but isn't sure where to begin.

      And if you haven't already, go to https://managingacareer.com/follow to subscribe to Managing A Career wherever you listen to podcasts. Your growth is your responsibility — and this show is here to make that journey easier, one step at a time.

      ]]>c0329439-b9cb-40a3-9637-6d2c16bab787Tue, 21 Oct 2025 19:00:00 -050009:46falsefull114114Coaching Up or Coaching Out - MAC113 Every leader has hit this crossroads at some point: a member of your team isn't hitting the mark. You've coached, you've encouraged, you've given feedback—maybe even tried a few creative workarounds—and yet, nothing seems to stick. So now comes the tough question: do you double down and keep investing in their growth, or do you make the hard—but necessary—decision to help them move on? Today, we're diving into one of the most uncomfortable yet crucial responsibilities in leadership: knowing when to coach up and when to coach out. And if you're not a manager, don't tune out just yet—understanding this process can give you a huge edge in your own career, helping you grow faster and avoid unexpected setbacks.

      No one likes having the hard conversations, but as a leader, they are inevitable. When a team member isn't reaching their potential, it's your responsibility to coach them up. You've seen what they're capable of—you know their strengths and possibilities—but it often takes patience, creativity, and persistence to help them break through self-doubt, inexperience, or gaps in skill. This kind of investment can transform a good employee into a great one. But sometimes, despite your best efforts, coaching up isn't the right answer. That doesn't mean the person is a failure; it simply means there's a mismatch—between the role, the team's needs, or even the culture—and the best outcome might be helping them find a position better aligned with their goals and abilities. Neither conversation is easy, yet the mark of strong leadership is facing them head-on rather than avoiding the discomfort.

      If you're a leader, your role is part coach, part mirror, and part compass. The mirror reflects reality—you show people where they're excelling and where they're struggling. The coach develops skills, offering feedback, resources, and encouragement. And the compass? It points the way forward, setting expectations and guiding direction. When it comes to coaching up, the first step is honesty. Don't sugarcoat feedback—people can't improve what they can't see. But honesty alone isn't enough. Without empathy, it feels like criticism. Pair your feedback with belief—belief that improvement is possible. Say things like, "I know this is a stretch, but I've seen you handle bigger challenges before," or, "You've got strong instincts here—let's work on building consistency."

      Next, define what success looks like. Be explicit about timelines, metrics, and outcomes. Vague coaching produces vague results, and no one wins there. And finally, remove roadblocks. Sometimes, performance issues aren't about motivation—they're about missing tools, unclear priorities, or overwhelming workloads. A great coach doesn't just demand results—they create the conditions for success.

      Now, let's tackle the harder side: coaching out. It's never fun. But keeping someone in a role where they're not thriving isn't compassion—it's avoidance. The truth is, the longer you delay an honest conversation, the more harm it causes. The employee loses confidence, the team loses morale, and your credibility as a leader takes a hit.

      Coaching out doesn't have to be a blunt "you're fired" moment. It can sound like this: "We've tried several paths to help you succeed in this role, and I know how hard you've worked. But I also see that you might be better suited for something different—maybe in another department, or even outside this company." It's never about blame. It's about fit.

      Some employees leave these conversations relieved; others may be surprised or frustrated. Either way, your responsibility is to preserve their dignity and provide support where possible—referrals, networking introductions, resume guidance. When you handle coaching out with integrity, you don't just protect the company's reputation—you enhance your own, building a reputation as a fair, trustworthy, and empathetic leader.

      So how do you decide when to coach up and when to coach out? Think of it as a combination of potential, performance, and fit. Coach up when the employee shows capability, willingness to learn, and motivation—but just needs guidance, skills, or confidence to reach their potential. Provide clear feedback, set expectations, and remove obstacles so they can grow. Coach out when there's a persistent mismatch between the role and the person—when skills, mindset, or alignment with team culture aren't clicking despite your best efforts. Delaying the decision only prolongs frustration for everyone involved. By approaching these choices thoughtfully, you ensure your team stays productive, motivated, and engaged, and you reinforce your credibility as a leader who balances compassion with accountability.

      Now let's shift perspectives. If you're an employee, here's a career accelerator you don't want to ignore: being coachable. That means listening with an open mind, resisting defensiveness, and treating feedback—even the tough kind—as an opportunity to grow. When you hear feedback, try asking questions like, "Can you give me an example of what that looks like?" or "What would great performance in this area look like to you?" Those questions signal maturity and a growth mindset.

      Being coachable doesn't mean being a pushover. It means committing to learning, even when the feedback stings. Remember: your manager's job isn't to make you comfortable; it's to help you grow. And growth is often uncomfortable. So the next time your boss says, "We need to talk," don't assume the worst—it might be the best career opportunity you'll get all year.

      And sometimes… the conversation takes a different turn. Maybe your leader sits you down and says, "This role just isn't the right fit for you." That moment can feel crushing—but it doesn't have to define you. Here's what's really happening: your leader is acknowledging that your strengths and the company's needs aren't fully aligned. That's not failure—it's information. What you do next determines whether this moment becomes a setback or a setup for something better.

      Ask thoughtful questions: "Can you share what factors led to this decision?" "What do you think I do best?" "Do you have suggestions for where my skills might be a better fit?" Those conversations often open doors to new insights, referrals, or even internal transfers. Remember, being coached out isn't the end of your story—it's just a plot twist in the middle. And sometimes, it's exactly the push you need to find the opportunity that fits who you're becoming, not who you've been.

      Whether you're coaching or being coached, the magic happens when honesty meets empathy and strategy. Honesty brings clarity. Empathy keeps humanity at the center. Strategy ensures that decisions move both the team and the individual forward. When one of these elements is missing, everything starts to unravel. Honesty without empathy feels cold. Empathy without strategy feels directionless. Strategy without honesty feels manipulative. But when you bring all three together—that's when real growth happens… for everyone involved.

      Whether it's coaching up or coaching out, these conversations are some of the toughest dynamics in the workplace. But how you handle them can be the most defining factor in your career—or in the success of your team. Handled poorly, they breed resentment, fear, or self-doubt. Handled well, they build trust, clarity, and growth—for everyone involved. Leaders, don't shy away from these conversations; they shape the future of your team. Employees, don't fear them; they shape the future of your career. Growth happens when both sides engage openly, honestly, and with intention.

      If today's episode helped you think differently about coaching—whether you're giving it or receiving it—share it with someone who needs to hear it. Maybe a manager struggling with feedback, or a colleague navigating a tough performance review. And if you haven't already, head to https://managingacareer.com/follow so you can subscribe to Managing A Career wherever you listen to podcasts. Your growth is your responsibility—and this show is here to make that journey easier, one episode at a time.

      ]]> Every leader has hit this crossroads at some point: a member of your team isn't hitting the mark. You've coached, you've encouraged, you've given feedback—maybe even tried a few creative workarounds—and yet, nothing seems to stick. So now comes the tough question: do you double down and keep investing in their growth, or do you make the hard—but necessary—decision to help them move on? Today, we're diving into one of the most uncomfortable yet crucial responsibilities in leadership: knowing when to coach up and when to coach out. And if you're not a manager, don't tune out just yet—understanding this process can give you a huge edge in your own career, helping you grow faster and avoid unexpected setbacks.

      No one likes having the hard conversations, but as a leader, they are inevitable. When a team member isn't reaching their potential, it's your responsibility to coach them up. You've seen what they're capable of—you know their strengths and possibilities—but it often takes patience, creativity, and persistence to help them break through self-doubt, inexperience, or gaps in skill. This kind of investment can transform a good employee into a great one. But sometimes, despite your best efforts, coaching up isn't the right answer. That doesn't mean the person is a failure; it simply means there's a mismatch—between the role, the team's needs, or even the culture—and the best outcome might be helping them find a position better aligned with their goals and abilities. Neither conversation is easy, yet the mark of strong leadership is facing them head-on rather than avoiding the discomfort.

      If you're a leader, your role is part coach, part mirror, and part compass. The mirror reflects reality—you show people where they're excelling and where they're struggling. The coach develops skills, offering feedback, resources, and encouragement. And the compass? It points the way forward, setting expectations and guiding direction. When it comes to coaching up, the first step is honesty. Don't sugarcoat feedback—people can't improve what they can't see. But honesty alone isn't enough. Without empathy, it feels like criticism. Pair your feedback with belief—belief that improvement is possible. Say things like, "I know this is a stretch, but I've seen you handle bigger challenges before," or, "You've got strong instincts here—let's work on building consistency."

      Next, define what success looks like. Be explicit about timelines, metrics, and outcomes. Vague coaching produces vague results, and no one wins there. And finally, remove roadblocks. Sometimes, performance issues aren't about motivation—they're about missing tools, unclear priorities, or overwhelming workloads. A great coach doesn't just demand results—they create the conditions for success.

      Now, let's tackle the harder side: coaching out. It's never fun. But keeping someone in a role where they're not thriving isn't compassion—it's avoidance. The truth is, the longer you delay an honest conversation, the more harm it causes. The employee loses confidence, the team loses morale, and your credibility as a leader takes a hit.

      Coaching out doesn't have to be a blunt "you're fired" moment. It can sound like this: "We've tried several paths to help you succeed in this role, and I know how hard you've worked. But I also see that you might be better suited for something different—maybe in another department, or even outside this company." It's never about blame. It's about fit.

      Some employees leave these conversations relieved; others may be surprised or frustrated. Either way, your responsibility is to preserve their dignity and provide support where possible—referrals, networking introductions, resume guidance. When you handle coaching out with integrity, you don't just protect the company's reputation—you enhance your own, building a reputation as a fair, trustworthy, and empathetic leader.

      So how do you decide when to coach up and when to coach out? Think of it as a combination of potential, performance, and fit. Coach up when the employee shows capability, willingness to learn, and motivation—but just needs guidance, skills, or confidence to reach their potential. Provide clear feedback, set expectations, and remove obstacles so they can grow. Coach out when there's a persistent mismatch between the role and the person—when skills, mindset, or alignment with team culture aren't clicking despite your best efforts. Delaying the decision only prolongs frustration for everyone involved. By approaching these choices thoughtfully, you ensure your team stays productive, motivated, and engaged, and you reinforce your credibility as a leader who balances compassion with accountability.

      Now let's shift perspectives. If you're an employee, here's a career accelerator you don't want to ignore: being coachable. That means listening with an open mind, resisting defensiveness, and treating feedback—even the tough kind—as an opportunity to grow. When you hear feedback, try asking questions like, "Can you give me an example of what that looks like?" or "What would great performance in this area look like to you?" Those questions signal maturity and a growth mindset.

      Being coachable doesn't mean being a pushover. It means committing to learning, even when the feedback stings. Remember: your manager's job isn't to make you comfortable; it's to help you grow. And growth is often uncomfortable. So the next time your boss says, "We need to talk," don't assume the worst—it might be the best career opportunity you'll get all year.

      And sometimes… the conversation takes a different turn. Maybe your leader sits you down and says, "This role just isn't the right fit for you." That moment can feel crushing—but it doesn't have to define you. Here's what's really happening: your leader is acknowledging that your strengths and the company's needs aren't fully aligned. That's not failure—it's information. What you do next determines whether this moment becomes a setback or a setup for something better.

      Ask thoughtful questions: "Can you share what factors led to this decision?" "What do you think I do best?" "Do you have suggestions for where my skills might be a better fit?" Those conversations often open doors to new insights, referrals, or even internal transfers. Remember, being coached out isn't the end of your story—it's just a plot twist in the middle. And sometimes, it's exactly the push you need to find the opportunity that fits who you're becoming, not who you've been.

      Whether you're coaching or being coached, the magic happens when honesty meets empathy and strategy. Honesty brings clarity. Empathy keeps humanity at the center. Strategy ensures that decisions move both the team and the individual forward. When one of these elements is missing, everything starts to unravel. Honesty without empathy feels cold. Empathy without strategy feels directionless. Strategy without honesty feels manipulative. But when you bring all three together—that's when real growth happens… for everyone involved.

      Whether it's coaching up or coaching out, these conversations are some of the toughest dynamics in the workplace. But how you handle them can be the most defining factor in your career—or in the success of your team. Handled poorly, they breed resentment, fear, or self-doubt. Handled well, they build trust, clarity, and growth—for everyone involved. Leaders, don't shy away from these conversations; they shape the future of your team. Employees, don't fear them; they shape the future of your career. Growth happens when both sides engage openly, honestly, and with intention.

      If today's episode helped you think differently about coaching—whether you're giving it or receiving it—share it with someone who needs to hear it. Maybe a manager struggling with feedback, or a colleague navigating a tough performance review. And if you haven't already, head to https://managingacareer.com/follow so you can subscribe to Managing A Career wherever you listen to podcasts. Your growth is your responsibility—and this show is here to make that journey easier, one episode at a time.

      ]]>09722a7b-3b3b-4fef-9b41-4614f628d401Tue, 14 Oct 2025 19:50:00 -050009:59falsefull113113Is Your Career In Shutdown Mode? - MAC112At the time of recording, the U.S. government is in the middle of a shutdown. Progress has stalled. Federal employees are stuck in limbo, staring down questions with no answers: *How long will this last? What happens to me? What changes when it finally lifts?* It's a moment of suspended animation—where uncertainty reigns and momentum evaporates. Sound familiar? It should. Because the same thing can happen in your career. Not with a headline or a press briefing, but with a quiet stall in progress, a creeping sense of doubt, and a calendar full of meetings that don't move the needle.

      Right now, the headlines are packed with shutdowns and budget battles. But this episode isn't about politics—it's about something far more personal. Because shutdowns don't just happen in Washington. They happen in our work lives, too. Whether you're fresh out of school, mid-career and questioning your next move, or leading a team that's lost its spark, shutdowns show up when forward motion disappears. And if you don't spot them early, your growth can stall for months… sometimes years. So let's break down what a career shutdown actually looks like, why it happens, and how to restart the engine before you lose momentum for good.

      A career shutdown doesn't mean you stop working. Far from it. You're still showing up, still checking boxes, still attending meetings that could've been emails. But the spark is gone. You're treading water, stuck in cruise control—doing the same tasks, facing the same challenges, with zero stretch and even less excitement. Maybe you're getting raises, but they're just enough to keep you from updating your résumé. Promotions? Not even a whisper. It's professional purgatory: you're employed, but you're not advancing.

      Just like in Washington, a career shutdown doesn't happen overnight. It creeps in—slow, quiet, and disguised as "just a busy season." It's triggered by unresolved issues or a lack of leadership—sometimes from others, often from ourselves. Maybe it's indecision. You're unsure about your next step, so you wait. You tell yourself you'll figure it out later… but "later" becomes "next year." Or maybe you're over-relying on management, assuming your boss or company will chart your growth. Spoiler: no one is thinking about your development as much as you should be. Then there's avoidance. You know you should ask for feedback, clarify your goals, or push for that promotion—but it's uncomfortable, so you stall. Meanwhile, burnout builds. You've been running hard for so long your tank is empty. You're still in motion, but you're not moving forward. And at the root of it all? Complacency. You tell yourself, "Things are fine." You stop chasing, stop stretching, stop learning. And just like that, your momentum dies. Career shutdowns don't announce themselves—they sneak in, settle down, and stay until you decide to kick them out.

      Let's start with those of you early in your career. You land that first "good job" and think, I made it. But that's exactly when shutdown risk spikes—because comfort is sneaky. You tell yourself you're gaining "experience," but if that experience isn't growing you, it's just keeping you busy.

      Here's how to shutdown-proof your early career: Don't wait for assignments. Be proactive. Ask, "What's next? Where can I add value?" The ones who seek out responsibility are the ones who get noticed first. Focus on transferable skills—communication, writing, project management, presenting. Skills that make you valuable anywhere, not just in your current role. And find a mentor. Someone who gives honest feedback, keeps you accountable, and helps you see beyond your current lane. If you avoid stalling in your first five years, you'll outpace most of your peers. Momentum built early compounds fast.

      Now, let's talk mid-career. You've built credibility, earned a solid salary, maybe even a leadership title. Your shutdown doesn't look like boredom—it looks like plateauing. You're doing well. You're respected. You're stable. But… nothing's really changing. And here's the danger: stability feels safe, but in today's world, stability without growth is decline in disguise.

      So how do you stay in motion? Start by revisiting your goals. The ambitions that got you here won't take you where you want to go next. Don't coast on old goals—create new ones that stretch you. Expand laterally. Take on projects that expose you to new departments or business functions. Growth doesn't always mean promotion—sometimes it's about broadening your scope. And reinvest in your network. At this level, visibility often matters more than output. If no one knows your impact, it's like it didn't happen. Mid-career shutdowns are sneaky—because they feel like comfort. But comfort and growth rarely coexist.

      And if you manage people? Your career growth is tied to theirs. When your team stalls, you stall. When they can't deliver results, your progress slows too. As a leader, avoiding shutdown means playing a different game.

      Start by developing your people—not hoarding them. The more you help others grow, the more capacity you create to take on bigger challenges. Build influence beyond your team. Don't just lead your group—be someone whose perspective shapes decisions across the org. And watch out for manager autopilot. It's easy to fall into a routine of one-on-ones, reports, meetings, and metrics. But real leaders don't just manage the status quo—they push for innovation and change. If you're in leadership, your challenge isn't just preventing your own shutdown—it's making sure your entire team keeps moving forward too.

      Maybe you're listening and thinking, Yeah… that's me. I'm in one of those shutdowns. Good news: stalled careers aren't permanent. But they don't restart on their own. They need intentional action.

      Step one: reset expectations with your boss. Schedule a career conversation. Ask, "What does success look like over the next six months? What would it take to earn that next promotion?" Clarity creates accountability—and accountability drives progress.

      Step two: rebuild your energy. Sometimes, what you need isn't a new job—it's a reset. Rest. Recharge. Re-engage. Burnout doesn't fix itself, and momentum needs fuel.

      Step three: re-skill. Pick one new capability that creates leverage for your next role. Maybe it's AI, data storytelling, leadership development—whatever positions you for what's next. Growth starts with learning, and learning starts with choice.

      Shutdowns don't fix themselves. They end when you take initiative. So if you're stuck, stalled, or just coasting—this is your sign. Restart the engine. Your career's waiting.

      Career shutdowns happen to everyone. The real question is—will you catch it early enough to restart? You don't need a perfect moment, a new title, or someone else's permission. You can create your own momentum—starting today.

      If this episode got you thinking, share it with a friend or colleague who might be stuck in their own "career shutdown." And if you haven't already, hit subscribe so you never miss an episode of *Managing A Career*. I'm Layne Robinson—thanks for listening. Now go out there and shutdown-proof your career.

      ]]>At the time of recording, the U.S. government is in the middle of a shutdown. Progress has stalled. Federal employees are stuck in limbo, staring down questions with no answers: *How long will this last? What happens to me? What changes when it finally lifts?* It's a moment of suspended animation—where uncertainty reigns and momentum evaporates. Sound familiar? It should. Because the same thing can happen in your career. Not with a headline or a press briefing, but with a quiet stall in progress, a creeping sense of doubt, and a calendar full of meetings that don't move the needle.

      Right now, the headlines are packed with shutdowns and budget battles. But this episode isn't about politics—it's about something far more personal. Because shutdowns don't just happen in Washington. They happen in our work lives, too. Whether you're fresh out of school, mid-career and questioning your next move, or leading a team that's lost its spark, shutdowns show up when forward motion disappears. And if you don't spot them early, your growth can stall for months… sometimes years. So let's break down what a career shutdown actually looks like, why it happens, and how to restart the engine before you lose momentum for good.

      A career shutdown doesn't mean you stop working. Far from it. You're still showing up, still checking boxes, still attending meetings that could've been emails. But the spark is gone. You're treading water, stuck in cruise control—doing the same tasks, facing the same challenges, with zero stretch and even less excitement. Maybe you're getting raises, but they're just enough to keep you from updating your résumé. Promotions? Not even a whisper. It's professional purgatory: you're employed, but you're not advancing.

      Just like in Washington, a career shutdown doesn't happen overnight. It creeps in—slow, quiet, and disguised as "just a busy season." It's triggered by unresolved issues or a lack of leadership—sometimes from others, often from ourselves. Maybe it's indecision. You're unsure about your next step, so you wait. You tell yourself you'll figure it out later… but "later" becomes "next year." Or maybe you're over-relying on management, assuming your boss or company will chart your growth. Spoiler: no one is thinking about your development as much as you should be. Then there's avoidance. You know you should ask for feedback, clarify your goals, or push for that promotion—but it's uncomfortable, so you stall. Meanwhile, burnout builds. You've been running hard for so long your tank is empty. You're still in motion, but you're not moving forward. And at the root of it all? Complacency. You tell yourself, "Things are fine." You stop chasing, stop stretching, stop learning. And just like that, your momentum dies. Career shutdowns don't announce themselves—they sneak in, settle down, and stay until you decide to kick them out.

      Let's start with those of you early in your career. You land that first "good job" and think, I made it. But that's exactly when shutdown risk spikes—because comfort is sneaky. You tell yourself you're gaining "experience," but if that experience isn't growing you, it's just keeping you busy.

      Here's how to shutdown-proof your early career: Don't wait for assignments. Be proactive. Ask, "What's next? Where can I add value?" The ones who seek out responsibility are the ones who get noticed first. Focus on transferable skills—communication, writing, project management, presenting. Skills that make you valuable anywhere, not just in your current role. And find a mentor. Someone who gives honest feedback, keeps you accountable, and helps you see beyond your current lane. If you avoid stalling in your first five years, you'll outpace most of your peers. Momentum built early compounds fast.

      Now, let's talk mid-career. You've built credibility, earned a solid salary, maybe even a leadership title. Your shutdown doesn't look like boredom—it looks like plateauing. You're doing well. You're respected. You're stable. But… nothing's really changing. And here's the danger: stability feels safe, but in today's world, stability without growth is decline in disguise.

      So how do you stay in motion? Start by revisiting your goals. The ambitions that got you here won't take you where you want to go next. Don't coast on old goals—create new ones that stretch you. Expand laterally. Take on projects that expose you to new departments or business functions. Growth doesn't always mean promotion—sometimes it's about broadening your scope. And reinvest in your network. At this level, visibility often matters more than output. If no one knows your impact, it's like it didn't happen. Mid-career shutdowns are sneaky—because they feel like comfort. But comfort and growth rarely coexist.

      And if you manage people? Your career growth is tied to theirs. When your team stalls, you stall. When they can't deliver results, your progress slows too. As a leader, avoiding shutdown means playing a different game.

      Start by developing your people—not hoarding them. The more you help others grow, the more capacity you create to take on bigger challenges. Build influence beyond your team. Don't just lead your group—be someone whose perspective shapes decisions across the org. And watch out for manager autopilot. It's easy to fall into a routine of one-on-ones, reports, meetings, and metrics. But real leaders don't just manage the status quo—they push for innovation and change. If you're in leadership, your challenge isn't just preventing your own shutdown—it's making sure your entire team keeps moving forward too.

      Maybe you're listening and thinking, Yeah… that's me. I'm in one of those shutdowns. Good news: stalled careers aren't permanent. But they don't restart on their own. They need intentional action.

      Step one: reset expectations with your boss. Schedule a career conversation. Ask, "What does success look like over the next six months? What would it take to earn that next promotion?" Clarity creates accountability—and accountability drives progress.

      Step two: rebuild your energy. Sometimes, what you need isn't a new job—it's a reset. Rest. Recharge. Re-engage. Burnout doesn't fix itself, and momentum needs fuel.

      Step three: re-skill. Pick one new capability that creates leverage for your next role. Maybe it's AI, data storytelling, leadership development—whatever positions you for what's next. Growth starts with learning, and learning starts with choice.

      Shutdowns don't fix themselves. They end when you take initiative. So if you're stuck, stalled, or just coasting—this is your sign. Restart the engine. Your career's waiting.

      Career shutdowns happen to everyone. The real question is—will you catch it early enough to restart? You don't need a perfect moment, a new title, or someone else's permission. You can create your own momentum—starting today.

      If this episode got you thinking, share it with a friend or colleague who might be stuck in their own "career shutdown." And if you haven't already, hit subscribe so you never miss an episode of *Managing A Career*. I'm Layne Robinson—thanks for listening. Now go out there and shutdown-proof your career.

      ]]>ad5b3ba3-8c71-466e-bd84-23d0dd340ed1Tue, 07 Oct 2025 19:00:00 -050009:05falsefull112112From School to the Corporate World - MAC111 Navigating the First Steps: From School to the Corporate World

      Many of the topics I cover on this podcast are geared toward people who are further along in their careers—those aiming for that next big promotion or managing teams. But this week, I want to shift the spotlight to those of you who are just starting out. Maybe you're still in college and gearing up for an internship. Maybe you've recently graduated and are about to dive into your very first "real" job. If that's you, this episode is especially for you. And for those of you who've been in the workforce for a while, don't skip ahead—I've got a message for you at the end that I think will hit home.

      Leaving school and stepping into the workforce is one of the biggest turning points in your life. The classroom gave you theories and frameworks, but the workplace is where those ideas get tested. Suddenly, it's not just about what you know—it's about your habits, your adaptability, and your resilience. This is where you start to connect the dots between education and execution, between who you think you are and how you actually show up when the pressure is on. So in this episode, let's break down what to expect—the highs, the lows, the lessons—and most importantly, how to make the most of this critical first chapter in your career.

      The Highs

      Let's start with the good stuff—the highs you can expect when you step into the workforce. One of the biggest highs is exposure to real work. Unlike assignments in school, the work you do now has tangible consequences. What you produce could directly influence a client deliverable, shape a manager's decision, or determine the success of an entire project. That kind of responsibility is both exciting and validating—it tells you, "I matter here."

      Another high is the opportunity for mentorship. You're suddenly surrounded by professionals with years—sometimes decades—of experience. These aren't just abstract role models in a textbook; they're real people who can guide you, challenge you, and even open doors for you down the road. Sometimes a single conversation with a mentor during an internship or your early career can teach you more than an entire semester in the classroom.

      And then there's the acceleration of your skills. In just a few weeks or months, you'll start to absorb lessons about professional expectations, communication norms, and problem-solving under pressure. You'll see firsthand what it takes to deliver under deadlines, adapt to shifting priorities, and contribute to a team's success. That rapid growth builds confidence, and before long, you'll notice you're not just keeping up—you're standing out from your peers.

      The Lows

      But, let's be real—it won't all be smooth sailing. Every job comes with its share of lows. At times, you'll find yourself doing repetitive or menial tasks. Maybe you're filing documents, taking notes in meetings, or entering data into a system. It might not feel glamorous, but it's not pointless. These small tasks are often the building blocks of bigger outcomes, and they give you a front-row seat to how organizations actually function.

      You may also run into imposter syndrome. Surrounded by people who seem more polished, more confident, or more experienced, it's easy to wonder, Do I really belong here? The truth is, even the professionals who seem like they've got it all figured out once felt exactly the same. Everyone starts somewhere, and doubt is a normal part of growth.

      And then there's feedback—the kind that stings. At some point, you'll make a mistake or deliver something that isn't up to standard. Someone may critique your work more directly than you're used to, and in the moment, it can feel personal. But here's the shift: feedback is rarely about you as a person. It's about raising the quality of your output. The sooner you learn to absorb constructive criticism and act on it, the faster you'll grow. In fact, feedback is one of the most valuable career accelerators you'll ever encounter.

      Making the Most of Every Opportunity

      Not every job will be perfect, but every job has something to teach you—if you pay attention. Notice which aspects of your work excite you and which feel like pure drudgery. Sometimes, it's the company's mission that resonates with your values, making even the most mundane tasks feel meaningful within the bigger picture. Other times, it's the people—the team you work with and the personal growth they enable—that keeps you motivated. And sometimes, it's simply the tasks themselves, which offer opportunities to develop skills that will serve you later.

      If you can't find any of these sparks, it might be a signal to consider your next move. But don't leap blindly—research your next opportunity carefully to make sure you're not simply swapping one set of frustrations for another. Thoughtful reflection on what drives you now will help you make smarter choices for your career tomorrow.

      Transitioning from School to Corporate Life

      The jump from school to corporate life is one of the biggest adjustments you'll make. In school, deadlines were often flexible. Turn something in late, and maybe you lost a few points—but life went on. In the corporate world, deadlines are commitments. Your credibility hinges on whether you deliver on time, and consistently meeting deadlines quickly sets you apart as reliable and trustworthy.

      Feedback works differently, too. In school, it came in the form of grades: you submitted an assignment, got a score, and moved on. In the workplace, feedback is constant, and it shapes how others perceive your growth. How you respond—whether you embrace it, adapt, and improve, or resist it—will have a direct impact on your career trajectory.

      Performance in education was mostly individual. You studied, wrote papers, took exams—it was largely about what you could accomplish on your own. In corporate life, collaboration is often more important than solo effort. Success is measured not just by your personal output, but by how effectively you work with and through others to achieve results.

      This transition can feel jarring at first, but if you reframe it, you'll see the workplace as just another classroom—one with higher stakes, but also far greater rewards.

      A Word for Experienced Workers

      Now, let's flip the perspective. If you've been in the corporate world for a while—maybe even managing newcomers—this part is for you. Think back to your first days on the job. Do you remember how uncertain you felt? How small tasks seemed massive? How feedback—good or bad—stuck with you? Those memories aren't just nostalgia; they're tools. They remind you what it's like to be new, and they can help you both improve your current performance and support those just starting out.

      Reignite your beginner's mind. Early in your career, everything felt like a learning opportunity. Somewhere along the way, we stop asking "why" and just accept the way things are. Channeling that same curiosity can sharpen your edge and even help you innovate in your current role.

      Check your assumptions. Recent graduates often ask questions that might seem basic—but those questions can uncover inefficiencies or outdated habits we've stopped questioning. Instead of dismissing them, see what you can learn.

      Navigating the First Steps: From School to the Corporate World

      Many of the topics I cover on this podcast are geared toward people who are further along in their careers—those aiming for that next big promotion or managing teams. But this week, I want to shift the spotlight to those of you who are just starting out. Maybe you're still in college and gearing up for an internship. Maybe you've recently graduated and are about to dive into your very first "real" job. If that's you, this episode is especially for you. And for those of you who've been in the workforce for a while, don't skip ahead—I've got a message for you at the end that I think will hit home.

      Leaving school and stepping into the workforce is one of the biggest turning points in your life. The classroom gave you theories and frameworks, but the workplace is where those ideas get tested. Suddenly, it's not just about what you know—it's about your habits, your adaptability, and your resilience. This is where you start to connect the dots between education and execution, between who you think you are and how you actually show up when the pressure is on. So in this episode, let's break down what to expect—the highs, the lows, the lessons—and most importantly, how to make the most of this critical first chapter in your career.

      The Highs

      Let's start with the good stuff—the highs you can expect when you step into the workforce. One of the biggest highs is exposure to real work. Unlike assignments in school, the work you do now has tangible consequences. What you produce could directly influence a client deliverable, shape a manager's decision, or determine the success of an entire project. That kind of responsibility is both exciting and validating—it tells you, "I matter here."

      Another high is the opportunity for mentorship. You're suddenly surrounded by professionals with years—sometimes decades—of experience. These aren't just abstract role models in a textbook; they're real people who can guide you, challenge you, and even open doors for you down the road. Sometimes a single conversation with a mentor during an internship or your early career can teach you more than an entire semester in the classroom.

      And then there's the acceleration of your skills. In just a few weeks or months, you'll start to absorb lessons about professional expectations, communication norms, and problem-solving under pressure. You'll see firsthand what it takes to deliver under deadlines, adapt to shifting priorities, and contribute to a team's success. That rapid growth builds confidence, and before long, you'll notice you're not just keeping up—you're standing out from your peers.

      The Lows

      But, let's be real—it won't all be smooth sailing. Every job comes with its share of lows. At times, you'll find yourself doing repetitive or menial tasks. Maybe you're filing documents, taking notes in meetings, or entering data into a system. It might not feel glamorous, but it's not pointless. These small tasks are often the building blocks of bigger outcomes, and they give you a front-row seat to how organizations actually function.

      You may also run into imposter syndrome. Surrounded by people who seem more polished, more confident, or more experienced, it's easy to wonder, Do I really belong here? The truth is, even the professionals who seem like they've got it all figured out once felt exactly the same. Everyone starts somewhere, and doubt is a normal part of growth.

      And then there's feedback—the kind that stings. At some point, you'll make a mistake or deliver something that isn't up to standard. Someone may critique your work more directly than you're used to, and in the moment, it can feel personal. But here's the shift: feedback is rarely about you as a person. It's about raising the quality of your output. The sooner you learn to absorb constructive criticism and act on it, the faster you'll grow. In fact, feedback is one of the most valuable career accelerators you'll ever encounter.

      Making the Most of Every Opportunity

      Not every job will be perfect, but every job has something to teach you—if you pay attention. Notice which aspects of your work excite you and which feel like pure drudgery. Sometimes, it's the company's mission that resonates with your values, making even the most mundane tasks feel meaningful within the bigger picture. Other times, it's the people—the team you work with and the personal growth they enable—that keeps you motivated. And sometimes, it's simply the tasks themselves, which offer opportunities to develop skills that will serve you later.

      If you can't find any of these sparks, it might be a signal to consider your next move. But don't leap blindly—research your next opportunity carefully to make sure you're not simply swapping one set of frustrations for another. Thoughtful reflection on what drives you now will help you make smarter choices for your career tomorrow.

      Transitioning from School to Corporate Life

      The jump from school to corporate life is one of the biggest adjustments you'll make. In school, deadlines were often flexible. Turn something in late, and maybe you lost a few points—but life went on. In the corporate world, deadlines are commitments. Your credibility hinges on whether you deliver on time, and consistently meeting deadlines quickly sets you apart as reliable and trustworthy.

      Feedback works differently, too. In school, it came in the form of grades: you submitted an assignment, got a score, and moved on. In the workplace, feedback is constant, and it shapes how others perceive your growth. How you respond—whether you embrace it, adapt, and improve, or resist it—will have a direct impact on your career trajectory.

      Performance in education was mostly individual. You studied, wrote papers, took exams—it was largely about what you could accomplish on your own. In corporate life, collaboration is often more important than solo effort. Success is measured not just by your personal output, but by how effectively you work with and through others to achieve results.

      This transition can feel jarring at first, but if you reframe it, you'll see the workplace as just another classroom—one with higher stakes, but also far greater rewards.

      A Word for Experienced Workers

      Now, let's flip the perspective. If you've been in the corporate world for a while—maybe even managing newcomers—this part is for you. Think back to your first days on the job. Do you remember how uncertain you felt? How small tasks seemed massive? How feedback—good or bad—stuck with you? Those memories aren't just nostalgia; they're tools. They remind you what it's like to be new, and they can help you both improve your current performance and support those just starting out.

      Reignite your beginner's mind. Early in your career, everything felt like a learning opportunity. Somewhere along the way, we stop asking "why" and just accept the way things are. Channeling that same curiosity can sharpen your edge and even help you innovate in your current role.

      Check your assumptions. Recent graduates often ask questions that might seem basic—but those questions can uncover inefficiencies or outdated habits we've stopped questioning. Instead of dismissing them, see what you can learn.

      And perhaps most importantly: pay it forward. Be approachable, generous with your feedback, and clear about expectations. A few minutes of explanation can save them hours of uncertainty, and your guidance can be transformative. Clarity is everything. Feedback is critical—give it often, give it kindly, and give it constructively. Inclusion builds confidence, too. Invite them to meetings, ask for their perspective, and treat their presence as meaningful. These small gestures can completely change the way they see themselves as professionals.

      Helping newcomers succeed doesn't just benefit them—it benefits you, too. The way you teach, guide, and support reflects your leadership skills, and leadership is one of the strongest signals of promotion readiness.

      Key Points and Their Implications

      Topic

      Key Insight

      Implication for You

      Highs of Early Career

      Real work, mentorship, rapid skill growth

      Engage fully—these opportunities accelerate learning and visibility.

      Lows of Early Career

      Repetitive tasks, imposter syndrome, critical feedback

      Reframe challenges as lessons and build resilience.

      Making the Most

      Identify what excites you; reflect on values and growth

      Motivation and clarity help you maximize any role or decide if it's time to move on.

      School → Corporate Transition

      Deadlines are commitments; feedback is constant; collaboration is key

      Develop reliability, adaptability, and teamwork early to stand out.

      Experienced Workers

      Reignite beginner's mind; check assumptions; pay it forward

      Supporting newcomers strengthens leadership skills and creates stronger teams.

      Actionable Strategies You Can Start Today

      1. Track Your Wins and LessonsKeep a simple journal of accomplishments, challenges, and feedback. Reflect weekly on what's working, what's tough, and what you're learning. This builds self-awareness and prepares you for future promotions.
      2. Seek Mentorship ActivelyDon't wait for a mentor to find you. Reach out to someone whose career path you admire and ask for guidance. Even short conversations can provide insight and open doors.
      3. Ask Better QuestionsEspecially for early-career professionals, don't shy away from asking clarifying or "basic" questions. For experienced workers, encourage questions from your team—they often reveal opportunities for improvement or innovation.
      4. Reframe FeedbackView feedback as a growth tool, not a personal critique. Act on it quickly and consistently. The ability to take feedback and improve signals maturity and leadership potential.
      5. Practice Inclusion and ClarityWhether you're new or seasoned, make collaboration intentional. Invite participation, explain processes clearly, and recognize contributions. This builds trust, confidence, and strong relationships.
      
      

      Closing / Wrap-Up

      Starting your career—or mentoring someone who is—comes with highs, lows, and plenty of lessons along the way. By paying attention, embracing feedback, and investing in relationships, you set yourself up for growth that goes far beyond your first job. And if you've been in the workforce for a while, taking the time to guide newcomers not only strengthens your team—it sharpens your leadership skills and positions you for your next promotion.

      If you found this episode helpful, share it with a friend, colleague, or mentee who's just starting their journey. Let's spread the insights so more people can navigate the transition from school to work with confidence and clarity. And of course, make sure to subscribe so you never miss another strategy to help you manage your career.

      ]]>8c9f65e3-e6bf-4c32-bec8-cccf47f2137eTue, 30 Sep 2025 19:00:00 -050010:32falsefull111111Keeping Your Voice and Values - MAC110 Recently, headlines have been buzzing about the indefinite suspension of Jimmy Kimmel Live! following comments he made that some considered politically controversial. Now, most of us don't have a late-night talk show as our platform—but we do have jobs, reputations, and careers to protect. And the reality is, how we choose to express our opinions, especially on polarizing topics, can have very real consequences. Today, we're going to explore how you can hold on to your authentic voice at work without putting your career at risk—and what to do if your values and your workplace no longer align.

      Most workplaces—especially those with public-facing roles—expect employees to balance their personal values and opinions with those of the brand, the stakeholders, any regulatory standards, and audience expectations. In industries like media, public service, or any position with visibility, the cost of speaking out can be especially high. In Jimmy Kimmel's case, the fallout wasn't just about his employer's decision; it involved political pressure, public backlash, and even affiliate networks stepping in to pull his content. The lesson here is that consequences don't always come from your direct manager—they can come from third parties who hold influence over your career. And when your values are deeply held, conflict with those external forces becomes almost inevitable. The harder, more personal question is: how much risk are you willing to accept, and at what cost—professionally, financially, or socially?

      The first step in navigating this tension is recognizing the warning signs that your personal convictions may be on a collision course with workplace expectations. These signs can show up in different ways: maybe you find yourself constantly biting your tongue in meetings, avoiding topics you care deeply about, or feeling uneasy when leadership takes a stance that conflicts with your own beliefs. Sometimes it's more subtle—you notice a growing sense of isolation, frustration, or even cynicism about the work you're doing. Other times it's external, like colleagues hinting that your comments could "raise eyebrows" or managers steering you away from sensitive discussions. Left unchecked, these signals often build toward bigger conflicts that can damage both your reputation and your career trajectory.

      Once you recognize the risks, the next step is learning how to balance authenticity with professionalism. A good starting point is understanding the official boundaries. Review your employer's code of conduct, commentary policy, and social media guidelines. If you're uncertain, ask confidentially about what's acceptable and what isn't. You may not always get precise answers—many policies are intentionally broad—but document what you ask and what you're told. Clarity in writing gives you something to lean on later if questions arise.

      When discussing sensitive issues, focus on data, evidence, and organizational values rather than ideology. For example, framing a point as "Our mission includes fairness and transparency" often resonates more than stating purely personal beliefs. This doesn't make you immune from backlash, but it does anchor your perspective in shared ground. You can also test your message by running it past trusted colleagues, considering your audience, and preparing to clarify if needed.

      Not every forum is equally safe for expressing views. Internal meetings, private memos, or small group conversations may allow more nuance, while public statements demand constant caution. A good rule of thumb: treat anything you say as permanent and potentially shareable. Ask yourself, "If this were broadcast on the evening news, would I stand by it?"

      Another overlooked safeguard is your reputation. People extend more grace when they see you as competent, fair, and constructive. Building trust takes time, but it creates a buffer: colleagues are more likely to interpret your voice as thoughtful rather than combative. That means documenting your achievements, investing in relationships, and avoiding the perception of being the constant dissenter.

      Finally, don't ignore the legal landscape. In some industries or jurisdictions, protections exist for speech, whistleblowing, or political expression. However, these safeguards are uneven, often narrow, and pursuing them can be costly. Before speaking out on highly controversial issues, consult HR, legal counsel, or trusted advisors. Weigh the costs and understand the limits before assuming protection.

      Sometimes, no matter how careful you are, you'll find that your values and your company's expectations simply don't align. At that point, you face two choices: sacrifice your convictions and stay, or look for an organization that better reflects your beliefs. Neither path is easy, and both come with trade-offs—but clarity about what you stand for makes the decision more manageable.

      Start by writing down the values you consider non-negotiable—integrity, equity, free speech, transparency, or whatever matters most to you. Then, make a second list of areas where you're willing to be flexible. This exercise not only helps you evaluate potential employers, it also gives you language to use in interviews about the kind of environment where you thrive.

      When researching companies, don't stop at their mission statements. Compare their public promises with their actual behavior. Read culture reviews, browse employee testimonials, and analyze industry reports. Use LinkedIn and Glassdoor to get insider perspectives, but also go deeper—talk to current and former employees whenever possible. Companies often market themselves one way and behave another, and careful research reduces unpleasant surprises.

      Beyond research, build relationships with people inside values-aligned organizations. Attend events, volunteer, or contribute to professional communities that reflect your priorities. These connections often open doors that job boards won't, and they give you an unfiltered look at how a company's culture actually operates.

      When you're interviewing, don't shy away from values. If asked about culture or past challenges, share thoughtful examples of times you stood for something important. Show how you handled disagreement with professionalism and how you added value while staying principled. This both filters out poor fits and signals to potential employers that you are not combative, but intentional and thoughtful.

      Of course, leaving a company over values has costs. You may sacrifice salary, seniority, or perks in the short term. That's why preparation matters. Build a financial cushion, lean on your support system, and have a Plan B in place. With those safeguards, you reduce stress and regain leverage, making it easier to choose the path that aligns with who you are.

      So what can we actually learn from Jimmy Kimmel's situation—and how might it apply to your own career? First, recognize that Kimmel operates with advantages most professionals don't. He has an established platform, a loyal audience, and a reputation built over decades. That gives him more leeway than the average employee. For many of us, the margins are far narrower, and trying something similar could trigger far heavier consequences.

      Second, notice how quickly the fallout escalated. The issue didn't stay contained between Kimmel and his employer—it spread outward to political figures, affiliate networks, and regulatory bodies. Once external stakeholders entered the picture, the stakes multiplied rapidly. In corporate life, the same can happen: comments made internally or online can attract scrutiny from clients, partners, or even the press.

      Third, the narrative...]]> Recently, headlines have been buzzing about the indefinite suspension of Jimmy Kimmel Live! following comments he made that some considered politically controversial. Now, most of us don't have a late-night talk show as our platform—but we do have jobs, reputations, and careers to protect. And the reality is, how we choose to express our opinions, especially on polarizing topics, can have very real consequences. Today, we're going to explore how you can hold on to your authentic voice at work without putting your career at risk—and what to do if your values and your workplace no longer align.

      Most workplaces—especially those with public-facing roles—expect employees to balance their personal values and opinions with those of the brand, the stakeholders, any regulatory standards, and audience expectations. In industries like media, public service, or any position with visibility, the cost of speaking out can be especially high. In Jimmy Kimmel's case, the fallout wasn't just about his employer's decision; it involved political pressure, public backlash, and even affiliate networks stepping in to pull his content. The lesson here is that consequences don't always come from your direct manager—they can come from third parties who hold influence over your career. And when your values are deeply held, conflict with those external forces becomes almost inevitable. The harder, more personal question is: how much risk are you willing to accept, and at what cost—professionally, financially, or socially?

      The first step in navigating this tension is recognizing the warning signs that your personal convictions may be on a collision course with workplace expectations. These signs can show up in different ways: maybe you find yourself constantly biting your tongue in meetings, avoiding topics you care deeply about, or feeling uneasy when leadership takes a stance that conflicts with your own beliefs. Sometimes it's more subtle—you notice a growing sense of isolation, frustration, or even cynicism about the work you're doing. Other times it's external, like colleagues hinting that your comments could "raise eyebrows" or managers steering you away from sensitive discussions. Left unchecked, these signals often build toward bigger conflicts that can damage both your reputation and your career trajectory.

      Once you recognize the risks, the next step is learning how to balance authenticity with professionalism. A good starting point is understanding the official boundaries. Review your employer's code of conduct, commentary policy, and social media guidelines. If you're uncertain, ask confidentially about what's acceptable and what isn't. You may not always get precise answers—many policies are intentionally broad—but document what you ask and what you're told. Clarity in writing gives you something to lean on later if questions arise.

      When discussing sensitive issues, focus on data, evidence, and organizational values rather than ideology. For example, framing a point as "Our mission includes fairness and transparency" often resonates more than stating purely personal beliefs. This doesn't make you immune from backlash, but it does anchor your perspective in shared ground. You can also test your message by running it past trusted colleagues, considering your audience, and preparing to clarify if needed.

      Not every forum is equally safe for expressing views. Internal meetings, private memos, or small group conversations may allow more nuance, while public statements demand constant caution. A good rule of thumb: treat anything you say as permanent and potentially shareable. Ask yourself, "If this were broadcast on the evening news, would I stand by it?"

      Another overlooked safeguard is your reputation. People extend more grace when they see you as competent, fair, and constructive. Building trust takes time, but it creates a buffer: colleagues are more likely to interpret your voice as thoughtful rather than combative. That means documenting your achievements, investing in relationships, and avoiding the perception of being the constant dissenter.

      Finally, don't ignore the legal landscape. In some industries or jurisdictions, protections exist for speech, whistleblowing, or political expression. However, these safeguards are uneven, often narrow, and pursuing them can be costly. Before speaking out on highly controversial issues, consult HR, legal counsel, or trusted advisors. Weigh the costs and understand the limits before assuming protection.

      Sometimes, no matter how careful you are, you'll find that your values and your company's expectations simply don't align. At that point, you face two choices: sacrifice your convictions and stay, or look for an organization that better reflects your beliefs. Neither path is easy, and both come with trade-offs—but clarity about what you stand for makes the decision more manageable.

      Start by writing down the values you consider non-negotiable—integrity, equity, free speech, transparency, or whatever matters most to you. Then, make a second list of areas where you're willing to be flexible. This exercise not only helps you evaluate potential employers, it also gives you language to use in interviews about the kind of environment where you thrive.

      When researching companies, don't stop at their mission statements. Compare their public promises with their actual behavior. Read culture reviews, browse employee testimonials, and analyze industry reports. Use LinkedIn and Glassdoor to get insider perspectives, but also go deeper—talk to current and former employees whenever possible. Companies often market themselves one way and behave another, and careful research reduces unpleasant surprises.

      Beyond research, build relationships with people inside values-aligned organizations. Attend events, volunteer, or contribute to professional communities that reflect your priorities. These connections often open doors that job boards won't, and they give you an unfiltered look at how a company's culture actually operates.

      When you're interviewing, don't shy away from values. If asked about culture or past challenges, share thoughtful examples of times you stood for something important. Show how you handled disagreement with professionalism and how you added value while staying principled. This both filters out poor fits and signals to potential employers that you are not combative, but intentional and thoughtful.

      Of course, leaving a company over values has costs. You may sacrifice salary, seniority, or perks in the short term. That's why preparation matters. Build a financial cushion, lean on your support system, and have a Plan B in place. With those safeguards, you reduce stress and regain leverage, making it easier to choose the path that aligns with who you are.

      So what can we actually learn from Jimmy Kimmel's situation—and how might it apply to your own career? First, recognize that Kimmel operates with advantages most professionals don't. He has an established platform, a loyal audience, and a reputation built over decades. That gives him more leeway than the average employee. For many of us, the margins are far narrower, and trying something similar could trigger far heavier consequences.

      Second, notice how quickly the fallout escalated. The issue didn't stay contained between Kimmel and his employer—it spread outward to political figures, affiliate networks, and regulatory bodies. Once external stakeholders entered the picture, the stakes multiplied rapidly. In corporate life, the same can happen: comments made internally or online can attract scrutiny from clients, partners, or even the press.

      Third, the narrative matters. Kimmel's remarks were interpreted (rightly or wrongly) as attributing political motives before all the facts were known. In a polarized climate, uncertainty can be weaponized, and the way you frame and qualify statements can make the difference between sparking dialogue and sparking outrage.

      Finally, while consequences can be steep, there's another side: authenticity has its defenders. Many rallied around Kimmel's right to speak freely. For professionals, this highlights a paradox—standing by your convictions can invite risk, but it can also earn respect, strengthen your personal brand, and position you as principled. The key is to weigh whether the potential reputational upside is worth the professional cost.

      Summary Table: Balancing Authenticity and Career Risk

      Key Point

      What It Means

      Implication for You

      Workplaces balance personal voice with brand/stakeholder needs

      Your opinions can affect not just you, but your employer's image.

      Express views thoughtfully; understand broader consequences.

      Warning signs of misalignment

      Constantly holding back, feeling isolated, or sensing tension around your views.

      Recognize early signals before conflicts escalate.

      Strategies for safe expression

      Know policies, use data, appeal to shared values, choose forums wisely.

      Speak authentically but with preparation and awareness.

      Reputation as a safeguard

      Being seen as competent, fair, and constructive gives more leeway.

      Build trust and credibility to strengthen your voice.

      When alignment isn't possible

      You may need to choose between compromising or moving on.

      Audit your values, research organizations, and explore transitions.

      Lessons from Jimmy Kimmel

      Even high-profile figures face blowback; narratives and framing matter.

      Frame carefully, qualify statements, and weigh risks versus rewards.

      Practical action steps

      Values audit, small-scale conversations, reputation-building, research, planning.

      Implement weekly/monthly steps to protect your voice and career.

      Action Steps You Can Take Now

      1. Conduct a values audit: List your top 3–5 values, rate how your role supports or undermines them, and identify areas you can influence versus structural limits.
      2. Practice a small-scale principled conversation: Test your voice on a low-risk topic, tie it to shared goals, and observe the response.
      3. Document and build your reputation: Do work reflecting both excellence and values. Volunteer for projects, share thought leadership, and cultivate a principled image.
      4. Explore options for better alignment: Research companies, follow leaders, study public controversies, and conduct informational interviews.
      5. Sketch a transition plan if needed: Define desired roles, organizations, salary range, and start positioning yourself gradually.
      
      

      Being authentic—keeping your convictions and your voice—is deeply fulfilling. It builds integrity, self-respect, and sometimes even strengthens your reputation. But authenticity without strategy is risky. Too blunt, too public, too early, or unclear—consequences can be heavy. Jimmy Kimmel's experience reminds us that even those with large platforms and strong support can face backlash. The smartest move isn't silence—it's speaking with awareness, preparation, and alignment.

      This week, challenge yourself:

      • Pick one situation where a value is being tested and plan a constructive approach.
      • Reach out to a mentor or peer for feedback: "Is my voice coming across as intended?"
      • Research 2–3 organizations you respect and understand how they handle values conflicts.
      
      

      If you found value in this episode, share it with someone who cares about authenticity at work, and leave a review wherever you get podcasts. Let's build a community of professionals who speak up wisely and shape careers that reflect who they truly are.

      Thanks for listening. I'm Layne Robinson. Stay true. Stay intentional. Until next time.

      ]]>85f88597-9f59-49e1-8021-ab8695110562Tue, 23 Sep 2025 19:00:00 -050014:21falsefull110110Career Speedrun - MAC109 Welcome back to Managing A Career, the podcast that helps you put yourself on the fast track for promotion. I'm your host, Layne Robinson.

      Today's episode is all about a concept I'm calling the Career Speedrun. If you're into gaming, you probably know what a speedrun is: it's when players try to beat an entire game as fast as possible, skipping unnecessary parts, using shortcuts, and optimizing every move.

      Now, when it comes to your career, you can't literally warp-jump from your first job straight to the corner office—but you can learn to recognize what slows you down, what accelerates your progress, and how to navigate the corporate world without wasting years wandering around levels that don't serve you.

      Let's break down how to approach your career like a speedrun.

      A career speedrun isn't about recklessly chasing promotions at the expense of everything else. Instead, it's about intentional acceleration.

      It's asking: What do I actually want? How do I get there faster without burning out? And what shortcuts exist in the corporate world that most people don't notice?

      The truth is, most careers stall because people spend years in roles that don't develop promotable skills, or they wait for someone else to "notice their hard work." That's like playing a game and waiting for the boss to beat himself. It doesn't work.

      Let's borrow from gaming. Speedrunners have three rules:

      1. Master the map. They know every corner of the game world.
      2. Exploit shortcuts. They find the hidden jumps or backdoors.
      3. Practice efficiency. Every move has a purpose.
      
      

      Applied to your career, those rules look like this:

      • Master the corporate map. Understand your industry, your company, and your internal politics better than others.
      • Find career shortcuts. Things like stretch projects, high-visibility assignments, and mentorship can accelerate years of growth.
      • Practice efficiency. Don't waste time on work that doesn't move you closer to leadership, skills, or influence.
      
      

      The Corporate Map Framework

      If you don't know the map, you can't run it efficiently. That means:

      • Understanding formal structures—the org chart, reporting lines, and official processes.
      • Understanding informal structures—the hidden influencers, gatekeepers, and decision-makers who don't appear on a chart but shape outcomes.
      • Understanding industry context—where your company sits competitively and which skills are valued most in your sector.
      
      

      Speedrunners don't guess where the finish line is. They know the terrain. In your career, the people who rise fastest are those who see the full landscape and navigate it deliberately.

      Shortcut Identification Framework

      In gaming, a shortcut might only shave a few minutes off your time. But in your career, the right shortcut can shave years off your path. Think about mentorship, for example—a great mentor can collapse your learning curve by sharing lessons you'd otherwise spend years figuring out. Sponsorship takes it even further. Unlike a mentor, a sponsor is the person who actively speaks your name in promotion meetings and advocates for your next step forward. Then there are cross-functional projects, which expand your visibility beyond your immediate team, giving leaders across the company a reason to know your work.

      Your internal brand matters, too. When people are clear about your strengths, you're the first person they think of when new opportunities open up. Sometimes the shortcut is smart risk-taking—volunteering for the tough assignment that everyone else avoids, which can end up becoming the career moment that defines you. And finally, there's skill stacking—learning high-value, promotable skills earlier than your peers, which gives you leverage that compounds over time.

      Most people take the long road, slowly building credibility step by step. But the speedrunner looks around and asks: Where's the warp pipe?

      Efficiency Discipline Framework

      Efficiency in a speedrun is about never wasting movement. Efficiency in a career is about never wasting effort.

      Ask yourself three questions for every task on your plate:

      1. Does this build promotable skills?
      2. Does this increase my visibility?
      3. Does this connect me with power or influence?
      
      

      If the answer is no to all three, that task may need to be minimized, delegated, or re-framed.

      Speedrunners don't spend hours in side quests that don't matter to the end goal. Neither should you.

      Every career has levels. Let's walk through them with a speedrun mindset.

      • Level 1: The Early Game (Junior Roles)Here, most people grind on learning the rules and focusing on those easy, low-level tasks. But the speedrunner? They say: How do I prove value faster? That might mean volunteering for projects above your pay grade or learning skills that aren't officially in your job description.
      • Level 2: The Mid-Game (Senior Roles)Here's where many people get stuck. They work hard but blend into the background. The speedrunner looks for leverage: How do I get visible to executives? How do I turn my results into influence?
      • Level 3: The Boss Level (Leadership)At this stage, the speedrunner asks: How do I scale impact? It's no longer about what you personally do—it's about the team you build, the systems you improve, and the influence you wield across the organization.
      
      

      Your career speed depends on how quickly you level up—not how long you camp out in one level.

      ...]]> Welcome back to Managing A Career, the podcast that helps you put yourself on the fast track for promotion. I'm your host, Layne Robinson.

      Today's episode is all about a concept I'm calling the Career Speedrun. If you're into gaming, you probably know what a speedrun is: it's when players try to beat an entire game as fast as possible, skipping unnecessary parts, using shortcuts, and optimizing every move.

      Now, when it comes to your career, you can't literally warp-jump from your first job straight to the corner office—but you can learn to recognize what slows you down, what accelerates your progress, and how to navigate the corporate world without wasting years wandering around levels that don't serve you.

      Let's break down how to approach your career like a speedrun.

      A career speedrun isn't about recklessly chasing promotions at the expense of everything else. Instead, it's about intentional acceleration.

      It's asking: What do I actually want? How do I get there faster without burning out? And what shortcuts exist in the corporate world that most people don't notice?

      The truth is, most careers stall because people spend years in roles that don't develop promotable skills, or they wait for someone else to "notice their hard work." That's like playing a game and waiting for the boss to beat himself. It doesn't work.

      Let's borrow from gaming. Speedrunners have three rules:

      1. Master the map. They know every corner of the game world.
      2. Exploit shortcuts. They find the hidden jumps or backdoors.
      3. Practice efficiency. Every move has a purpose.
      
      

      Applied to your career, those rules look like this:

      • Master the corporate map. Understand your industry, your company, and your internal politics better than others.
      • Find career shortcuts. Things like stretch projects, high-visibility assignments, and mentorship can accelerate years of growth.
      • Practice efficiency. Don't waste time on work that doesn't move you closer to leadership, skills, or influence.
      
      

      The Corporate Map Framework

      If you don't know the map, you can't run it efficiently. That means:

      • Understanding formal structures—the org chart, reporting lines, and official processes.
      • Understanding informal structures—the hidden influencers, gatekeepers, and decision-makers who don't appear on a chart but shape outcomes.
      • Understanding industry context—where your company sits competitively and which skills are valued most in your sector.
      
      

      Speedrunners don't guess where the finish line is. They know the terrain. In your career, the people who rise fastest are those who see the full landscape and navigate it deliberately.

      Shortcut Identification Framework

      In gaming, a shortcut might only shave a few minutes off your time. But in your career, the right shortcut can shave years off your path. Think about mentorship, for example—a great mentor can collapse your learning curve by sharing lessons you'd otherwise spend years figuring out. Sponsorship takes it even further. Unlike a mentor, a sponsor is the person who actively speaks your name in promotion meetings and advocates for your next step forward. Then there are cross-functional projects, which expand your visibility beyond your immediate team, giving leaders across the company a reason to know your work.

      Your internal brand matters, too. When people are clear about your strengths, you're the first person they think of when new opportunities open up. Sometimes the shortcut is smart risk-taking—volunteering for the tough assignment that everyone else avoids, which can end up becoming the career moment that defines you. And finally, there's skill stacking—learning high-value, promotable skills earlier than your peers, which gives you leverage that compounds over time.

      Most people take the long road, slowly building credibility step by step. But the speedrunner looks around and asks: Where's the warp pipe?

      Efficiency Discipline Framework

      Efficiency in a speedrun is about never wasting movement. Efficiency in a career is about never wasting effort.

      Ask yourself three questions for every task on your plate:

      1. Does this build promotable skills?
      2. Does this increase my visibility?
      3. Does this connect me with power or influence?
      
      

      If the answer is no to all three, that task may need to be minimized, delegated, or re-framed.

      Speedrunners don't spend hours in side quests that don't matter to the end goal. Neither should you.

      Every career has levels. Let's walk through them with a speedrun mindset.

      • Level 1: The Early Game (Junior Roles)Here, most people grind on learning the rules and focusing on those easy, low-level tasks. But the speedrunner? They say: How do I prove value faster? That might mean volunteering for projects above your pay grade or learning skills that aren't officially in your job description.
      • Level 2: The Mid-Game (Senior Roles)Here's where many people get stuck. They work hard but blend into the background. The speedrunner looks for leverage: How do I get visible to executives? How do I turn my results into influence?
      • Level 3: The Boss Level (Leadership)At this stage, the speedrunner asks: How do I scale impact? It's no longer about what you personally do—it's about the team you build, the systems you improve, and the influence you wield across the organization.
      
      

      Your career speed depends on how quickly you level up—not how long you camp out in one level.

      Every speedrun has pitfalls, and careers are no different. One of the most common is burnout—pushing so hard and so fast that you run out of energy before you reach the next level. Speed is valuable, but not if it leaves you too exhausted to keep going.

      Another hazard is shallow skill-building. Some people chase titles without ever developing the real substance behind them. On paper, the promotion looks impressive, but without the skills to back it up, the progress doesn't last.

      There's also the danger of hollow titles and damaged networks. Moving too quickly without care for relationships can burn bridges, and once your reputation takes a hit, it's hard to recover. No one wants to be known as the person who climbed fast but left a trail of resentment behind.

      The truth is, if you accelerate without sustainability, your run ends early. The smartest speedrunners know when to push forward and when to pace themselves. In your career, you want to finish the game—not crash halfway through.

      Now that we've looked at your career speedrun, here are three strategies you can start using today to speed up your career trajectory:

      1. Audit your work. Ask: "Which of my tasks directly tie to skills or visibility that lead to promotion?" If something doesn't, minimize it.
      2. Find a shortcut. Identify one cross-functional project, mentor, or sponsor opportunity this quarter. Treat it like your warp pipe.
      3. Re-map your levels. Write down what your "early game, mid-game, late game" look like. Where are you right now, and what's the fastest way to the next level?
      
      

      That's it for today's episode on the Career Speedrun. Remember, you don't have to spend 20 years grinding the same level. With the right map, shortcuts, and efficiency, you can accelerate your career and reach your goals faster than you thought possible.

      If this episode gave you a new perspective, share it with a friend or coworker who's ambitious about their career. And if you haven't already, subscribe to Managing A Career so you don't miss the next episode.

      Until next time, I'm Layne Robinson—helping you put yourself on the fast track for promotion.

      ]]>4f2ff1af-4d4d-4e17-9fc1-6784f4d14d20Tue, 16 Sep 2025 19:00:00 -050009:49falsefull109109Early Promotion to Career Success - MAC108 Reframing the Premature Promotion

      Back in Episode 58, I tackled the tricky terrain of getting promoted too soon—when the title lands before the readiness does. That episode unpacked the complications that can follow a premature promotion: skill gaps, team tension, imposter syndrome, and even layoff risk. This week, I'm flipping the script. Instead of focusing on the pitfalls, let's talk about how to turn that early promotion into a strategic advantage. Because if you play it right, what starts as a stumble can become your fastest leap forward.

      The Risks Beneath the Ribbon-Cutting

      Getting promoted is thrilling—new title, new responsibilities, and a shiny new chance to flex skills you may or may not have yet. Maybe you lobbied hard for the role. Maybe someone senior left and you were the warm body in the right place. Either way, the promotion landed. But if it landed before you were ready, you're not just stepping into a new job—you're stepping into a minefield. You might be missing key skills. You might face tension from teammates who wanted the same role. And you might feel the creeping dread of Imposter Syndrome (I unpack that in Episode 83 – Faking It). If you let those complications define your leadership, they'll quietly sabotage your credibility. But with the right mindset—and a few tactical moves—you can flip the narrative and turn this shaky start into a career catapult.

      Why Early Promotion Is a Hidden Advantage

      Here's the twist: being promoted before you're ready can actually be a massive career advantage—if you know how to use it. You've just been handed a high-leverage moment. Expectations are low (or at least forgiving), visibility is high, and you've got a built-in narrative arc: the underdog who rose fast and figured it out in real time. That's catnip for senior leaders watching from above. Most people wait until they feel "ready" to stretch. You? You're already stretching. And that means you're learning faster, building resilience, and proving you can grow under pressure. It's not about faking it—it's about accelerating your readiness while the spotlight's already on.

      Defuse the Drama Before It Starts

      Let's be honest—people are hard. Every person you work with comes with their own expectations, insecurities, and preferred operating system. And when you get promoted ahead of someone else, the emotional stakes spike. Resentment simmers. Doubt lingers. That's why one of your first moves should be proactive one-on-ones with the folks who might be most resistant. Not to justify your promotion—but to listen, understand, and build trust. Ask what they need. Ask what they worry about. Then take visible action to show you're not just a good fit for the role—you're the best possible choice. This isn't politics. It's leadership. And the sooner you lean into it, the faster the tension turns into traction.

      Use the Low Bar to Build a Launchpad

      When expectations are low, exceeding them is almost too easy. The leaders who promoted you likely knew you weren't fully baked for the role—they saw potential, not polish. That's your opening. If you can quickly assess your skill gaps and build a fast-track learning plan, you're not just catching up—you're signaling that you're already thinking ahead. This isn't about scrambling to survive; it's about showing you can scale. The faster you close those gaps, the more confidence your leaders will have that you're not just ready for this role—you're already warming up for the next one.

      Win Fast, Share Loudly

      With a new role, all eyes are on you—watching, judging, quietly betting on whether you'll sink or swim. That spotlight won't last forever, so use it while it's hot. Look for short-term wins that prove you're not just learning—you're leading. But here's the nuance: don't just showcase your work, showcase your team. Give credit generously and publicly. It signals two things at once: that you're confident enough not to hoard praise, and that you're building something bigger than yourself. That kind of leadership doesn't just earn respect—it defuses resentment and turns skeptics into allies.

      Set the Tone for Your Trajectory

      Early promotions aren't just about the role you land—they're about the reputation you build. This is your chance to show that you're coachable, not defensive. That you learn fast, not just grind hard. That you can manage, influence, and lead—not just execute. When senior leaders see someone who can grow under pressure, elevate others, and stay open to feedback, they start thinking long-term. That's how one early promotion becomes two. That's how you get ahead of the curve—reaching the highest levels of the organization while others are still waiting for permission to stretch. You're not just filling a role. You're shaping your trajectory.

      Your Move

      If you've just landed a promotion you weren't quite ready for—congratulations. You've been handed a rare opportunity to grow faster, lead smarter, and build a reputation that lasts. Don't waste it. Start with self-awareness, lean into the hard conversations, rack up early wins, and make sure everyone knows you're here to elevate—not dominate. The next promotion starts now. So take the reins, set the tone, and show them exactly why betting on you was the smartest move they've made all year.

      A career coach can help you build the skills to actually use these strategies—not just hear them. If you're looking for one, reach out through the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll set up an intro session where we'll talk through your career goals and see if we're a good fit. If we click, we'll schedule regular sessions to get your career moving—not just forward, but up.

      ]]> Reframing the Premature Promotion

      Back in Episode 58, I tackled the tricky terrain of getting promoted too soon—when the title lands before the readiness does. That episode unpacked the complications that can follow a premature promotion: skill gaps, team tension, imposter syndrome, and even layoff risk. This week, I'm flipping the script. Instead of focusing on the pitfalls, let's talk about how to turn that early promotion into a strategic advantage. Because if you play it right, what starts as a stumble can become your fastest leap forward.

      The Risks Beneath the Ribbon-Cutting

      Getting promoted is thrilling—new title, new responsibilities, and a shiny new chance to flex skills you may or may not have yet. Maybe you lobbied hard for the role. Maybe someone senior left and you were the warm body in the right place. Either way, the promotion landed. But if it landed before you were ready, you're not just stepping into a new job—you're stepping into a minefield. You might be missing key skills. You might face tension from teammates who wanted the same role. And you might feel the creeping dread of Imposter Syndrome (I unpack that in Episode 83 – Faking It). If you let those complications define your leadership, they'll quietly sabotage your credibility. But with the right mindset—and a few tactical moves—you can flip the narrative and turn this shaky start into a career catapult.

      Why Early Promotion Is a Hidden Advantage

      Here's the twist: being promoted before you're ready can actually be a massive career advantage—if you know how to use it. You've just been handed a high-leverage moment. Expectations are low (or at least forgiving), visibility is high, and you've got a built-in narrative arc: the underdog who rose fast and figured it out in real time. That's catnip for senior leaders watching from above. Most people wait until they feel "ready" to stretch. You? You're already stretching. And that means you're learning faster, building resilience, and proving you can grow under pressure. It's not about faking it—it's about accelerating your readiness while the spotlight's already on.

      Defuse the Drama Before It Starts

      Let's be honest—people are hard. Every person you work with comes with their own expectations, insecurities, and preferred operating system. And when you get promoted ahead of someone else, the emotional stakes spike. Resentment simmers. Doubt lingers. That's why one of your first moves should be proactive one-on-ones with the folks who might be most resistant. Not to justify your promotion—but to listen, understand, and build trust. Ask what they need. Ask what they worry about. Then take visible action to show you're not just a good fit for the role—you're the best possible choice. This isn't politics. It's leadership. And the sooner you lean into it, the faster the tension turns into traction.

      Use the Low Bar to Build a Launchpad

      When expectations are low, exceeding them is almost too easy. The leaders who promoted you likely knew you weren't fully baked for the role—they saw potential, not polish. That's your opening. If you can quickly assess your skill gaps and build a fast-track learning plan, you're not just catching up—you're signaling that you're already thinking ahead. This isn't about scrambling to survive; it's about showing you can scale. The faster you close those gaps, the more confidence your leaders will have that you're not just ready for this role—you're already warming up for the next one.

      Win Fast, Share Loudly

      With a new role, all eyes are on you—watching, judging, quietly betting on whether you'll sink or swim. That spotlight won't last forever, so use it while it's hot. Look for short-term wins that prove you're not just learning—you're leading. But here's the nuance: don't just showcase your work, showcase your team. Give credit generously and publicly. It signals two things at once: that you're confident enough not to hoard praise, and that you're building something bigger than yourself. That kind of leadership doesn't just earn respect—it defuses resentment and turns skeptics into allies.

      Set the Tone for Your Trajectory

      Early promotions aren't just about the role you land—they're about the reputation you build. This is your chance to show that you're coachable, not defensive. That you learn fast, not just grind hard. That you can manage, influence, and lead—not just execute. When senior leaders see someone who can grow under pressure, elevate others, and stay open to feedback, they start thinking long-term. That's how one early promotion becomes two. That's how you get ahead of the curve—reaching the highest levels of the organization while others are still waiting for permission to stretch. You're not just filling a role. You're shaping your trajectory.

      Your Move

      If you've just landed a promotion you weren't quite ready for—congratulations. You've been handed a rare opportunity to grow faster, lead smarter, and build a reputation that lasts. Don't waste it. Start with self-awareness, lean into the hard conversations, rack up early wins, and make sure everyone knows you're here to elevate—not dominate. The next promotion starts now. So take the reins, set the tone, and show them exactly why betting on you was the smartest move they've made all year.

      A career coach can help you build the skills to actually use these strategies—not just hear them. If you're looking for one, reach out through the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll set up an intro session where we'll talk through your career goals and see if we're a good fit. If we click, we'll schedule regular sessions to get your career moving—not just forward, but up.

      ]]>1cae1070-a478-47b7-b4d8-80a99b116e81Tue, 09 Sep 2025 19:00:00 -050007:05falsefull108108Career Stagnation - MAC107 Has your career quietly veered off course—not with a dramatic crash, but with a slow, almost imperceptible drift? One missed opportunity. One unchallenging role. One "maybe next year" that turned into five. Then one day, you look up and realize you're nowhere near where you thought you'd be.

      Here's the good news: every detour has a reentry point. You won't fix it overnight, but you can start with one small, intentional correction. And that shift—however minor—is how momentum begins.

      How Did We Get Here?

      Before we talk solutions, let's rewind. Career drift doesn't happen in isolation. It's usually the result of subtle, compounding forces: lack of challenge, fuzzy goals, a toxic boss, or simply being too good at a role that stopped growing with you. This isn't about blame—it's about reclaiming agency. Because the first step to any meaningful course correction is knowing exactly what you're correcting.

      1. Comfort

      Maybe you find comfort in what you currently do. Success can be a trap. When you're great at what you do, it's easy to settle into a groove that feels safe. But comfort rarely equals growth. Over time, that once-exciting role becomes routine, and the lack of challenge quietly erodes your ambition. You stop stretching, stop risking—and eventually, stop progressing.

      2. Unclear Goals

      Maybe you started with a clear destination: a title, a salary, a corner office. But goals evolve. If yours haven't kept pace with your values, you're likely chasing something that no longer feels meaningful. Without fresh direction, even the most polished resume starts to feel like a list of someone else's priorities.

      3. Loyalty That Limits

      Or maybe you're loyal -- to a fault. You care about your team. You've built relationships, mentored others, maybe even carried a struggling department. Leaving feels like betrayal. But here's the truth: staying out of obligation isn't noble—it's self-sabotage. Loyalty should never cost you your growth.

      4. Fear

      And one of the biggest hinderances to growth? Fear. Fear is ambition's quiet saboteur. Fear of failure. Fear of the unknown. Fear of not being good enough in a new space. It convinces you to stay put, wait for "the right time," and avoid the discomfort of change. But fear doesn't vanish on its own—it shrinks only when you move toward it.

      Reclaiming Direction with the IDP

      One of the most effective tools for getting your career back on track is the Individual Development Plan (IDP). I've said it before, and I'll say it again: the top-down approach works.

      Start with your Vision—your long-term destination. Then chart your Roadmap, assess your current state, define your Next Role, and break it all down into an actionable plan. This isn't career theory—it's a practical framework that turns ambition into movement.

      Want a deeper dive? Episodes 36–40 of the Managing A Career podcast (https://managingacareer.com/36) walk through each step with real-world examples and templates.

      1. Career Vision: What Do You Want to Be When You Grow Up?

      The Career Vision is the soul of your IDP. Start with the end in mind. What role do you want to hold when you retire? Where do you see yourself in 10 years—or just 2? Whether you're aiming for CEO or a niche expert role, define the destination. Then reverse-engineer the path. Promotions, lateral moves, skill-building—it all depends on where you are now and where you want to go.

      This isn't about rigid timelines. It's about mapping the milestones.

      2. Honest Assessment: Where Are You Now?

      Remember your assessment of where you are now isn't your annual review. It's a candid look at your current role through the lens of capability, not just performance. Start with your job description. Identify strengths, flag weaknesses, and spot growth opportunities. Ask trusted peers and leaders for feedback—they'll see what you might miss. Then repeat the exercise for your next role. Look for gaps that persist across both, and note strengths that might not translate upward. The more honest you are in this step, the more actionable your plan will be.

      3. Action Plan: Build the Bridge

      Now that you've spotted the gaps, it's time to close them. Create a set of actions to turn weaknesses into strengths. Focus on the overlap between your current and next role. This could mean training, stretch assignments, or mentoring—either as mentor or mentee.

      Each action should include:

      • The activity
      • The skill or gap it addresses
      • A target timeline
      
      

      Loop in your manager. If some actions fall outside your job scope, look beyond work—night classes, volunteer projects, anything that builds the muscle.

      4. Successes: Track the Wins

      As you complete items in your action plan, move them to your Successes section. Celebrate them. Document your progress—promotions, role changes, major skill gains. This section is your proof that growth is happening, even when it feels slow.

      5. Keep It Alive

      Your IDP isn't a one-and-done document. Revisit it quarterly. Update your action plan and successes often. As your career evolves, reassess your strengths and weaknesses against new responsibilities. If your vision shifts—because you've grown or simply changed your mind—that's fine. Update it.

      Nothing in this plan is set in stone. It's yours to shape.

      The IDP: Your Career's Reset Button

      The beauty of the IDP is that it doesn't care why your career drifted—it just helps you get moving again.

      • Stuck in comfort? The Career Vision section forces you to zoom out and ask, "Is this really where I want to end up?"
      • Lost in vague goals? The IDP gives you structure: a destination, a roadmap, and measurable steps.
      • Trapped by loyalty? The Honest Assessment and Action Plan help you evaluate whether that loyalty is helping or hindering your growth.
      • Paralyzed by fear? The Successes section becomes your proof that progress is possible—one small win at a time.
      
      

      The IDP doesn't just guide your career. It gives you permission to own it.

      Let's be honest—careers don't derail overnight. They drift. Slowly. Quietly. But the IDP gives you a way to take back control. It's not just a worksheet; it's a strategic tool to reconnect with your ambition, assess your readiness, and build momentum toward the career you actually want.

      Whether you're recalibrating or reinventing, the IDP meets you where you are—and helps you move forward with intention.

      Has your career quietly veered off course—not with a dramatic crash, but with a slow, almost imperceptible drift? One missed opportunity. One unchallenging role. One "maybe next year" that turned into five. Then one day, you look up and realize you're nowhere near where you thought you'd be.

      Here's the good news: every detour has a reentry point. You won't fix it overnight, but you can start with one small, intentional correction. And that shift—however minor—is how momentum begins.

      How Did We Get Here?

      Before we talk solutions, let's rewind. Career drift doesn't happen in isolation. It's usually the result of subtle, compounding forces: lack of challenge, fuzzy goals, a toxic boss, or simply being too good at a role that stopped growing with you. This isn't about blame—it's about reclaiming agency. Because the first step to any meaningful course correction is knowing exactly what you're correcting.

      1. Comfort

      Maybe you find comfort in what you currently do. Success can be a trap. When you're great at what you do, it's easy to settle into a groove that feels safe. But comfort rarely equals growth. Over time, that once-exciting role becomes routine, and the lack of challenge quietly erodes your ambition. You stop stretching, stop risking—and eventually, stop progressing.

      2. Unclear Goals

      Maybe you started with a clear destination: a title, a salary, a corner office. But goals evolve. If yours haven't kept pace with your values, you're likely chasing something that no longer feels meaningful. Without fresh direction, even the most polished resume starts to feel like a list of someone else's priorities.

      3. Loyalty That Limits

      Or maybe you're loyal -- to a fault. You care about your team. You've built relationships, mentored others, maybe even carried a struggling department. Leaving feels like betrayal. But here's the truth: staying out of obligation isn't noble—it's self-sabotage. Loyalty should never cost you your growth.

      4. Fear

      And one of the biggest hinderances to growth? Fear. Fear is ambition's quiet saboteur. Fear of failure. Fear of the unknown. Fear of not being good enough in a new space. It convinces you to stay put, wait for "the right time," and avoid the discomfort of change. But fear doesn't vanish on its own—it shrinks only when you move toward it.

      Reclaiming Direction with the IDP

      One of the most effective tools for getting your career back on track is the Individual Development Plan (IDP). I've said it before, and I'll say it again: the top-down approach works.

      Start with your Vision—your long-term destination. Then chart your Roadmap, assess your current state, define your Next Role, and break it all down into an actionable plan. This isn't career theory—it's a practical framework that turns ambition into movement.

      Want a deeper dive? Episodes 36–40 of the Managing A Career podcast (https://managingacareer.com/36) walk through each step with real-world examples and templates.

      1. Career Vision: What Do You Want to Be When You Grow Up?

      The Career Vision is the soul of your IDP. Start with the end in mind. What role do you want to hold when you retire? Where do you see yourself in 10 years—or just 2? Whether you're aiming for CEO or a niche expert role, define the destination. Then reverse-engineer the path. Promotions, lateral moves, skill-building—it all depends on where you are now and where you want to go.

      This isn't about rigid timelines. It's about mapping the milestones.

      2. Honest Assessment: Where Are You Now?

      Remember your assessment of where you are now isn't your annual review. It's a candid look at your current role through the lens of capability, not just performance. Start with your job description. Identify strengths, flag weaknesses, and spot growth opportunities. Ask trusted peers and leaders for feedback—they'll see what you might miss. Then repeat the exercise for your next role. Look for gaps that persist across both, and note strengths that might not translate upward. The more honest you are in this step, the more actionable your plan will be.

      3. Action Plan: Build the Bridge

      Now that you've spotted the gaps, it's time to close them. Create a set of actions to turn weaknesses into strengths. Focus on the overlap between your current and next role. This could mean training, stretch assignments, or mentoring—either as mentor or mentee.

      Each action should include:

      • The activity
      • The skill or gap it addresses
      • A target timeline
      
      

      Loop in your manager. If some actions fall outside your job scope, look beyond work—night classes, volunteer projects, anything that builds the muscle.

      4. Successes: Track the Wins

      As you complete items in your action plan, move them to your Successes section. Celebrate them. Document your progress—promotions, role changes, major skill gains. This section is your proof that growth is happening, even when it feels slow.

      5. Keep It Alive

      Your IDP isn't a one-and-done document. Revisit it quarterly. Update your action plan and successes often. As your career evolves, reassess your strengths and weaknesses against new responsibilities. If your vision shifts—because you've grown or simply changed your mind—that's fine. Update it.

      Nothing in this plan is set in stone. It's yours to shape.

      The IDP: Your Career's Reset Button

      The beauty of the IDP is that it doesn't care why your career drifted—it just helps you get moving again.

      • Stuck in comfort? The Career Vision section forces you to zoom out and ask, "Is this really where I want to end up?"
      • Lost in vague goals? The IDP gives you structure: a destination, a roadmap, and measurable steps.
      • Trapped by loyalty? The Honest Assessment and Action Plan help you evaluate whether that loyalty is helping or hindering your growth.
      • Paralyzed by fear? The Successes section becomes your proof that progress is possible—one small win at a time.
      
      

      The IDP doesn't just guide your career. It gives you permission to own it.

      Let's be honest—careers don't derail overnight. They drift. Slowly. Quietly. But the IDP gives you a way to take back control. It's not just a worksheet; it's a strategic tool to reconnect with your ambition, assess your readiness, and build momentum toward the career you actually want.

      Whether you're recalibrating or reinventing, the IDP meets you where you are—and helps you move forward with intention.

      Ready to get started? Head to the Contact Form on ManagingACareer.com and request your free copy of the IDP template. It's time to stop drifting and start designing.

      ]]>a11773ef-ae87-4707-a87e-6a4fae7f695bTue, 02 Sep 2025 19:00:00 -050008:06falsefull107107Non-Verbal Communication - MAC106In last week's podcast episode of the podcast, Episode 105 – Communication Etiquette (https://managingacareer.com/105), I talked about how seemingly small, everyday actions can shape how others perceive you at work. While these habits may not directly earn you a promotion, they quietly build your reputation with the very people who influence those decisions. This week, I want to take that conversation further by focusing on something even more subtle but just as powerful: non-verbal communication cues.

      Why Non-Verbal Communication Matters

      Whether you're in a casual hallway conversation, presenting in a meeting, or connecting over a video call, the way you carry yourself sets the tone for how others receive both you and your ideas. Confident posture, purposeful hand gestures, and aligned facial expressions signal credibility and invite trust. On the other hand, shrinking into your chair, avoiding eye contact, or trying to make yourself small often leads people to unconsciously dismiss not only your presence—but also the value of your message.

      Confident non-verbal communication isn't just window dressing—it's the foundation of trust. Behavioral researcher Vanessa Van Edwards underscores how our brains are wired to interpret nonverbal cues before we're even consciously aware of them—it's a silent language louder than words ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com, https://singjupost.com/unlocking-the-hidden-power-of-body-language-vanessa-van-edwards-transcript/?utm_source=chatgpt.com). In her work, she breaks down the "Cue Cycle": Decode → Internalize → Encode—illustrating how we interpret signals, let them reshape our mood and behavior, and then respond with our own cues ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com). She also highlights powerful patterns showcased by leaders—like open body posture, leaning in, purposeful gaze, and respectful use of space—as the "secret weapons" of nonverbal power ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com).

      Studies show that when nonverbal signals align with our words, they reinforce our message; when they conflict, they're often the signals people believe ( https://en.wikipedia.org/wiki/Albert_Mehrabian?utm_source=chatgpt.com, https://www.scienceofpeople.com/body-language-percentage/?utm_source=chatgpt.com). This is why a confident stance, expressive gestures, and aligned facial cues ground your message—while shrinking into yourself, folding your arms, or avoiding eye contact sends the opposite. Vanessa's work isn't theoretical—it's backed by hundreds of thousands of observations, experiments, and real-world applications via her site Science of People (https://www.scienceofpeople.com).

      Non-Verbal Cues in Action

      Non-verbal communication looks different depending on the situation. Let's break it down with a few concrete examples you can use right away:

      1. Casual Conversation

      • Keep your hands visible – Open palms signal openness.
      • Angle your body toward the person – facing them directly shows genuine attention.
      • Use micro-expressions – smiles or raised eyebrows signal engagement.
      • Mirror their energy – subtly matching tone or gestures builds rapport.
      • Maintain comfortable eye contact – balance is key.
      
      

      2. Participating in a Meeting

      • Sit tall and lean in slightly – it shows investment in the conversation.
      • Keep gestures intentional – emphasize points without fidgeting.
      • Nod strategically – builds trust and collaboration.
      • Claim your space – avoid shrinking into your chair.
      • Manage transitions – signal readiness to contribute with subtle gestures.
      
      

      3. Video Calls

      • Position your camera at eye level – mimics natural eye contact.
      • Use the "triangle of visibility" – head, shoulders, and hands visible.
      • Avoid multitasking cues – no typing or looking away.
      • Lean in when speaking, lean back when listening – shows engagement rhythm.
      • Use lighting to your advantage – well-lit face communicates openness.
      
      

      Common Non-Verbal Mistakes to Avoid

      1. Casual Conversation

      • Hands in pockets or crossed arms
      • Looking over someone's shoulder
      • Weak or limp gestures
      
      

      2. Participating in a Meeting

      • Slouching back in your chair
      • Overusing filler gestures (tapping, clicking)
      • Avoiding visibility (sitting out of sight)
      • Interrupting without signals
      
      

      3. Video Calls

      • Camera pointing up or down at the wrong angle
      • Constantly looking at your own image
      • Distracted body language (typing, phone, darting eyes)
      • Blank or frozen expressions
      
      

      Why It Matters for Your Career

      Mastering non-verbal cues has a measurable impact on your career trajectory. People form judgments about competence, confidence, and leadership potential within seconds of meeting you. Leaders who use intentional body language are often perceived as more competent and persuasive—even if they're junior in tenure.

      Strong non-verbal communication helps you:

      In last week's podcast episode of the podcast, Episode 105 – Communication Etiquette (https://managingacareer.com/105), I talked about how seemingly small, everyday actions can shape how others perceive you at work. While these habits may not directly earn you a promotion, they quietly build your reputation with the very people who influence those decisions. This week, I want to take that conversation further by focusing on something even more subtle but just as powerful: non-verbal communication cues.

      Why Non-Verbal Communication Matters

      Whether you're in a casual hallway conversation, presenting in a meeting, or connecting over a video call, the way you carry yourself sets the tone for how others receive both you and your ideas. Confident posture, purposeful hand gestures, and aligned facial expressions signal credibility and invite trust. On the other hand, shrinking into your chair, avoiding eye contact, or trying to make yourself small often leads people to unconsciously dismiss not only your presence—but also the value of your message.

      Confident non-verbal communication isn't just window dressing—it's the foundation of trust. Behavioral researcher Vanessa Van Edwards underscores how our brains are wired to interpret nonverbal cues before we're even consciously aware of them—it's a silent language louder than words ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com, https://singjupost.com/unlocking-the-hidden-power-of-body-language-vanessa-van-edwards-transcript/?utm_source=chatgpt.com). In her work, she breaks down the "Cue Cycle": Decode → Internalize → Encode—illustrating how we interpret signals, let them reshape our mood and behavior, and then respond with our own cues ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com). She also highlights powerful patterns showcased by leaders—like open body posture, leaning in, purposeful gaze, and respectful use of space—as the "secret weapons" of nonverbal power ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com).

      Studies show that when nonverbal signals align with our words, they reinforce our message; when they conflict, they're often the signals people believe ( https://en.wikipedia.org/wiki/Albert_Mehrabian?utm_source=chatgpt.com, https://www.scienceofpeople.com/body-language-percentage/?utm_source=chatgpt.com). This is why a confident stance, expressive gestures, and aligned facial cues ground your message—while shrinking into yourself, folding your arms, or avoiding eye contact sends the opposite. Vanessa's work isn't theoretical—it's backed by hundreds of thousands of observations, experiments, and real-world applications via her site Science of People (https://www.scienceofpeople.com).

      Non-Verbal Cues in Action

      Non-verbal communication looks different depending on the situation. Let's break it down with a few concrete examples you can use right away:

      1. Casual Conversation

      • Keep your hands visible – Open palms signal openness.
      • Angle your body toward the person – facing them directly shows genuine attention.
      • Use micro-expressions – smiles or raised eyebrows signal engagement.
      • Mirror their energy – subtly matching tone or gestures builds rapport.
      • Maintain comfortable eye contact – balance is key.
      
      

      2. Participating in a Meeting

      • Sit tall and lean in slightly – it shows investment in the conversation.
      • Keep gestures intentional – emphasize points without fidgeting.
      • Nod strategically – builds trust and collaboration.
      • Claim your space – avoid shrinking into your chair.
      • Manage transitions – signal readiness to contribute with subtle gestures.
      
      

      3. Video Calls

      • Position your camera at eye level – mimics natural eye contact.
      • Use the "triangle of visibility" – head, shoulders, and hands visible.
      • Avoid multitasking cues – no typing or looking away.
      • Lean in when speaking, lean back when listening – shows engagement rhythm.
      • Use lighting to your advantage – well-lit face communicates openness.
      
      

      Common Non-Verbal Mistakes to Avoid

      1. Casual Conversation

      • Hands in pockets or crossed arms
      • Looking over someone's shoulder
      • Weak or limp gestures
      
      

      2. Participating in a Meeting

      • Slouching back in your chair
      • Overusing filler gestures (tapping, clicking)
      • Avoiding visibility (sitting out of sight)
      • Interrupting without signals
      
      

      3. Video Calls

      • Camera pointing up or down at the wrong angle
      • Constantly looking at your own image
      • Distracted body language (typing, phone, darting eyes)
      • Blank or frozen expressions
      
      

      Why It Matters for Your Career

      Mastering non-verbal cues has a measurable impact on your career trajectory. People form judgments about competence, confidence, and leadership potential within seconds of meeting you. Leaders who use intentional body language are often perceived as more competent and persuasive—even if they're junior in tenure.

      Strong non-verbal communication helps you:

      • Gain credibility quickly
      • Build stronger relationships
      • Enhance visibility
      • Accelerate career growth
      
      

      Five Simple, High-Impact Strategies You Can Implement Today

      1. Check Your Posture – Stand or sit tall to project confidence.
      2. Make Your Hands Count – Use visible, intentional gestures.
      3. Lean In, Listen Actively – Subtle forward leans signal engagement.
      4. Camera Confidence – Position at eye level with good lighting; keep hands visible.
      5. Mirror & Match – Reflect the energy and tone of others to build rapport.
      
      

      Wrapping Up

      Non-verbal communication is a critical tool in your career toolkit. By paying attention to posture, gestures, facial expressions, and virtual presence, you can dramatically influence how others perceive you, build credibility, and accelerate your professional growth.

      If you found these insights useful, subscribe to the Managing A Career podcast (https://managingacareer.com/follow) and never miss an episode. Each episode is packed with practical strategies to help you advance. And if you know someone who could benefit from leveling up their professional presence, share this episode with them—your recommendation could be the nudge that helps them get noticed and get ahead.

      Reference Links Table

      Resource

      URL

      Vanessa Van Edwards – Cue Notes (MickMel)

      https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com

      Vanessa Van Edwards – Hidden Power of Body Language Transcript

      https://singjupost.com/unlocking-the-hidden-power-of-body-language-vanessa-van-edwards-transcript/?utm_source=chatgpt.com

      Albert Mehrabian – Nonverbal Communication

      https://en.wikipedia.org/wiki/Albert_Mehrabian?utm_source=chatgpt.com

      Science of People – Body Language Percentage

      https://www.scienceofpeople.com/body-language-percentage/?utm_source=chatgpt.com

      Science of People – Main Website

      https://www.scienceofpeople.com

      ]]>5362ecf1-ac1f-4778-8548-8d685f2441f5Tue, 26 Aug 2025 19:00:00 -050008:18falsefull106106Communication Etiquette - MAC105On other episodes of the Managing A Career podcast, I tend to focus on the big-picture strategies that can propel your career forward—things like building influence, earning visibility, and positioning yourself for future opportunities. But advancement isn't just about the major moves. Sometimes, it's the subtle, everyday actions that shape how others perceive you. This week, I want to zoom in on one of those seemingly small details that won't directly earn you a promotion, but will absolutely impact the impression you leave on colleagues, managers, and executives: communication etiquette.

      While you may build friendships at work, most colleagues are focused on getting their tasks done and moving on to the next priority. That means the way you communicate can either support their productivity—or unintentionally disrupt it. Poor communication habits, even small ones, can cause you to be seen as annoying, distracting, or inconsiderate. On the other hand, mastering clear and efficient communication signals respect for others' time and attention. Over time, that respect translates into stronger working relationships, greater credibility, and an overall reputation as someone people want to work with.

      So what exactly do I mean by communication etiquette? Let's start with a classic example. Someone messages you on your company's internal chat tool and simply types "Hi"… and then waits. Now you're left wondering—do you stop what you're doing to respond, or do you ignore it and keep working? Your decision probably depends on who it is. If it's your boss, you'll likely pause everything to reply. If it's someone you barely know, chances are you'll hold off until you've finished your task. Now flip the scenario. When you need something, how do you open that conversation? Do you set the context right away, or do you leave the other person hanging? These small choices—how you start, how you respond, how you respect the other person's time—are exactly what falls under the umbrella of communication etiquette.

      No matter the medium—chat, email, or even a quick stop by someone's desk—the goal of good communication etiquette is to minimize disruption. It's fine to start with a brief greeting, but you should quickly move into the context of your request. Dropping just a "Hi" in chat leaves the other person guessing—Is this urgent? Is it a quick question? Is it a major problem? That uncertainty forces them to pause and wonder instead of continuing their work. By including context up front, you give them clarity: how urgent the matter is, how much of their time you'll need, and what information they might need to prepare before fully engaging in the conversation. That small adjustment can be the difference between being seen as considerate and efficient—or frustrating and vague.

      Of course, communication etiquette isn't one-size-fits-all. How you approach a peer, a manager, an executive—or even a direct report—should look very different. With peers, there's usually more room for informality, but clarity and efficiency still matter. When speaking with your manager, context becomes even more important—they need enough information to make quick decisions without having to drag details out of you. And with executives, brevity is king. They don't have the bandwidth for long explanations or back-and-forth messages. The faster you can give them the key point, the decision required, or the action needed, the more respect you earn.

      The dynamic shifts again when you're a manager communicating with your team. Something as simple as sending, "Can we chat?" to a direct report can create unnecessary stress. Without context, their mind may immediately jump to the worst-case scenario—Am I in trouble? Am I about to be fired?—when all you really wanted was a quick project update. Providing a short explanation, like "Can we chat for 5 minutes about the client presentation?" removes that anxiety and creates psychological safety. As a leader, this kind of clarity not only improves communication efficiency but also builds trust, which pays dividends in team morale and performance.

      In spite of good intentions, many professionals fall into communication traps that waste time and damage credibility. In email, vague subject lines like "Quick Question" force recipients to open the message just to understand the context. On chat, sending multiple short messages instead of a single, well-structured one can feel like a flood of interruptions. In meetings, inviting too many people—or failing to set an agenda—leaves participants wondering why their time was taken. And perhaps the most common error of all: failing to tailor your message to your audience, whether that means overwhelming an executive with unnecessary detail or leaving a direct report anxious with too little context. These small mistakes add up, and over time, they shape how others perceive your professionalism.

      Fortunately, strong communication etiquette isn't complicated—it just requires a little intention. Start by leading with context: state what you need and why upfront, so the other person knows how to engage. Be concise, but complete; don't make people chase you for missing details. Match the level of detail to your audience—big picture for executives, decision-ready context for managers, and clarity with psychological safety for subordinates. In email, write subject lines that preview the request, like "Need approval by Friday: Client Presentation Slides." In chat, combine your greeting and your request in one message, so the other person can respond when they're ready. And in meetings, only invite the people necessary and share an agenda in advance. These small practices send a powerful signal: you respect others' time and attention, and that respect often comes back to you in the form of trust, influence, and opportunity.

      Mastering communication etiquette may feel like a small thing, but it creates outsized benefits for your career. First, it builds a reputation for professionalism—people notice when you consistently respect their time and communicate clearly. Second, it increases your influence, because colleagues, managers, and executives are more likely to engage with and support someone who makes interactions smooth and productive. Third, it opens doors to leadership opportunities; when you demonstrate the ability to adapt your style across peers, managers, executives, and subordinates, you signal that you're ready to operate at a higher level. And fourth, it reduces friction in your daily work, which means projects move faster, relationships are stronger, and you spend less time repairing misunderstandings. Over time, these advantages compound, setting you up not only for promotions but also for long-term success in any role.

      To make this simple, here's a quick set of do's and don'ts you can keep in mind the next time you communicate at work:

      Do

      Why It Matters

      Don't

      Impact of Mistake

      Lead with context in chat/email

      Gives clarity and saves time

      Drop just "Hi" and wait

      Creates confusion and frustration

      Adjust detail to your audience

      Shows awareness and respect

      Use the same approach for peers, managers, and executives

      Signals lack of professionalism

      Use clear subject lines in email

      Helps recipients prioritize

      Send vague subjects like "Quick Question"

      Wastes time, lowers urgency

      Limit meeting invites & share agenda

      Increases efficiency & focus

      On other episodes of the Managing A Career podcast, I tend to focus on the big-picture strategies that can propel your career forward—things like building influence, earning visibility, and positioning yourself for future opportunities. But advancement isn't just about the major moves. Sometimes, it's the subtle, everyday actions that shape how others perceive you. This week, I want to zoom in on one of those seemingly small details that won't directly earn you a promotion, but will absolutely impact the impression you leave on colleagues, managers, and executives: communication etiquette.

      While you may build friendships at work, most colleagues are focused on getting their tasks done and moving on to the next priority. That means the way you communicate can either support their productivity—or unintentionally disrupt it. Poor communication habits, even small ones, can cause you to be seen as annoying, distracting, or inconsiderate. On the other hand, mastering clear and efficient communication signals respect for others' time and attention. Over time, that respect translates into stronger working relationships, greater credibility, and an overall reputation as someone people want to work with.

      So what exactly do I mean by communication etiquette? Let's start with a classic example. Someone messages you on your company's internal chat tool and simply types "Hi"… and then waits. Now you're left wondering—do you stop what you're doing to respond, or do you ignore it and keep working? Your decision probably depends on who it is. If it's your boss, you'll likely pause everything to reply. If it's someone you barely know, chances are you'll hold off until you've finished your task. Now flip the scenario. When you need something, how do you open that conversation? Do you set the context right away, or do you leave the other person hanging? These small choices—how you start, how you respond, how you respect the other person's time—are exactly what falls under the umbrella of communication etiquette.

      No matter the medium—chat, email, or even a quick stop by someone's desk—the goal of good communication etiquette is to minimize disruption. It's fine to start with a brief greeting, but you should quickly move into the context of your request. Dropping just a "Hi" in chat leaves the other person guessing—Is this urgent? Is it a quick question? Is it a major problem? That uncertainty forces them to pause and wonder instead of continuing their work. By including context up front, you give them clarity: how urgent the matter is, how much of their time you'll need, and what information they might need to prepare before fully engaging in the conversation. That small adjustment can be the difference between being seen as considerate and efficient—or frustrating and vague.

      Of course, communication etiquette isn't one-size-fits-all. How you approach a peer, a manager, an executive—or even a direct report—should look very different. With peers, there's usually more room for informality, but clarity and efficiency still matter. When speaking with your manager, context becomes even more important—they need enough information to make quick decisions without having to drag details out of you. And with executives, brevity is king. They don't have the bandwidth for long explanations or back-and-forth messages. The faster you can give them the key point, the decision required, or the action needed, the more respect you earn.

      The dynamic shifts again when you're a manager communicating with your team. Something as simple as sending, "Can we chat?" to a direct report can create unnecessary stress. Without context, their mind may immediately jump to the worst-case scenario—Am I in trouble? Am I about to be fired?—when all you really wanted was a quick project update. Providing a short explanation, like "Can we chat for 5 minutes about the client presentation?" removes that anxiety and creates psychological safety. As a leader, this kind of clarity not only improves communication efficiency but also builds trust, which pays dividends in team morale and performance.

      In spite of good intentions, many professionals fall into communication traps that waste time and damage credibility. In email, vague subject lines like "Quick Question" force recipients to open the message just to understand the context. On chat, sending multiple short messages instead of a single, well-structured one can feel like a flood of interruptions. In meetings, inviting too many people—or failing to set an agenda—leaves participants wondering why their time was taken. And perhaps the most common error of all: failing to tailor your message to your audience, whether that means overwhelming an executive with unnecessary detail or leaving a direct report anxious with too little context. These small mistakes add up, and over time, they shape how others perceive your professionalism.

      Fortunately, strong communication etiquette isn't complicated—it just requires a little intention. Start by leading with context: state what you need and why upfront, so the other person knows how to engage. Be concise, but complete; don't make people chase you for missing details. Match the level of detail to your audience—big picture for executives, decision-ready context for managers, and clarity with psychological safety for subordinates. In email, write subject lines that preview the request, like "Need approval by Friday: Client Presentation Slides." In chat, combine your greeting and your request in one message, so the other person can respond when they're ready. And in meetings, only invite the people necessary and share an agenda in advance. These small practices send a powerful signal: you respect others' time and attention, and that respect often comes back to you in the form of trust, influence, and opportunity.

      Mastering communication etiquette may feel like a small thing, but it creates outsized benefits for your career. First, it builds a reputation for professionalism—people notice when you consistently respect their time and communicate clearly. Second, it increases your influence, because colleagues, managers, and executives are more likely to engage with and support someone who makes interactions smooth and productive. Third, it opens doors to leadership opportunities; when you demonstrate the ability to adapt your style across peers, managers, executives, and subordinates, you signal that you're ready to operate at a higher level. And fourth, it reduces friction in your daily work, which means projects move faster, relationships are stronger, and you spend less time repairing misunderstandings. Over time, these advantages compound, setting you up not only for promotions but also for long-term success in any role.

      To make this simple, here's a quick set of do's and don'ts you can keep in mind the next time you communicate at work:

      Do

      Why It Matters

      Don't

      Impact of Mistake

      Lead with context in chat/email

      Gives clarity and saves time

      Drop just "Hi" and wait

      Creates confusion and frustration

      Adjust detail to your audience

      Shows awareness and respect

      Use the same approach for peers, managers, and executives

      Signals lack of professionalism

      Use clear subject lines in email

      Helps recipients prioritize

      Send vague subjects like "Quick Question"

      Wastes time, lowers urgency

      Limit meeting invites & share agenda

      Increases efficiency & focus

      Invite everyone "just in case"

      Wastes time, lowers credibility

      Provide context to subordinates

      Builds trust & reduces anxiety

      Send cryptic messages like "Can we chat?"

      Creates unnecessary stress

      In the end, communication etiquette isn't about following rigid rules—it's about respecting the time, attention, and emotional energy of the people you work with. When you communicate clearly, efficiently, and with empathy, you build stronger relationships at every level of the organization. And while no one gets promoted just for writing great emails or sending thoughtful chat messages, those habits set you apart as someone who is professional, trustworthy, and ready for more responsibility. Start applying these best practices today, and you'll not only make your coworkers' lives easier—you'll be paving the way for your own career growth.

      If you're thinking that your communication style might be holding you back—or if you're ready to take the next step in building the skills that lead to promotions and bigger opportunities—I can help. Through my career coaching practice, I work with professionals at all stages to refine the everyday habits, strategies, and long-term plans that accelerate success. If you'd like to explore how coaching can give you a competitive edge, visit ManagingACareer.com and reach out through the contact form. Let's make sure your next promotion isn't left to chance.

      ]]>cd7967e2-12fe-4095-911f-ffad4eb2c3ddTue, 19 Aug 2025 19:00:00 -050009:40falsefull105105A Seat At The Table - MAC104 You Need to Be in the Room Where It Happens — But How?

      You've heard the phrase before: "You need to be in the room where decisions happen." It sounds powerful—exclusive even—but no one ever hands you the playbook for getting in that room. Working hard isn't enough. Being the best at your job isn't enough. The truth is, opportunities to sit at the table where decisions are made don't simply appear—they're earned, often through deliberate actions, strategic visibility, and building the right kind of influence. So the real question becomes: how do you earn that seat at the table?

      If you've ever wondered why certain people are always in those key meetings, asked for input on big projects, or somehow always in the know—it's not luck. It's structure. It's systems. It's intentional networking. And yes, it's strategy. Here's the truth: most professionals are unknowingly stuck at the kids' table at work. They're working hard, hitting every target, yet still left out of the conversations that shape the future. The difference between being an observer and being a decision-maker often comes down to two things: visibility and relevance. And the good news? Both are entirely within your control. We're about to unpack the exact strategy for you to claim your seat.

      Before we get into the how, let's address the mindset. Too many people treat being invited into the room as a reward—something that magically happens when they've "earned it" through hard work alone. That's the wrong frame. You don't wait to be discovered; you create the conditions where your absence would be noticed. The people in those rooms aren't just good at their jobs—they've positioned themselves as indispensable voices in conversations that matter. They've made it impossible to move forward without their perspective. That's the shift: stop waiting for permission to join the table, and start building demand for your seat.

      Here's something most people miss: there isn't just one room or one table. There are many. Your manager has a "table" where the senior members of your immediate team gather to influence decisions. Your department has a table where departmental leaders—leaders in role and in influence—discuss priorities and resources. And your company has a table where executives make the strategic decisions that shape the entire organization. Each of these rooms operates at a different scale, but the principle is the same: when you're not at the table, you're not part of the conversation—or the outcome. The strategy we're about to cover works for every single one of those tables, whether you're aiming for the inner circle on your team or the highest-level conversations in the company. Master it at one level, and you can scale it all the way up.

      So how do you actually get that seat—whether it's with your team lead, your department heads, or your company's executive leadership? You do it with Access, Contribution, and Expertise.

      • Access: Intentionally building the relationships and visibility that put you in proximity to decision-makers—so when opportunities arise, you're already in their line of sight.
      • Contribution: Showing up in ways that move the needle—offering solutions, insights, and support that make you an active participant in progress, not just an observer.
      • Expertise: Consistently demonstrating skill, knowledge, and judgment that make your presence in the room a competitive advantage for the group.
      
      

      When you apply these principles, you stop waiting to be invited and start positioning yourself as the kind of person others want in every critical discussion. And because it works at every "table" in the organization, it's a strategy you can scale from your immediate team all the way to the highest levels of leadership.

      Access

      Access is about more than just "knowing people." It's about intentionally placing yourself in the networks, circles, and conversations that feed directly into the rooms you want to enter. There are four ways to build it:

      1. Expanding your network – Go beyond the comfort zone of your immediate peers. Seek connections across departments, functions, and even locations. Each new connection is a potential bridge into a different room.
      2. Being a connector – Don't just collect contacts; connect them. Introduce people who can help each other. When you become the hub, your value—and visibility—naturally rises.
      3. Owning relationships – Keep in touch, follow up, and nurture connections over time. A name in someone's inbox is far more powerful than a name they vaguely remember from a meeting last year.
      4. Having a sponsor or advocate – A mentor gives advice. A sponsor uses their influence to open doors for you. Build relationships with people who have a seat at the table and are willing to say your name when opportunities come up.
      
      

      When you have Access, you're no longer on the outside looking in—you're on the shortlist for the conversation before it even begins.

      Contribution

      Contribution is about making yourself indispensable—not through sheer volume of work, but through strategic impact. You want to be seen as someone who moves things forward in ways that matter to decision-makers. Here's how:

      1. Volunteering – Step up for initiatives outside your normal scope, especially when they align with high-priority goals. This shows you're invested in more than just your job description.
      2. High-profile projects – Seek assignments that are visible to leadership or cross-functional in nature. These projects often get discussed in the rooms you want to enter, and your involvement gets your name in the mix.
      3. Finding gaps – Look for problems that no one "owns" and take them on. When you solve an overlooked issue, you stand out as proactive and solution-oriented.
      4. Delivering under pressure – Anyone can contribute when things are calm. The people who shine in high-stakes moments are the ones leadership remembers when the next challenge comes.
      5. Creating wins for others – Help colleagues succeed and give them public credit. This builds allies who are more likely to advocate for you in conversations you're not part of—yet.
      
      

      Strategic contribution builds a track record of impact that decision-makers notice and remember. It's one of the fastest ways to turn "who's that?" into "we need them in the room."

      Expertise

      Expertise is what transforms your presence in the room from optional to essential. It's not just about knowing your stuff—it's about being recognized for it. Here's how to build it:

      You Need to Be in the Room Where It Happens — But How?

      You've heard the phrase before: "You need to be in the room where decisions happen." It sounds powerful—exclusive even—but no one ever hands you the playbook for getting in that room. Working hard isn't enough. Being the best at your job isn't enough. The truth is, opportunities to sit at the table where decisions are made don't simply appear—they're earned, often through deliberate actions, strategic visibility, and building the right kind of influence. So the real question becomes: how do you earn that seat at the table?

      If you've ever wondered why certain people are always in those key meetings, asked for input on big projects, or somehow always in the know—it's not luck. It's structure. It's systems. It's intentional networking. And yes, it's strategy. Here's the truth: most professionals are unknowingly stuck at the kids' table at work. They're working hard, hitting every target, yet still left out of the conversations that shape the future. The difference between being an observer and being a decision-maker often comes down to two things: visibility and relevance. And the good news? Both are entirely within your control. We're about to unpack the exact strategy for you to claim your seat.

      Before we get into the how, let's address the mindset. Too many people treat being invited into the room as a reward—something that magically happens when they've "earned it" through hard work alone. That's the wrong frame. You don't wait to be discovered; you create the conditions where your absence would be noticed. The people in those rooms aren't just good at their jobs—they've positioned themselves as indispensable voices in conversations that matter. They've made it impossible to move forward without their perspective. That's the shift: stop waiting for permission to join the table, and start building demand for your seat.

      Here's something most people miss: there isn't just one room or one table. There are many. Your manager has a "table" where the senior members of your immediate team gather to influence decisions. Your department has a table where departmental leaders—leaders in role and in influence—discuss priorities and resources. And your company has a table where executives make the strategic decisions that shape the entire organization. Each of these rooms operates at a different scale, but the principle is the same: when you're not at the table, you're not part of the conversation—or the outcome. The strategy we're about to cover works for every single one of those tables, whether you're aiming for the inner circle on your team or the highest-level conversations in the company. Master it at one level, and you can scale it all the way up.

      So how do you actually get that seat—whether it's with your team lead, your department heads, or your company's executive leadership? You do it with Access, Contribution, and Expertise.

      • Access: Intentionally building the relationships and visibility that put you in proximity to decision-makers—so when opportunities arise, you're already in their line of sight.
      • Contribution: Showing up in ways that move the needle—offering solutions, insights, and support that make you an active participant in progress, not just an observer.
      • Expertise: Consistently demonstrating skill, knowledge, and judgment that make your presence in the room a competitive advantage for the group.
      
      

      When you apply these principles, you stop waiting to be invited and start positioning yourself as the kind of person others want in every critical discussion. And because it works at every "table" in the organization, it's a strategy you can scale from your immediate team all the way to the highest levels of leadership.

      Access

      Access is about more than just "knowing people." It's about intentionally placing yourself in the networks, circles, and conversations that feed directly into the rooms you want to enter. There are four ways to build it:

      1. Expanding your network – Go beyond the comfort zone of your immediate peers. Seek connections across departments, functions, and even locations. Each new connection is a potential bridge into a different room.
      2. Being a connector – Don't just collect contacts; connect them. Introduce people who can help each other. When you become the hub, your value—and visibility—naturally rises.
      3. Owning relationships – Keep in touch, follow up, and nurture connections over time. A name in someone's inbox is far more powerful than a name they vaguely remember from a meeting last year.
      4. Having a sponsor or advocate – A mentor gives advice. A sponsor uses their influence to open doors for you. Build relationships with people who have a seat at the table and are willing to say your name when opportunities come up.
      
      

      When you have Access, you're no longer on the outside looking in—you're on the shortlist for the conversation before it even begins.

      Contribution

      Contribution is about making yourself indispensable—not through sheer volume of work, but through strategic impact. You want to be seen as someone who moves things forward in ways that matter to decision-makers. Here's how:

      1. Volunteering – Step up for initiatives outside your normal scope, especially when they align with high-priority goals. This shows you're invested in more than just your job description.
      2. High-profile projects – Seek assignments that are visible to leadership or cross-functional in nature. These projects often get discussed in the rooms you want to enter, and your involvement gets your name in the mix.
      3. Finding gaps – Look for problems that no one "owns" and take them on. When you solve an overlooked issue, you stand out as proactive and solution-oriented.
      4. Delivering under pressure – Anyone can contribute when things are calm. The people who shine in high-stakes moments are the ones leadership remembers when the next challenge comes.
      5. Creating wins for others – Help colleagues succeed and give them public credit. This builds allies who are more likely to advocate for you in conversations you're not part of—yet.
      
      

      Strategic contribution builds a track record of impact that decision-makers notice and remember. It's one of the fastest ways to turn "who's that?" into "we need them in the room."

      Expertise

      Expertise is what transforms your presence in the room from optional to essential. It's not just about knowing your stuff—it's about being recognized for it. Here's how to build it:

      1. Showing leadership – As covered in Episode 101 (https://managingacareer.com/101), leadership isn't a title—it's behavior. Take ownership, guide others, and elevate the performance of those around you. Leaders are invited into rooms because they make the group stronger.
      2. Being the go-to person in a specific area – Specialization creates demand. If you're the one who can answer the tough questions or solve the tricky problems in your field, your absence will be noticed.
      3. Staying ahead of the curve – Keep learning and bring fresh insights to the table. Share trends, tools, or strategies before others even know they exist. Being "future-ready" makes you valuable in strategic discussions.
      4. Demonstrating sound judgment – Expertise isn't just technical—it's knowing when to speak up, when to hold back, and how to frame input so it moves decisions forward.
      5. Documenting and sharing wins – Don't assume people know your impact. Make sure your results are visible—through reports, updates, or even informal conversations with decision-makers.
      
      

      Expertise positions you as the person whose input changes outcomes. When you combine it with Access and Contribution, you're no longer hoping for an invitation—you're building a reputation that demands one.

      Flip the Script: Take a Hard Look at Where You Stand

      If you're still wondering why you're not in the room, it's time for some honest reflection. Ask yourself:

      • Are you known beyond your immediate team, or are you mostly invisible outside your bubble?
      • Does leadership understand what drives you and what unique strengths you bring?
      • Are you just delivering on assigned tasks, or are you actively driving projects and initiatives forward?
      • Are you waiting for an invitation, or are you proactively showing up where value needs to be added?
      
      

      The harsh reality is that most people stay invisible because they're too heads-down, focused only on their own work. But if you want to influence decisions and shape outcomes, you have to be on the field—not just on the sidelines. And here's another truth: your manager might not be the way in. If they don't have a seat there themselves, you'll need to build lateral and upward relationships to get the visibility and access required to move forward.

      The Final Word: Claim Your Space by Becoming Irreplaceable

      The room isn't reserved for people with fancy titles or the loudest voices. It's reserved for those who consistently deliver value, create momentum, and make themselves impossible to ignore. It's for the individuals who understand that influence isn't given—it's earned by being reliable, insightful, and proactive.

      Think about the people who come to mind when you imagine leaders who really matter. Chances are, they didn't get there by waiting for invitations—they carved out space by stepping up when it counted, by building networks that mattered, and by developing expertise that made their presence in any conversation an asset.

      Your career won't advance just because you show up; it will advance because you bring something others can't afford to lose. That means showing up not just to do your job, but to move the work forward in ways that others recognize and respect.

      Be the person who doesn't just participate but who shapes the direction of the conversation. Be the person who others trust to take on challenges and deliver results, even when it's not easy. Be the person whose absence would leave a noticeable gap.

      Claim your space by becoming irreplaceable—and watch how the room begins to open up for you.

      Let's Keep the Conversation Going

      I'd love to hear how the ideas from this podcast have helped you advance your career. Visit ManagingACareer.com and leave a message via the Contact form (https://managingacareer.com/contact) or, if you prefer, click the button to leave a voicemail directly from your computer.

      Share which episodes have made the biggest impact on you and how you've applied what you've learned. If enough of you send in your stories, I'll start including them in upcoming episodes to inspire others on this journey.

      Your voice matters—let's build this community together.

      ]]>f58cfd2c-bc92-4500-b403-a3cd9d10ebc2Tue, 12 Aug 2025 19:00:00 -050012:52falsefull104104What Are You Prioritizing? - MAC103 What You Prioritize Is What You Grow

      In your career—just like in life—whatever you prioritize is what takes root, grows, and ultimately defines your trajectory. Whether you're intentional about it or not, your attention acts like sunlight and water: it nourishes certain parts of your professional life while leaving others to wither. Even worse is when you don't make a conscious choice at all—when your career just "happens to you." That passive approach can lead to years of drifting, missed opportunities, and invisible ceilings. So take a moment to reflect: what are you truly prioritizing right now? Is it visibility? Skill-building? Leadership? Or are you unconsciously prioritizing comfort, routine, or the path of least resistance? Because the answer to that question is shaping your future whether you realize it or not.

      Alignment Isn't Optional—It's Essential

      This kind of prioritization—this optimization of where you direct your focus—doesn't mean you stop putting effort into other areas of your role. Of course you'll still deliver on your responsibilities. But when given a choice—when you have limited time, energy, or visibility—what do you lean into? More importantly, how does that focus align with your Career Vision (see https://managingacareer.com/102) and how does it align with your company's goals? Because when your day-to-day priorities and your long-term goals don't line up, you'll feel it. It shows up as stagnation. As burnout. As growing frustration that no amount of "working harder" will fix. Misalignment creates drag in your career—alignment creates momentum.

      Different Priorities, Different Trade-Offs

      It's important to recognize that not everyone is—or should be—prioritizing the same things at every stage of their life or career. Your current focus is often shaped by your personal context, responsibilities, and what you value most right now. For example, someone who prioritizes stability might choose low-risk, steady assignments that keep them securely in their current role. That's not laziness—it might be the smart move for someone managing heavy responsibilities outside of work, like caring for young kids or aging parents. Someone who prioritizes growth is always looking for stretch roles, pushing past their comfort zone, and seeking out skill-building opportunities. But taken too far, this can lead to burnout or even career dead ends if the growth isn't guided by strategy.

      Others may prioritize recognition, opting for high-profile assignments, even if it means working longer hours and living with the pressure of being in the spotlight. Meanwhile, those who prioritize money might take on roles or projects that are financially rewarding, but ultimately draining or disconnected from their passions. Some professionals prioritize influence, focusing on roles that expand their network and informal power within an organization. Others may lean into flexibility, taking roles that allow them to control their schedule, even if that slows their upward trajectory. None of these choices are inherently wrong—but they all come with trade-offs. The key is to make those choices consciously, and ensure they support—not sabotage—your long-term vision.

      Two Paths, Two Outcomes

      Let's look at two professionals working at the same company: we'll call them Maya and Jordan. On paper, they're equals—both mid-level managers with solid reputations and strong work ethics. But beneath the surface, their careers are unfolding in very different ways.

      Maya has taken the time to define her Career Vision. She knows she wants to move into a strategic leadership role within the next two years. Because of that clarity, she filters every opportunity through a simple lens: Does this get me closer to the leader I want to become? If a project offers exposure to senior leadership, requires cross-functional collaboration, or ties directly to company strategy, she's all in. But when she's asked to join projects that are time-consuming but don't move her forward—like internal task forces or repetitive ops work—she diplomatically declines or negotiates her role to stay focused on her long term plan. That doesn't mean she's selfish. It means she's intentional. And leadership has noticed. Her name is now coming up in succession planning meetings.

      Jordan, on the other hand, hasn't set a clear vision for his future. He's known as someone who can be counted on—a dependable team player who will roll up his sleeves and help wherever needed. His inbox is always full. His calendar is packed. His colleagues love working with him. But he's also exhausted. Despite all his effort, Jordan's career growth has stalled. He's been passed over for stretch assignments and promotions more than once. He doesn't understand why—after all, he's working harder than ever. But the truth is, he's prioritizing being helpful over being strategic. His focus is everywhere, so his impact isn't felt anywhere. And that misalignment is wearing him down.

      A Simple Framework to Realign Your Focus

      If you're starting to wonder whether you're more like Maya or Jordan, that's a good thing. Awareness is the first step toward realignment. Here's a simple framework you can use to check yourself: at the start of each week, take ten minutes to list your top five tasks or commitments. For each one, ask two questions:

      1. Does this task move me closer to my Career Vision?
      2. Does this task create value that is visible and aligned with my company's strategic goals?
      
      

      If the answer is "no" to both, that task might be a drain on your momentum. It's not about abandoning your responsibilities—it's about understanding which activities are investments and which are just busywork. When you consistently prioritize high-alignment work, even in small increments, you start to build career gravity. You'll find yourself pulled toward more of the right opportunities—and less reliant on being lucky or liked to get ahead.

      What to Do with the "Wrong Work"

      Let's be honest—there will always be tasks that don't align directly with your career vision but still matter to the company. These assignments might not elevate your visibility, develop key skills, or move you toward your goals—but they still need to get done. The trick is learning how to manage them without letting them hijack your focus. Start by asking: Can this be delegated? Often, someone on your team may benefit from the experience or visibility that the task provides. Delegating isn't about offloading—it's about creating development opportunities for others while protecting your own strategic focus.

      If it can't be delegated, ask: Can I complete this efficiently—without overengineering it? Not every deliverable needs to be a masterpiece. Be professional, be timely, but don't overinvest in low-impact work. You can also batch similar low-priority tasks together and knock them out in a focused sprint, leaving more of your mental bandwidth for high-value work. Finally, consider whether you can reframe or reposition the task: is there a way to tie it into a broader initiative that does align with your goals? Smart professionals don't avoid misaligned work—they minimize its cost and maximize their time spent on what truly matters.

      You Become Known for What You Consistently Do

      Every time you say yes to a task, you're not just managing your workload—you're shaping your professional brand. Over time, people begin to associate you with the type of work you consistently take...]]> What You Prioritize Is What You Grow

      In your career—just like in life—whatever you prioritize is what takes root, grows, and ultimately defines your trajectory. Whether you're intentional about it or not, your attention acts like sunlight and water: it nourishes certain parts of your professional life while leaving others to wither. Even worse is when you don't make a conscious choice at all—when your career just "happens to you." That passive approach can lead to years of drifting, missed opportunities, and invisible ceilings. So take a moment to reflect: what are you truly prioritizing right now? Is it visibility? Skill-building? Leadership? Or are you unconsciously prioritizing comfort, routine, or the path of least resistance? Because the answer to that question is shaping your future whether you realize it or not.

      Alignment Isn't Optional—It's Essential

      This kind of prioritization—this optimization of where you direct your focus—doesn't mean you stop putting effort into other areas of your role. Of course you'll still deliver on your responsibilities. But when given a choice—when you have limited time, energy, or visibility—what do you lean into? More importantly, how does that focus align with your Career Vision (see https://managingacareer.com/102) and how does it align with your company's goals? Because when your day-to-day priorities and your long-term goals don't line up, you'll feel it. It shows up as stagnation. As burnout. As growing frustration that no amount of "working harder" will fix. Misalignment creates drag in your career—alignment creates momentum.

      Different Priorities, Different Trade-Offs

      It's important to recognize that not everyone is—or should be—prioritizing the same things at every stage of their life or career. Your current focus is often shaped by your personal context, responsibilities, and what you value most right now. For example, someone who prioritizes stability might choose low-risk, steady assignments that keep them securely in their current role. That's not laziness—it might be the smart move for someone managing heavy responsibilities outside of work, like caring for young kids or aging parents. Someone who prioritizes growth is always looking for stretch roles, pushing past their comfort zone, and seeking out skill-building opportunities. But taken too far, this can lead to burnout or even career dead ends if the growth isn't guided by strategy.

      Others may prioritize recognition, opting for high-profile assignments, even if it means working longer hours and living with the pressure of being in the spotlight. Meanwhile, those who prioritize money might take on roles or projects that are financially rewarding, but ultimately draining or disconnected from their passions. Some professionals prioritize influence, focusing on roles that expand their network and informal power within an organization. Others may lean into flexibility, taking roles that allow them to control their schedule, even if that slows their upward trajectory. None of these choices are inherently wrong—but they all come with trade-offs. The key is to make those choices consciously, and ensure they support—not sabotage—your long-term vision.

      Two Paths, Two Outcomes

      Let's look at two professionals working at the same company: we'll call them Maya and Jordan. On paper, they're equals—both mid-level managers with solid reputations and strong work ethics. But beneath the surface, their careers are unfolding in very different ways.

      Maya has taken the time to define her Career Vision. She knows she wants to move into a strategic leadership role within the next two years. Because of that clarity, she filters every opportunity through a simple lens: Does this get me closer to the leader I want to become? If a project offers exposure to senior leadership, requires cross-functional collaboration, or ties directly to company strategy, she's all in. But when she's asked to join projects that are time-consuming but don't move her forward—like internal task forces or repetitive ops work—she diplomatically declines or negotiates her role to stay focused on her long term plan. That doesn't mean she's selfish. It means she's intentional. And leadership has noticed. Her name is now coming up in succession planning meetings.

      Jordan, on the other hand, hasn't set a clear vision for his future. He's known as someone who can be counted on—a dependable team player who will roll up his sleeves and help wherever needed. His inbox is always full. His calendar is packed. His colleagues love working with him. But he's also exhausted. Despite all his effort, Jordan's career growth has stalled. He's been passed over for stretch assignments and promotions more than once. He doesn't understand why—after all, he's working harder than ever. But the truth is, he's prioritizing being helpful over being strategic. His focus is everywhere, so his impact isn't felt anywhere. And that misalignment is wearing him down.

      A Simple Framework to Realign Your Focus

      If you're starting to wonder whether you're more like Maya or Jordan, that's a good thing. Awareness is the first step toward realignment. Here's a simple framework you can use to check yourself: at the start of each week, take ten minutes to list your top five tasks or commitments. For each one, ask two questions:

      1. Does this task move me closer to my Career Vision?
      2. Does this task create value that is visible and aligned with my company's strategic goals?
      
      

      If the answer is "no" to both, that task might be a drain on your momentum. It's not about abandoning your responsibilities—it's about understanding which activities are investments and which are just busywork. When you consistently prioritize high-alignment work, even in small increments, you start to build career gravity. You'll find yourself pulled toward more of the right opportunities—and less reliant on being lucky or liked to get ahead.

      What to Do with the "Wrong Work"

      Let's be honest—there will always be tasks that don't align directly with your career vision but still matter to the company. These assignments might not elevate your visibility, develop key skills, or move you toward your goals—but they still need to get done. The trick is learning how to manage them without letting them hijack your focus. Start by asking: Can this be delegated? Often, someone on your team may benefit from the experience or visibility that the task provides. Delegating isn't about offloading—it's about creating development opportunities for others while protecting your own strategic focus.

      If it can't be delegated, ask: Can I complete this efficiently—without overengineering it? Not every deliverable needs to be a masterpiece. Be professional, be timely, but don't overinvest in low-impact work. You can also batch similar low-priority tasks together and knock them out in a focused sprint, leaving more of your mental bandwidth for high-value work. Finally, consider whether you can reframe or reposition the task: is there a way to tie it into a broader initiative that does align with your goals? Smart professionals don't avoid misaligned work—they minimize its cost and maximize their time spent on what truly matters.

      You Become Known for What You Consistently Do

      Every time you say yes to a task, you're not just managing your workload—you're shaping your professional brand. Over time, people begin to associate you with the type of work you consistently take on. If you always jump in to fix operational fires, you'll be seen as the firefighter. If you're the go-to person for behind-the-scenes execution, that becomes your lane. And if you focus on visible, strategic, cross-functional work, you'll be perceived as a leader who thinks big and delivers at scale.

      That perception matters—not just for promotions, but for the types of opportunities people bring your way. It's not just about being competent. It's about being recognized for the kind of impact you want to have. So when you choose where to focus, you're also choosing what kind of career you're building, and what kind of future others will imagine for you.

      Your Weekly Focus Check-In

      To stay aligned, you don't need a career retreat—you just need a moment of clarity. Carve out five quiet minutes each week and ask yourself these five questions:

      1. What did I spend the majority of my time on last week?
      2. Did that work move me closer to my Career Vision or just keep me busy?
      3. What's one task I'm carrying that someone else could take on and benefit from?
      4. What's one opportunity I could say "yes" to that would stretch me in the right direction?
      5. If someone looked at my calendar, what would they assume I'm optimizing for?
      
      

      You don't need perfect answers—just honest ones. Because once you start recognizing the gap between where your time goes and where you want your career to go, you can begin to close it, week by week. And that's how long-term career momentum is built: in the small decisions, made consistently.

      Three Moves to Reclaim Your Career Focus This Week

      If you're ready to stop letting your career "just happen" to you, here are three steps you can take this week to realign your focus:

      1. Audit Your Calendar. Look at last week's meetings and projects. Highlight anything that didn't contribute to your goals or your growth. That's your first clue for where boundaries need to tighten.
      2. Say No Once. Find one task, meeting, or request that doesn't align with your vision—and practice the art of a professional "no." Decline it, delegate it, or deflect it. Start small if you need to, but start.
      3. Choose One Priority That Matters. Pick a single high-value action that supports both your Career Vision and your company's goals. Put it on your calendar. Protect it. Give it your best energy.
      
      

      Your career will always demand your time. The question is whether you're spending that time building momentum—or just maintaining motion.

      I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

      ]]>51d37262-d8c7-4e51-834d-c820b95925cdTue, 05 Aug 2025 19:00:00 -050012:18falsefull103103Creating a Career Vision When You Don't Know What's Possible - MAC102 We've recently gone through a reorganization at my job, and with that change, I now have several new team members reporting to me. In my one-on-one meetings, I like to focus on more than just status updates—I emphasize career development. One of the tools I've consistently found to be effective is the Individual Development Plan, or IDP. If you've been following this podcast, you may remember Episode 37 (https://managingacareer.com/37) where I broke down the Vision and Roadmap section of the IDP. It's a framework I believe in deeply.

      But here's the thing: many of my new team members are struggling with the very first step—creating a compelling Career Vision. And if they're struggling, I know they're not alone. So in this week's episode, I want to focus on how to help people—whether you're managing others or thinking about your own path—craft a meaningful vision for their career.

      WHY THIS IS HARD

      In Episode 37, I described the Career Vision as a statement about where you want your career to go—looking as far into the future as you can reasonably imagine. It's a personal declaration of what success and fulfillment look like for you.

      But here's the challenge: if you don't know what your options even are, this step can feel frustrating—or worse, paralyzing. Instead of inspiring clarity, it can leave you feeling lost and without direction. And let's be honest—most of us are so heads-down in the daily grind of doing our job that we rarely pause to look up. We rarely make time to think about that longer view. But those who do—who take a moment to lift their gaze and imagine something beyond today's task list—are the ones who position themselves for real, lasting growth.

      SHIFT YOUR STARTING POINT

      If you already have that clarity and focus—fantastic. You probably don't need this episode... but I'll bet you know someone who does. So feel free to pass it along.

      For the rest of you, if you're struggling to define your Career Vision, here's where I want to challenge the usual approach. Most people start by looking inward—asking questions like What drives me? What motivates me? And yes, that's important... but it's not the first step. When you're still trying to define the destination, the journey starts by looking outward. Not because you're searching for answers—at least, not yet—but because you're searching for inspiration.

      START EXPLORING EXTERNALLY

      Start by reaching out to people within your organization—especially those who are more senior than you. But don't limit yourself to only those on a traditional upward path. Sometimes, the next step in your career isn't up—it's sideways. A lateral move into a different role can be the beginning of a powerful career shift, or even a full pivot. (If that idea intrigues you, go back and listen to Episode 93 (https://managingacareer.com/93) where I dig deeper into career pivots.)

      Set up informal coffee chats or virtual meetings with colleagues who do something different than you. Use those conversations to get into the weeds: What does their day-to-day actually look like? How did they get into that role? What parts of their job do they find genuinely fulfilling?

      You're not committing to anything yet—this is an exploration phase. And at this point, quantity matters. The more people you talk to—and the more varied their roles—the more likely you are to uncover something that sparks real inspiration.

      A LOW-PRESSURE OPTION

      Or maybe you're not quite ready to start reaching out to others—and that's okay. If you're more introverted, or just want to start quietly, there's another route: job postings. Not because you're planning to apply right now, but because they give you a snapshot of what's out there and what it takes to get there.

      Start by using filters to target the kinds of roles you might one day aspire to. Look at postings that require three, five, ten—even fifteen—years more experience than you currently have. That kind of range helps you see not just a job, but a progression. Focus especially on postings that include growth-oriented language—words like strategy, leadership, vision, or cross-functional. Those roles usually reflect soft skill development, which is where the real career growth happens. As you read, take note of recurring skills, responsibilities, and expectations. You're not just scanning for jobs—you're gathering clues to help shape your future.

      FOLLOW THE THINKERS

      Another great source of insight? People who publish their thinking publicly. Follow professionals in your industry who share their experiences through podcasts, blogs, or on LinkedIn. These voices often offer a behind-the-scenes look at how others approach their careers—and they can expose you to paths and mindsets you might not have considered.

      You can also explore industry conferences, even if you're not ready to attend every keynote. Sometimes the real value is in the "hallway track"—those informal conversations between sessions where people talk candidly about their roles, their challenges, and what they're working toward.

      The common thread here is exposure. The more sources you explore, the more perspectives you gather, and the better your understanding becomes of what's actually possible in your field. Inspiration often comes from seeing what someone else is doing and realizing, Hey, I could do that too.

      ORGANIZE WHAT YOU'VE LEARNED

      At this point, you might be thinking, Okay, I've gathered a lot of input—but what do I actually do with it? Here's a simple method to start making sense of it all.

      For every conversation, job posting, article, or conference interaction, create a digital or physical sticky note. On each one, jot down a few key pieces of information: the role (not the title—titles vary widely between companies), the core skills involved, one or two things that genuinely excite you about the role, and one or two things you'd absolutely dread.

      That last part is just as important as the first. You're not making any decisions yet—you're just capturing reactions. Over time, as you collect more of these notes, you'll start to see patterns. Some roles will light you up. Others won't. This is the beginning of classification—filtering what's possible into what's appealing.

      ELIMINATE & EVALUATE

      Once you've gathered your collection of sticky notes, don't rush into choosing one. Instead, revisit them multiple times over a few days. Your goal isn't to make a final, unchangeable decision—but you do want your choices to resonate deeply.

      After you've had a chance to reflect, eliminate about half of them. Start with the roles that evoke the strongest dread or clearly don't align with your personal growth goals. Sometimes, the most valuable thing you can learn is what you don't want.

      We've recently gone through a reorganization at my job, and with that change, I now have several new team members reporting to me. In my one-on-one meetings, I like to focus on more than just status updates—I emphasize career development. One of the tools I've consistently found to be effective is the Individual Development Plan, or IDP. If you've been following this podcast, you may remember Episode 37 (https://managingacareer.com/37) where I broke down the Vision and Roadmap section of the IDP. It's a framework I believe in deeply.

      But here's the thing: many of my new team members are struggling with the very first step—creating a compelling Career Vision. And if they're struggling, I know they're not alone. So in this week's episode, I want to focus on how to help people—whether you're managing others or thinking about your own path—craft a meaningful vision for their career.

      WHY THIS IS HARD

      In Episode 37, I described the Career Vision as a statement about where you want your career to go—looking as far into the future as you can reasonably imagine. It's a personal declaration of what success and fulfillment look like for you.

      But here's the challenge: if you don't know what your options even are, this step can feel frustrating—or worse, paralyzing. Instead of inspiring clarity, it can leave you feeling lost and without direction. And let's be honest—most of us are so heads-down in the daily grind of doing our job that we rarely pause to look up. We rarely make time to think about that longer view. But those who do—who take a moment to lift their gaze and imagine something beyond today's task list—are the ones who position themselves for real, lasting growth.

      SHIFT YOUR STARTING POINT

      If you already have that clarity and focus—fantastic. You probably don't need this episode... but I'll bet you know someone who does. So feel free to pass it along.

      For the rest of you, if you're struggling to define your Career Vision, here's where I want to challenge the usual approach. Most people start by looking inward—asking questions like What drives me? What motivates me? And yes, that's important... but it's not the first step. When you're still trying to define the destination, the journey starts by looking outward. Not because you're searching for answers—at least, not yet—but because you're searching for inspiration.

      START EXPLORING EXTERNALLY

      Start by reaching out to people within your organization—especially those who are more senior than you. But don't limit yourself to only those on a traditional upward path. Sometimes, the next step in your career isn't up—it's sideways. A lateral move into a different role can be the beginning of a powerful career shift, or even a full pivot. (If that idea intrigues you, go back and listen to Episode 93 (https://managingacareer.com/93) where I dig deeper into career pivots.)

      Set up informal coffee chats or virtual meetings with colleagues who do something different than you. Use those conversations to get into the weeds: What does their day-to-day actually look like? How did they get into that role? What parts of their job do they find genuinely fulfilling?

      You're not committing to anything yet—this is an exploration phase. And at this point, quantity matters. The more people you talk to—and the more varied their roles—the more likely you are to uncover something that sparks real inspiration.

      A LOW-PRESSURE OPTION

      Or maybe you're not quite ready to start reaching out to others—and that's okay. If you're more introverted, or just want to start quietly, there's another route: job postings. Not because you're planning to apply right now, but because they give you a snapshot of what's out there and what it takes to get there.

      Start by using filters to target the kinds of roles you might one day aspire to. Look at postings that require three, five, ten—even fifteen—years more experience than you currently have. That kind of range helps you see not just a job, but a progression. Focus especially on postings that include growth-oriented language—words like strategy, leadership, vision, or cross-functional. Those roles usually reflect soft skill development, which is where the real career growth happens. As you read, take note of recurring skills, responsibilities, and expectations. You're not just scanning for jobs—you're gathering clues to help shape your future.

      FOLLOW THE THINKERS

      Another great source of insight? People who publish their thinking publicly. Follow professionals in your industry who share their experiences through podcasts, blogs, or on LinkedIn. These voices often offer a behind-the-scenes look at how others approach their careers—and they can expose you to paths and mindsets you might not have considered.

      You can also explore industry conferences, even if you're not ready to attend every keynote. Sometimes the real value is in the "hallway track"—those informal conversations between sessions where people talk candidly about their roles, their challenges, and what they're working toward.

      The common thread here is exposure. The more sources you explore, the more perspectives you gather, and the better your understanding becomes of what's actually possible in your field. Inspiration often comes from seeing what someone else is doing and realizing, Hey, I could do that too.

      ORGANIZE WHAT YOU'VE LEARNED

      At this point, you might be thinking, Okay, I've gathered a lot of input—but what do I actually do with it? Here's a simple method to start making sense of it all.

      For every conversation, job posting, article, or conference interaction, create a digital or physical sticky note. On each one, jot down a few key pieces of information: the role (not the title—titles vary widely between companies), the core skills involved, one or two things that genuinely excite you about the role, and one or two things you'd absolutely dread.

      That last part is just as important as the first. You're not making any decisions yet—you're just capturing reactions. Over time, as you collect more of these notes, you'll start to see patterns. Some roles will light you up. Others won't. This is the beginning of classification—filtering what's possible into what's appealing.

      ELIMINATE & EVALUATE

      Once you've gathered your collection of sticky notes, don't rush into choosing one. Instead, revisit them multiple times over a few days. Your goal isn't to make a final, unchangeable decision—but you do want your choices to resonate deeply.

      After you've had a chance to reflect, eliminate about half of them. Start with the roles that evoke the strongest dread or clearly don't align with your personal growth goals. Sometimes, the most valuable thing you can learn is what you don't want.

      With the remaining notes, add a few important details: estimate how far each role is from where you are now—both in terms of promotions and years of experience—and then give each role a simple "excitement score." How much does the role energize you, even if it also intimidates you?

      Now, start to group the remaining roles into "closer" and "further" buckets, and look for patterns in skills and responsibilities. Your goal isn't just to pick a job—it's to find a path. A path that begins where you are and stretches toward those big, exciting roles that may feel far off now, but are completely within reach with the right preparation.

      WRITE YOUR CAREER VISION

      Now that you've narrowed your list and started to spot patterns, it's time to draft your Career Vision statement. This isn't about picking one job and locking it in—it's about capturing a direction.

      A good Career Vision describes the kind of impact you want to have, the types of problems you want to solve, the environments you thrive in, and the leadership or influence you hope to build over time. It can be a few sentences or a short paragraph, but it should be something that excites you and feels authentically you.

      Use the roles that most energized you—especially the ones further out—as reference points. Ask yourself: What's the throughline across these roles? What kind of person would I have to become to step into them? That's your vision. Write it down. Revisit it often. And remember—it's a living document, not a life sentence. You can and should refine it as you grow.

      Creating a Career Vision isn't a one-hour exercise—it's a process of discovery, curiosity, and alignment. But it's worth it. When you know where you want to go—or even just the general direction—you stop drifting and start moving with purpose.

      Whether you're early in your career, mid-journey, or managing a team, a clear vision helps you filter opportunities, ask better questions, and make choices that actually lead somewhere. Most people never take the time to do this kind of work. But you're not most people. You're here, doing the work, and that already sets you apart. Now it's time to take that clarity and turn it into momentum.

      Today's episode laid out a clear framework for creating your Career Vision—something that can feel overwhelming, but is absolutely within reach when approached step by step. If this process helps you break through the roadblocks that have kept you from completing your Individual Development Plan, then it's already done its job.

      And if you're ready to take that next step but don't have a template to work from, I've got you covered—just reach out via the Contact Form on the Managing A Career website (https://managingacareer.com/contact) and I'll send you a copy.

      Most importantly, if you know someone who's been spinning their wheels—someone who's unsure where their career could go or what's even possible—send this episode their way. Because career clarity is contagious, and sometimes, all it takes is one spark to change someone's direction.

      ]]>d0cd8b66-7970-4667-9fc1-8b5033df1a4cTue, 29 Jul 2025 19:00:00 -050011:29falsefull102102Leadership Isn't Assigned -- It's Taken - MAC101 "Being a leader isn't an assignment that is given to you, but an assignment that you TAKE." Let that sink in. Leadership isn't about waiting for permission. It's about stepping up when others step back. In today's episode of the Managing A Career podcast, we're diving deep into what it really means to TAKE leadership.

      Anyone can be a leader—because leadership is a quality you demonstrate, not a job title you hold. Sure, some roles come with authority baked in, but real leaders don't wait for the title. They lead because they choose to. If you have ambitions to advance in your career, this is the mindset that separates you from the crowd: you look for moments to lead, even when it's not "your job." You don't ask, "Whose responsibility is this?"—you ask, "How can I help move this forward?"

      Whether your job description includes the role of "leader" or not, leadership is about finding the gaps—and filling them. True leaders don't wait to be assigned. They see what's missing, what's stalled, or what needs momentum, and they move it forward. Even when the work isn't flashy, fun, or high-profile, they still show up. Sometimes, that means buckling down and doing the work yourself. Other times, it means stepping up to rally the right people around the task.

      Let's say your team's project needs approval from another department, but no one's reached out. A leader takes the initiative to start that conversation. Or maybe a recurring process is causing frustration across teams—someone who leads might pull together a quick working session to fix it. Even noticing that a new team member is struggling to get up to speed, and offering to show them the ropes, is leadership in action. It's not about glory—it's about ownership.

      But what if you already have authority based on your position? In those cases, leadership isn't about taking control—it's about knowing when to step back and let your team take the lead. It's about creating the space for others to stretch, experiment, and grow—while being ready to step in and coach when they need support. This kind of quiet leadership builds trust, resilience, and long-term capability within your team.

      Maybe one of your team members is presenting to senior leadership for the first time. A great leader doesn't take over—they prepare them, give them the floor, and offer backup only if it's needed. Or consider a scenario where a project is headed off-course. Instead of immediately jumping in to "fix it," a strong leader might guide their team through a post-mortem, letting them identify where things went wrong and how they'd course-correct next time. Even giving your high-performers the freedom to lead cross-functional initiatives without micromanagement sends a clear signal: I believe in you—and I'm here if you need me.

      So, regardless of where you are in your career—what's stopping you from being a leader? Are you waiting for permission? Leaders don't wait. They lead because the work demands it. They step up, own the outcome, and do what it takes to drive it forward. Still hesitating? Ask yourself: what are you afraid of?

      Is it failure? Everyone fails. The difference is whether you learn from it or let it define you. Worried about overstepping or getting in trouble? There's truth in the old saying, "It's better to beg for forgiveness than ask for permission." And here's the secret: you usually only need to apologize when it doesn't work out. Most of the time, the people around you will be glad someone moved things forward.

      And if it's imposter syndrome that's holding you back, go listen to Episode 083 (https://managingacareer.com/83). You're in your role for a reason—someone believed in your ability to contribute and lead. Build on their belief until it becomes your own. Leadership starts with a decision, not a title.

      Here's what I want you to walk away with: leadership isn't about the title—it's about taking responsibility when others hesitate. It's about solving problems that aren't "yours," lifting up your teammates, and being the steady hand when things get messy. Whether you're brand new to the workforce or managing a team of 20, leadership is a mindset. If you're waiting for someone to tap you on the shoulder and say, "Okay, now it's your turn," you're already behind. The people who rise the fastest are the ones who start leading before anyone tells them to.

      So how do you start? Here are four things you can do this week to start leading from wherever you are:

      1. Own a Loose End: Look for a project, process, or task that's stalled or falling through the cracks—and take the lead. Don't wait for it to be handed to you.
      2. Support a Teammate Quietly: See someone struggling? Offer to walk them through something or share a resource. Leadership is often invisible.
      3. Speak Up with a Solution: At your next meeting, come prepared with a thoughtful suggestion. Don't just point out problems—offer a way forward.
      4. Ask for Feedback Like a Leader: Proactively ask your manager or a peer what one thing you could do to be more effective—and then act on it.
      
      

      These aren't grand gestures. They're repeatable habits that signal to others—and to yourself—that you're someone who takes initiative. And that's the foundation of real leadership.

      If this episode hit home for you—if you're rethinking what it means to be a leader—then it's time to act. Don't just nod along. Choose one thing from today's episode and do it. Leadership isn't theoretical. It's practical. It's visible. And most importantly, it's yours to claim. If this message resonated, share the Managing A Career podcast with someone else who's ready to step up. Screenshot the episode, post it on LinkedIn, and tag me. Let's build a workplace full of people who lead—not because they were told to, but because they decided to.

      ]]> "Being a leader isn't an assignment that is given to you, but an assignment that you TAKE." Let that sink in. Leadership isn't about waiting for permission. It's about stepping up when others step back. In today's episode of the Managing A Career podcast, we're diving deep into what it really means to TAKE leadership.

      Anyone can be a leader—because leadership is a quality you demonstrate, not a job title you hold. Sure, some roles come with authority baked in, but real leaders don't wait for the title. They lead because they choose to. If you have ambitions to advance in your career, this is the mindset that separates you from the crowd: you look for moments to lead, even when it's not "your job." You don't ask, "Whose responsibility is this?"—you ask, "How can I help move this forward?"

      Whether your job description includes the role of "leader" or not, leadership is about finding the gaps—and filling them. True leaders don't wait to be assigned. They see what's missing, what's stalled, or what needs momentum, and they move it forward. Even when the work isn't flashy, fun, or high-profile, they still show up. Sometimes, that means buckling down and doing the work yourself. Other times, it means stepping up to rally the right people around the task.

      Let's say your team's project needs approval from another department, but no one's reached out. A leader takes the initiative to start that conversation. Or maybe a recurring process is causing frustration across teams—someone who leads might pull together a quick working session to fix it. Even noticing that a new team member is struggling to get up to speed, and offering to show them the ropes, is leadership in action. It's not about glory—it's about ownership.

      But what if you already have authority based on your position? In those cases, leadership isn't about taking control—it's about knowing when to step back and let your team take the lead. It's about creating the space for others to stretch, experiment, and grow—while being ready to step in and coach when they need support. This kind of quiet leadership builds trust, resilience, and long-term capability within your team.

      Maybe one of your team members is presenting to senior leadership for the first time. A great leader doesn't take over—they prepare them, give them the floor, and offer backup only if it's needed. Or consider a scenario where a project is headed off-course. Instead of immediately jumping in to "fix it," a strong leader might guide their team through a post-mortem, letting them identify where things went wrong and how they'd course-correct next time. Even giving your high-performers the freedom to lead cross-functional initiatives without micromanagement sends a clear signal: I believe in you—and I'm here if you need me.

      So, regardless of where you are in your career—what's stopping you from being a leader? Are you waiting for permission? Leaders don't wait. They lead because the work demands it. They step up, own the outcome, and do what it takes to drive it forward. Still hesitating? Ask yourself: what are you afraid of?

      Is it failure? Everyone fails. The difference is whether you learn from it or let it define you. Worried about overstepping or getting in trouble? There's truth in the old saying, "It's better to beg for forgiveness than ask for permission." And here's the secret: you usually only need to apologize when it doesn't work out. Most of the time, the people around you will be glad someone moved things forward.

      And if it's imposter syndrome that's holding you back, go listen to Episode 083 (https://managingacareer.com/83). You're in your role for a reason—someone believed in your ability to contribute and lead. Build on their belief until it becomes your own. Leadership starts with a decision, not a title.

      Here's what I want you to walk away with: leadership isn't about the title—it's about taking responsibility when others hesitate. It's about solving problems that aren't "yours," lifting up your teammates, and being the steady hand when things get messy. Whether you're brand new to the workforce or managing a team of 20, leadership is a mindset. If you're waiting for someone to tap you on the shoulder and say, "Okay, now it's your turn," you're already behind. The people who rise the fastest are the ones who start leading before anyone tells them to.

      So how do you start? Here are four things you can do this week to start leading from wherever you are:

      1. Own a Loose End: Look for a project, process, or task that's stalled or falling through the cracks—and take the lead. Don't wait for it to be handed to you.
      2. Support a Teammate Quietly: See someone struggling? Offer to walk them through something or share a resource. Leadership is often invisible.
      3. Speak Up with a Solution: At your next meeting, come prepared with a thoughtful suggestion. Don't just point out problems—offer a way forward.
      4. Ask for Feedback Like a Leader: Proactively ask your manager or a peer what one thing you could do to be more effective—and then act on it.
      
      

      These aren't grand gestures. They're repeatable habits that signal to others—and to yourself—that you're someone who takes initiative. And that's the foundation of real leadership.

      If this episode hit home for you—if you're rethinking what it means to be a leader—then it's time to act. Don't just nod along. Choose one thing from today's episode and do it. Leadership isn't theoretical. It's practical. It's visible. And most importantly, it's yours to claim. If this message resonated, share the Managing A Career podcast with someone else who's ready to step up. Screenshot the episode, post it on LinkedIn, and tag me. Let's build a workplace full of people who lead—not because they were told to, but because they decided to.

      ]]>40220acc-8bb9-46dd-8a80-c3e8f5aeabb3Tue, 22 Jul 2025 19:00:00 -050007:57falsefull101101Grow Your Team, Grow Your Self - MAC100 There's a common misconception the corporate world: to get ahead, someone else has to fall behind. It's the old zero-sum thinking — that career advancement is a competitive, cutthroat race. But today, I want to challenge that notion. Whether you're managing a team or just stepping into a leadership role, the truth is that investing in the growth of others doesn't slow you down — it accelerates your own career trajectory. Helping others succeed is one of the most powerful, and often underestimated, ways to grow yourself.

      This zero-sum outlook is rooted in fear and self-doubt. The mindset of "if I teach others, they'll outshine me," or "I need to keep them in check so they don't leapfrog me," misses the entire point of leadership. Great leaders aren't recognized for hoarding knowledge or stifling potential — they're recognized for elevating their teams. When you help others grow, you signal that you can get results not just as an individual contributor, but as someone who brings out the best in others. And when you can do that with a small team, organizations start asking: what could you do with a bigger one? Leadership is measured by the strength of the people around you. That's how you prove your value.

      Elevating your team can take many forms, and it doesn't require grand gestures — it's often about being intentional in everyday leadership moments. One way is through strategic delegation. Be on the lookout for team members who are ready for a stretch assignment. Identify work on your plate that aligns with their development goals, delegate it, and then coach them through it. Not only are they stepping up and growing, but you're also freeing yourself to take on higher-impact work. Another approach is to become a champion. Speak up on behalf of your team's top talent — especially in rooms where they don't have a voice. When your peers and leaders hear you advocate for others, it reflects back on your strength as a leader. Then there's the idea of planning your exit. If you're serious about moving up, you should also be building someone who can step into your role when the time comes. That kind of foresight signals you're not just a manager — you're a leader with vision. Finally, foster a culture of growth. Provide feedback that's both constructive and encouraging. Your team should feel like they're being coached, not just critiqued. An open, honest, and supportive environment leads to loyalty, development, and performance — and it all starts with you.

      When you elevate your team, the benefits aren't just theoretical — they're measurable and meaningful. First, you give yourself the space to focus on more strategic work. Moving from manager to director to executive is all about shifting from tactical execution to big-picture thinking. When your team can operate autonomously, you're free to make the kinds of decisions that affect broader parts of the business. Second, you build loyalty. People want to work for leaders who champion their growth and position them for advancement. When your team sees you investing in them, they respond with higher productivity, stronger commitment, and support when it counts most. Third, the organization begins to see you as a multiplier. Your impact scales because your team becomes an extension of your leadership. Rather than micromanaging, you orchestrate — coordinating efforts across projects, keeping more plates spinning, and delivering more value than someone working in a silo. And ultimately, you open yourself up to bigger opportunities. The more you can lead from a high level while keeping momentum strong, the more trust you'll earn — and with that trust comes bigger assignments, bigger budgets, and yes, that coveted promotion.

      Now that you know the what and the why, let's talk about the how. Start this week. Identify one or two people on your team to focus on. And if one of them could potentially step into your role someday? Even better. Pick something meaningful to delegate — not just drudgework, but a task or project that truly matters to the team. Hand it to them with intention. Tell them, "This is yours to lead — but I'm here to coach you through it." And then follow through. Be a coach, not a backseat driver. Resist the urge to take over or dictate every step. Instead, ask leading questions that nudge them toward the right answers. Let them struggle a little — that's part of growth. When they stumble, be the one who picks them back up. And when they succeed? Shout it from the rooftops. Make sure your leaders and peers know who did the work. That spotlight will reflect on both of you.

      The takeaway? The most powerful thing a great leader can do is make their team better — stronger — by lifting them up. When you focus on developing others, everyone around you takes notice. And while your team benefits from your leadership, your own career grows in the process. Because at the end of the day, great leaders don't rise in spite of their team — they rise because of them.

      Need help putting this into action?

      A career coach can help you build the skills you need to lead at the next level. If you're looking for guidance, I invite you to reach out to me through the Contact Form at ManagingACareer.com. I'll schedule a free introductory session where we can explore your career goals and see if we're a good fit for coaching. If we are, we'll create a plan to get your career on the fast track to advancement.

      ]]> There's a common misconception the corporate world: to get ahead, someone else has to fall behind. It's the old zero-sum thinking — that career advancement is a competitive, cutthroat race. But today, I want to challenge that notion. Whether you're managing a team or just stepping into a leadership role, the truth is that investing in the growth of others doesn't slow you down — it accelerates your own career trajectory. Helping others succeed is one of the most powerful, and often underestimated, ways to grow yourself.

      This zero-sum outlook is rooted in fear and self-doubt. The mindset of "if I teach others, they'll outshine me," or "I need to keep them in check so they don't leapfrog me," misses the entire point of leadership. Great leaders aren't recognized for hoarding knowledge or stifling potential — they're recognized for elevating their teams. When you help others grow, you signal that you can get results not just as an individual contributor, but as someone who brings out the best in others. And when you can do that with a small team, organizations start asking: what could you do with a bigger one? Leadership is measured by the strength of the people around you. That's how you prove your value.

      Elevating your team can take many forms, and it doesn't require grand gestures — it's often about being intentional in everyday leadership moments. One way is through strategic delegation. Be on the lookout for team members who are ready for a stretch assignment. Identify work on your plate that aligns with their development goals, delegate it, and then coach them through it. Not only are they stepping up and growing, but you're also freeing yourself to take on higher-impact work. Another approach is to become a champion. Speak up on behalf of your team's top talent — especially in rooms where they don't have a voice. When your peers and leaders hear you advocate for others, it reflects back on your strength as a leader. Then there's the idea of planning your exit. If you're serious about moving up, you should also be building someone who can step into your role when the time comes. That kind of foresight signals you're not just a manager — you're a leader with vision. Finally, foster a culture of growth. Provide feedback that's both constructive and encouraging. Your team should feel like they're being coached, not just critiqued. An open, honest, and supportive environment leads to loyalty, development, and performance — and it all starts with you.

      When you elevate your team, the benefits aren't just theoretical — they're measurable and meaningful. First, you give yourself the space to focus on more strategic work. Moving from manager to director to executive is all about shifting from tactical execution to big-picture thinking. When your team can operate autonomously, you're free to make the kinds of decisions that affect broader parts of the business. Second, you build loyalty. People want to work for leaders who champion their growth and position them for advancement. When your team sees you investing in them, they respond with higher productivity, stronger commitment, and support when it counts most. Third, the organization begins to see you as a multiplier. Your impact scales because your team becomes an extension of your leadership. Rather than micromanaging, you orchestrate — coordinating efforts across projects, keeping more plates spinning, and delivering more value than someone working in a silo. And ultimately, you open yourself up to bigger opportunities. The more you can lead from a high level while keeping momentum strong, the more trust you'll earn — and with that trust comes bigger assignments, bigger budgets, and yes, that coveted promotion.

      Now that you know the what and the why, let's talk about the how. Start this week. Identify one or two people on your team to focus on. And if one of them could potentially step into your role someday? Even better. Pick something meaningful to delegate — not just drudgework, but a task or project that truly matters to the team. Hand it to them with intention. Tell them, "This is yours to lead — but I'm here to coach you through it." And then follow through. Be a coach, not a backseat driver. Resist the urge to take over or dictate every step. Instead, ask leading questions that nudge them toward the right answers. Let them struggle a little — that's part of growth. When they stumble, be the one who picks them back up. And when they succeed? Shout it from the rooftops. Make sure your leaders and peers know who did the work. That spotlight will reflect on both of you.

      The takeaway? The most powerful thing a great leader can do is make their team better — stronger — by lifting them up. When you focus on developing others, everyone around you takes notice. And while your team benefits from your leadership, your own career grows in the process. Because at the end of the day, great leaders don't rise in spite of their team — they rise because of them.

      Need help putting this into action?

      A career coach can help you build the skills you need to lead at the next level. If you're looking for guidance, I invite you to reach out to me through the Contact Form at ManagingACareer.com. I'll schedule a free introductory session where we can explore your career goals and see if we're a good fit for coaching. If we are, we'll create a plan to get your career on the fast track to advancement.

      ]]>a3eed646-c7df-48e9-921d-3012e683e3faTue, 15 Jul 2025 19:00:00 -050006:57falsefull100100The Blame Game - MAC099 When your career feels stalled and growth seems out of reach, it's tempting to look outward for answers. Maybe it's the company culture. Maybe your boss doesn't recognize your potential. Or maybe the job market is just brutal. These might all be valid frustrations, but dwelling on them leads nowhere. The Blame Game feels satisfying in the moment, but it rarely sparks progress. If anything, it keeps you circling the same dead-end thoughts, instead of charting a new path forward.

      Blame often functions as emotional armor. When we pin our lack of career progress on external forces; a difficult manager, a broken system, or bad timing; we shield ourselves from a harsher possibility: that our own choices, habits, or blind spots might be part of the equation. This deflection is comforting because it absolves us of responsibility. It tells us, "It's not you……it's them." And while that can feel protective, it also keeps us passive, removed from the power we actually hold to create change.

      Blame doesn't always show up as frustration or finger-pointing. Sometimes it disguises itself as logic. "The company isn't growing, so no one's getting promoted." "I'm not being assigned strategic projects; it's out of my hands." These explanations sound rational, even fair. But that's precisely what makes them dangerous. They quietly reinforce the belief that your circumstances are fixed, that your potential is capped by forces you can't influence. But what if that narrative is incomplete? What if there's more within your control than you've allowed yourself to see?

      Dave Anderson (https://www.linkedin.com/in/scarletink/) touched on the Blame Game in his Scarlet Ink newsletter (https://www.scarletink.com/p/no-more-excuses-trading-blame-for-action), where he reviewed responses that he received to some of his newsletter articles. The feedback he gave to those responses helped inspire this exploration of how reframing blame can lead to reclaiming power.

      Agency isn't always handed to you—it's something you often have to claim. Especially when it feels like everything's slipping beyond your control. In those moments, action isn't optional—it's essential. Blame, excuses, and even rational-sounding limitations build walls around your potential. And the only way forward? Break through them. To realign your career, you have to stop waiting for permission and start rewriting the story. That starts with believing you can influence the outcome.

      Let's tackle some common career-stalling excuses—and explore how to reframe them to regain your agency.

      "My manager won't let me..." or "They are always micromanaging me."

      As I unpacked in Episode 95 of the podcast (https://www.managingacareer.com/95), micromanagement often stems from three sources: lack of trust, pressure to perform, or fear of failure. The key isn't to wait for the grip to loosen—it's to earn the slack. Build trust through consistent delivery, clear communication, and proactive ownership. When your manager sees you as reliable and competent, control tends to give way to collaboration.

      "The job market is tough right now." or "It's SO hard to get promoted!"

      While that may be true. It's also a call for creativity. In Episode 93 (https://www.managingacareer.com/93), I explored career pivots—those adjacent roles or skill sets that aren't a leap, but a shift. Whether you're looking to switch companies or grow where you are, this strategy helps you stretch into new responsibilities and showcase untapped potential, which can fast-track that elusive promotion.

      "My assignment isn't promotion-worthy" or "I don't get to explore new technologies."

      Don't wait for the perfect project. Carve out time each week to learn something new—especially emerging tech that aligns with your company's goals. Then champion what you've learned within your team. Volunteer for stretch assignments. Become the person who brings energy and innovation into the room. Promotions often follow visibility and initiative.

      Across every stalled scenario, one theme rises above the rest: action. Not reaction. Not justification. Action. When you catch yourself pointing outward—blaming a boss, a market, a system—pause and flip the script. Instead of asking why something is blocking you, ask what you can do to move forward. Shift from obstacle to opportunity. And if you're not sure what that looks like, enlist help. A trusted peer or a career coach can shine light on blind spots and offer the kind of advice that nudges you back into motion. Just remember—clarity is useless without commitment. You have to follow through.

      At its core, agency is about ownership. Owning the problem, yes—but more importantly, owning the solution. When you choose to act instead of excuse, to lean in rather than check out, you're doing more than clearing your current hurdle. You're signaling something powerful to everyone around you: I take responsibility. I solve hard things. That kind of initiative doesn't just move careers forward—it sets you apart. While others wait for conditions to change, you're busy becoming the kind of professional companies fight to keep and leaders trust to elevate.

      Your next promotion isn't waiting -- it's waiting on YOU.

      A career coach can help you build the skills you need in order to implement these strategies. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

      ]]> When your career feels stalled and growth seems out of reach, it's tempting to look outward for answers. Maybe it's the company culture. Maybe your boss doesn't recognize your potential. Or maybe the job market is just brutal. These might all be valid frustrations, but dwelling on them leads nowhere. The Blame Game feels satisfying in the moment, but it rarely sparks progress. If anything, it keeps you circling the same dead-end thoughts, instead of charting a new path forward.

      Blame often functions as emotional armor. When we pin our lack of career progress on external forces; a difficult manager, a broken system, or bad timing; we shield ourselves from a harsher possibility: that our own choices, habits, or blind spots might be part of the equation. This deflection is comforting because it absolves us of responsibility. It tells us, "It's not you……it's them." And while that can feel protective, it also keeps us passive, removed from the power we actually hold to create change.

      Blame doesn't always show up as frustration or finger-pointing. Sometimes it disguises itself as logic. "The company isn't growing, so no one's getting promoted." "I'm not being assigned strategic projects; it's out of my hands." These explanations sound rational, even fair. But that's precisely what makes them dangerous. They quietly reinforce the belief that your circumstances are fixed, that your potential is capped by forces you can't influence. But what if that narrative is incomplete? What if there's more within your control than you've allowed yourself to see?

      Dave Anderson (https://www.linkedin.com/in/scarletink/) touched on the Blame Game in his Scarlet Ink newsletter (https://www.scarletink.com/p/no-more-excuses-trading-blame-for-action), where he reviewed responses that he received to some of his newsletter articles. The feedback he gave to those responses helped inspire this exploration of how reframing blame can lead to reclaiming power.

      Agency isn't always handed to you—it's something you often have to claim. Especially when it feels like everything's slipping beyond your control. In those moments, action isn't optional—it's essential. Blame, excuses, and even rational-sounding limitations build walls around your potential. And the only way forward? Break through them. To realign your career, you have to stop waiting for permission and start rewriting the story. That starts with believing you can influence the outcome.

      Let's tackle some common career-stalling excuses—and explore how to reframe them to regain your agency.

      "My manager won't let me..." or "They are always micromanaging me."

      As I unpacked in Episode 95 of the podcast (https://www.managingacareer.com/95), micromanagement often stems from three sources: lack of trust, pressure to perform, or fear of failure. The key isn't to wait for the grip to loosen—it's to earn the slack. Build trust through consistent delivery, clear communication, and proactive ownership. When your manager sees you as reliable and competent, control tends to give way to collaboration.

      "The job market is tough right now." or "It's SO hard to get promoted!"

      While that may be true. It's also a call for creativity. In Episode 93 (https://www.managingacareer.com/93), I explored career pivots—those adjacent roles or skill sets that aren't a leap, but a shift. Whether you're looking to switch companies or grow where you are, this strategy helps you stretch into new responsibilities and showcase untapped potential, which can fast-track that elusive promotion.

      "My assignment isn't promotion-worthy" or "I don't get to explore new technologies."

      Don't wait for the perfect project. Carve out time each week to learn something new—especially emerging tech that aligns with your company's goals. Then champion what you've learned within your team. Volunteer for stretch assignments. Become the person who brings energy and innovation into the room. Promotions often follow visibility and initiative.

      Across every stalled scenario, one theme rises above the rest: action. Not reaction. Not justification. Action. When you catch yourself pointing outward—blaming a boss, a market, a system—pause and flip the script. Instead of asking why something is blocking you, ask what you can do to move forward. Shift from obstacle to opportunity. And if you're not sure what that looks like, enlist help. A trusted peer or a career coach can shine light on blind spots and offer the kind of advice that nudges you back into motion. Just remember—clarity is useless without commitment. You have to follow through.

      At its core, agency is about ownership. Owning the problem, yes—but more importantly, owning the solution. When you choose to act instead of excuse, to lean in rather than check out, you're doing more than clearing your current hurdle. You're signaling something powerful to everyone around you: I take responsibility. I solve hard things. That kind of initiative doesn't just move careers forward—it sets you apart. While others wait for conditions to change, you're busy becoming the kind of professional companies fight to keep and leaders trust to elevate.

      Your next promotion isn't waiting -- it's waiting on YOU.

      A career coach can help you build the skills you need in order to implement these strategies. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

      ]]>22d74507-62f2-4923-aa03-66cb7fc20f08Tue, 08 Jul 2025 19:00:00 -050007:39falsefull9999Taking Action - MAC098I pull inspiration for my episodes from many places. The inspiration for this week's episode came from the June 19th episode of the Help Wanted podcast with Jason Feifer and Nicole Lapin (https://podcasts.apple.com/us/podcast/how-to-find-solutions-when-there-are-no-good-options/id1456031960?i=1000713535785). In that episode, Jason outlines a specific problem solving technique, but it reminded me of a critical fact when it comes to your career. I'll get into Jason's technique later, but first, I want to take a step back and talk about the importance of taking action.

      If you think about your job in the simplest of terms, your JOB is to take responsibility of SOMETHING so that your leader doesn't have to think about it. That may be small responsibilities early in your career or larger responsibilities as you gain experience and seniority. Even your boss is expected to take responsibility of something so that THEIR boss doesn't have to think about it. As much as possible, there is an expectation that you continue to move those responsibilities forward with very little input from anyone else. If everyone does their part, the organization will continue to make progress on it's goals.

      This is why it's important that you continue to take action, even when faced with a problem with no obvious solution. In Episode 084 (https://www.managingacareer.com/84), I talked about the phrase "Don't bring me problems, bring me solutions". This episode is sort of a continuation of that.

      In Episode 084, I talked about the three reasons you might engage your leader in your responsibilities. You need their authority, their permission, or their insight. Because they have their own responsibilities, leaders are looking to minimize how much of their time you consume. If, every time you face a difficult decision, you escalate to your leader, they will begin to question why they delegate tasks to you since you aren't showing ownership of the problem.

      "But," you may think, "I want to make sure that I make the RIGHT decision." But that desire to be right may lead to decision paralysis. Over-research, waiting for others, or meetings to discuss the options AGAIN. All of these factors are just putting off progress. Sometimes, there IS no right solution.

      This is where the technique that Jason mentioned in the episode of the Help Wanted podcast (https://www.jasonfeifer.com/podcast/) is useful. When you have imperfect choices, it's often better to pick one to move forward and deal with the imperfections than it is to stall out your project. By taking action, you showcase your ability to make tough decisions and allow your leader to continue to focus on bigger things.

      Jason calls this strategy "List before you Leap". Or you can consider it to be the "Least Flawed Option". Start by listing every option that you've considered; even the ones that you have already dismissed. When you consider each solution one by one, it's easy to say "no" because you can identify the flaws. However, when you have the list of options, focus on determining to which solution you will say "yes". By flipping from a "no" mindset to a "yes" mindset, you're preparing yourself to move forward.

      With the list of options before you, it's often easy to eliminate most of them when compared to the few stronger candidates. This is where applying the approach that Jeff Bezos uses for making decisions. Some options may lead to 2-way doors and others may lead to 1-way doors (https://blueprints.guide/posts/one-way-vs-two-way-doors). Consider how reversible a decision will be. If you can easily undo a decision, that represents a 2-way door because once entered, you can always exit. But, if a decision is irreversible, that decision is a 1-way door and you must take extra cautions when making that choice. After you have narrowed your selection of imperfect solutions down, if you are struggling to decide, it is better to select a 2-way door solution instead of a 1-way door solution. As you encounter the flaws, if they cannot be overcome, it may be useful to reverse track and choose the other option.

      When you've made a decision on which imperfect option to choose, the next step is to present it to your leader. As mentioned earlier, when you escalate to your leader, it's for authority, permission or insight. It requires a lot less of their time when you ask for permission to proceed than if you ask for their insight. You've indicated what was considered in making the decision, so you've provided the insight; you're just asking for permission to proceed.

      In the Managing A Career podcast, I cover short-form topics to challenge your thinking about career advancement. If you are interested in professional coaching, reach out to me via the contact form on the ManagingACareer.com website (https://managingacareer.com/contact). I will schedule an introductory session where we can talk about your coaching goals. If we're a good fit, we can set up regular coaching or I can refer you to other coaches I know that may suit your needs.

      ]]>I pull inspiration for my episodes from many places. The inspiration for this week's episode came from the June 19th episode of the Help Wanted podcast with Jason Feifer and Nicole Lapin (https://podcasts.apple.com/us/podcast/how-to-find-solutions-when-there-are-no-good-options/id1456031960?i=1000713535785). In that episode, Jason outlines a specific problem solving technique, but it reminded me of a critical fact when it comes to your career. I'll get into Jason's technique later, but first, I want to take a step back and talk about the importance of taking action.

      If you think about your job in the simplest of terms, your JOB is to take responsibility of SOMETHING so that your leader doesn't have to think about it. That may be small responsibilities early in your career or larger responsibilities as you gain experience and seniority. Even your boss is expected to take responsibility of something so that THEIR boss doesn't have to think about it. As much as possible, there is an expectation that you continue to move those responsibilities forward with very little input from anyone else. If everyone does their part, the organization will continue to make progress on it's goals.

      This is why it's important that you continue to take action, even when faced with a problem with no obvious solution. In Episode 084 (https://www.managingacareer.com/84), I talked about the phrase "Don't bring me problems, bring me solutions". This episode is sort of a continuation of that.

      In Episode 084, I talked about the three reasons you might engage your leader in your responsibilities. You need their authority, their permission, or their insight. Because they have their own responsibilities, leaders are looking to minimize how much of their time you consume. If, every time you face a difficult decision, you escalate to your leader, they will begin to question why they delegate tasks to you since you aren't showing ownership of the problem.

      "But," you may think, "I want to make sure that I make the RIGHT decision." But that desire to be right may lead to decision paralysis. Over-research, waiting for others, or meetings to discuss the options AGAIN. All of these factors are just putting off progress. Sometimes, there IS no right solution.

      This is where the technique that Jason mentioned in the episode of the Help Wanted podcast (https://www.jasonfeifer.com/podcast/) is useful. When you have imperfect choices, it's often better to pick one to move forward and deal with the imperfections than it is to stall out your project. By taking action, you showcase your ability to make tough decisions and allow your leader to continue to focus on bigger things.

      Jason calls this strategy "List before you Leap". Or you can consider it to be the "Least Flawed Option". Start by listing every option that you've considered; even the ones that you have already dismissed. When you consider each solution one by one, it's easy to say "no" because you can identify the flaws. However, when you have the list of options, focus on determining to which solution you will say "yes". By flipping from a "no" mindset to a "yes" mindset, you're preparing yourself to move forward.

      With the list of options before you, it's often easy to eliminate most of them when compared to the few stronger candidates. This is where applying the approach that Jeff Bezos uses for making decisions. Some options may lead to 2-way doors and others may lead to 1-way doors (https://blueprints.guide/posts/one-way-vs-two-way-doors). Consider how reversible a decision will be. If you can easily undo a decision, that represents a 2-way door because once entered, you can always exit. But, if a decision is irreversible, that decision is a 1-way door and you must take extra cautions when making that choice. After you have narrowed your selection of imperfect solutions down, if you are struggling to decide, it is better to select a 2-way door solution instead of a 1-way door solution. As you encounter the flaws, if they cannot be overcome, it may be useful to reverse track and choose the other option.

      When you've made a decision on which imperfect option to choose, the next step is to present it to your leader. As mentioned earlier, when you escalate to your leader, it's for authority, permission or insight. It requires a lot less of their time when you ask for permission to proceed than if you ask for their insight. You've indicated what was considered in making the decision, so you've provided the insight; you're just asking for permission to proceed.

      In the Managing A Career podcast, I cover short-form topics to challenge your thinking about career advancement. If you are interested in professional coaching, reach out to me via the contact form on the ManagingACareer.com website (https://managingacareer.com/contact). I will schedule an introductory session where we can talk about your coaching goals. If we're a good fit, we can set up regular coaching or I can refer you to other coaches I know that may suit your needs.

      ]]>1edd3ba9-92d4-459d-bf2e-2dd08930dc17Tue, 01 Jul 2025 19:00:00 -050006:21falsefull9898Invisible Guardrails - MAC097 The other day, I was listening to the Smart Passive Income podcast (https://www.smartpassiveincome.com/) by Pat Flynn (https://www.linkedin.com/in/patflynn3/). It wasn't even in the episode itself, but in his call to action at the end that he said a quote that was both insightful and inspiring to me. So much so that it lead to today's episode. In his episode, Pat said "It's not the mistakes you make that derail you. It's the mistakes you make that becomes the rails you work within."

      So, before we break that down, let's take a step back and talk about those rails -- those guardrails. Guardrails are usually designed to keep you from going somewhere you shouldn't and to keep you safe. But, when it comes to your career, those guardrails are often built by others -- or more specifically they are created by yourself based on the expectations you think other have for you -- and are here to keep you in line. In the end, they may be holding us back from our full potential by keeping us from breaking out of a box that we find ourselves in.

      So, what do I mean by all of that?

      When it comes to career advancement, what's holding you back? If you have limiting beliefs that keep you from speaking up or from challenging yourself, it may be time to review them and find a way to tear those guardrails down. Let's look at some common guardrails that people believe that they must work within.

      The first one is seniority based deference. Especially early in your career, but it can happen at any time; if you find yourself surrounded by those with more tenure or more experience or higher rank, do you defer decisions to them. Maybe you feel like if you challenge them you'll be considered problematic. This can cause you to remain quiet and never express your ideas.

      Instead of focusing on the seniority of others, focus on the different perspective that you bring. Back up your ideas with data and preparation; a well-researched, well-thought-out idea is hard to argue against. Challenge yourself to speak up in a meeting. If you're still struggling with that, look for opportunities to present the idea to participants before the meeting starts. Their feedback can help you refine your pitch and give you more confidence when the actual meeting takes place.

      Along the same lines as seniority based deference is cultural conditioning. In some cultures, hierarchy matters and is ingrained from an early age. If you come from one of these cultures, you may wait for permission to speak instead of talking any time you have an idea. If the meeting facilitator comes from a western culture, they may not realize and never offer the permissions you expect. When you speak less, people begin to assume that you have nothing to contribute.

      When you work for a global company, consider how company culture aligns with societal culture. Western companies are more often going to value those contribute ideas. If societal culture is hard for you to break past, then figure out who is leading the meetings that you will participate in and discuss the cultural difference that they may not be aware of . Devise a signal that you can give them that indicates that you have something to contribute to the discussion so that they will offer the permission you seek.

      Another guardrail that you may face is that of patriarchal conditioning. Some companies or industries are heavily male dominated which leads to unwritten rules about how women should act. Any deviation from those expectations can be punished by those in charge. And when you also face cultural conditioning, this can be compounded exponentially. In these situations, women will often revert to self-minimizing language in order to come across as non-threatening to their male team members.

      To combat patriarchal conditioning, it's important to remember that being direct and being aggressive are different behaviors. You can be direct without being aggressive. Being direct is about bringing clarity. Additionally, review Episode 087 (https://www.managingacareer.com/87) called "Language Matters". Pay close attention to the sections on undermining your self and undermining your intelligence, but in short, look for ways to remove phrases from your vocabulary such as "Sorry" or "I could be wrong" or "I don't know". Using these phrases are not just making you appear non-threatening, but are also perpetuating the patriarchal view.

      There are also guardrails based on race and ethnic identity. You may work at a company with very few people that look like you or that share a common heritage with you. You limit what you say and how you say it in order to not validate any stereotypes that your colleagues may have. You may even force yourself to tone down your actions or language in order to not be perceived as "emotional" or "problematic". Code-switching can be draining.

      If this applies to you, I'm not going to pretend to know the best way to handle this situation. I'm a cis-gendered white male living in the United States. But, what I can say is that some of us are allies, so seek us out. Use us to amplify your voice.

      Regardless of the source of your guardrails, they all lead to limits that can hold you back. You become diminished or invisible. And when you aren't seen, you won't be supported when it comes time for advancement. While the guardrails may have been built by society, your inaction reinforces them. If we look back at the quote from Pat Flynn, "It's not the mistakes you make that derail you. It is the mistakes you make that become the rails you work within." If I reframe it in the context of this episode, "When you let your guardrails limit your action, you make the mistake that will derail your progress."

      So, how can you break free of the guardrails?

      • In 12-step programs , the first step to breaking free is to name what limits you. The same applies here, name your guardrail. Say it out loud. Tell a friend. By naming it, it loses some of its power.
      • In Episode 085 (https://www.managingacareer.com/85), I talked about how confidence builds confidence. Test the water; start by speaking up in small ways. The more you speak up, the easier it will get. You may start by speaking up to support someone else's idea. As you gain confidence, you can then transition to offering your own ideas and eventually even being the first to bring an idea to the team.
      • Look for allies. I don't mean other people in your same situation. Look for people who are not afraid to speak up that can bring you into the conversation.
      • Practice what you want to say. If you feel nervous speaking up, write it down so that you don't lose track. The better you know your material, the more confident you will be when speaking.
      • Remove all minimizing phrases from your vocabulary. Be clear and direct without being overly aggressive.
      • And lastly, if you feel it necessary to have permission to speak, I hereby give it to you. You are smart and capable; you...]]> The other day, I was listening to the Smart Passive Income podcast (https://www.smartpassiveincome.com/) by Pat Flynn (https://www.linkedin.com/in/patflynn3/). It wasn't even in the episode itself, but in his call to action at the end that he said a quote that was both insightful and inspiring to me. So much so that it lead to today's episode. In his episode, Pat said "It's not the mistakes you make that derail you. It's the mistakes you make that becomes the rails you work within."

        So, before we break that down, let's take a step back and talk about those rails -- those guardrails. Guardrails are usually designed to keep you from going somewhere you shouldn't and to keep you safe. But, when it comes to your career, those guardrails are often built by others -- or more specifically they are created by yourself based on the expectations you think other have for you -- and are here to keep you in line. In the end, they may be holding us back from our full potential by keeping us from breaking out of a box that we find ourselves in.

        So, what do I mean by all of that?

        When it comes to career advancement, what's holding you back? If you have limiting beliefs that keep you from speaking up or from challenging yourself, it may be time to review them and find a way to tear those guardrails down. Let's look at some common guardrails that people believe that they must work within.

        The first one is seniority based deference. Especially early in your career, but it can happen at any time; if you find yourself surrounded by those with more tenure or more experience or higher rank, do you defer decisions to them. Maybe you feel like if you challenge them you'll be considered problematic. This can cause you to remain quiet and never express your ideas.

        Instead of focusing on the seniority of others, focus on the different perspective that you bring. Back up your ideas with data and preparation; a well-researched, well-thought-out idea is hard to argue against. Challenge yourself to speak up in a meeting. If you're still struggling with that, look for opportunities to present the idea to participants before the meeting starts. Their feedback can help you refine your pitch and give you more confidence when the actual meeting takes place.

        Along the same lines as seniority based deference is cultural conditioning. In some cultures, hierarchy matters and is ingrained from an early age. If you come from one of these cultures, you may wait for permission to speak instead of talking any time you have an idea. If the meeting facilitator comes from a western culture, they may not realize and never offer the permissions you expect. When you speak less, people begin to assume that you have nothing to contribute.

        When you work for a global company, consider how company culture aligns with societal culture. Western companies are more often going to value those contribute ideas. If societal culture is hard for you to break past, then figure out who is leading the meetings that you will participate in and discuss the cultural difference that they may not be aware of . Devise a signal that you can give them that indicates that you have something to contribute to the discussion so that they will offer the permission you seek.

        Another guardrail that you may face is that of patriarchal conditioning. Some companies or industries are heavily male dominated which leads to unwritten rules about how women should act. Any deviation from those expectations can be punished by those in charge. And when you also face cultural conditioning, this can be compounded exponentially. In these situations, women will often revert to self-minimizing language in order to come across as non-threatening to their male team members.

        To combat patriarchal conditioning, it's important to remember that being direct and being aggressive are different behaviors. You can be direct without being aggressive. Being direct is about bringing clarity. Additionally, review Episode 087 (https://www.managingacareer.com/87) called "Language Matters". Pay close attention to the sections on undermining your self and undermining your intelligence, but in short, look for ways to remove phrases from your vocabulary such as "Sorry" or "I could be wrong" or "I don't know". Using these phrases are not just making you appear non-threatening, but are also perpetuating the patriarchal view.

        There are also guardrails based on race and ethnic identity. You may work at a company with very few people that look like you or that share a common heritage with you. You limit what you say and how you say it in order to not validate any stereotypes that your colleagues may have. You may even force yourself to tone down your actions or language in order to not be perceived as "emotional" or "problematic". Code-switching can be draining.

        If this applies to you, I'm not going to pretend to know the best way to handle this situation. I'm a cis-gendered white male living in the United States. But, what I can say is that some of us are allies, so seek us out. Use us to amplify your voice.

        Regardless of the source of your guardrails, they all lead to limits that can hold you back. You become diminished or invisible. And when you aren't seen, you won't be supported when it comes time for advancement. While the guardrails may have been built by society, your inaction reinforces them. If we look back at the quote from Pat Flynn, "It's not the mistakes you make that derail you. It is the mistakes you make that become the rails you work within." If I reframe it in the context of this episode, "When you let your guardrails limit your action, you make the mistake that will derail your progress."

        So, how can you break free of the guardrails?

        • In 12-step programs , the first step to breaking free is to name what limits you. The same applies here, name your guardrail. Say it out loud. Tell a friend. By naming it, it loses some of its power.
        • In Episode 085 (https://www.managingacareer.com/85), I talked about how confidence builds confidence. Test the water; start by speaking up in small ways. The more you speak up, the easier it will get. You may start by speaking up to support someone else's idea. As you gain confidence, you can then transition to offering your own ideas and eventually even being the first to bring an idea to the team.
        • Look for allies. I don't mean other people in your same situation. Look for people who are not afraid to speak up that can bring you into the conversation.
        • Practice what you want to say. If you feel nervous speaking up, write it down so that you don't lose track. The better you know your material, the more confident you will be when speaking.
        • Remove all minimizing phrases from your vocabulary. Be clear and direct without being overly aggressive.
        • And lastly, if you feel it necessary to have permission to speak, I hereby give it to you. You are smart and capable; you wouldn't have this job is you were not. You have permission to speak up and bring forward your ideas.
        
        

        This is a very important episode of the podcast. If you are personally impacted by these guardrails, use these guidelines to break free of them. If you KNOW someone who is impacted by these guardrails, be an ally. Call them into conversations and support their ideas. Share this podcast -- and specifically this episode -- with the marginalized members of your team.

        ]]>22a0a7be-60c1-4cbf-ac8b-b5c30e960de2Tue, 24 Jun 2025 19:00:00 -050009:46falsefull9797Burning Bridges - MAC096 The single most important thing you can do for your career is to build your network. Whether you build relationships with champions and advocates, coaches and mentors, or people that act as a resource, each one of them provide a benefit that can help move your career forward. Champions and advocates will support you and your ideas—they'll speak up for you in rooms you're not in, recommend you for stretch assignments, and give visibility to your contributions. Coaches and mentors will help you grow by offering guidance, feedback, and perspective from someone who's been there before. They help you avoid pitfalls, refine your approach, and accelerate your development. Finally, people who act as resources—whether subject matter experts, connectors, or peers in other departments—help you get things done faster, smarter, and more effectively. Each category adds a layer of strength to your career foundation, and together, they create a powerful support system that can help you rise.

        But, sometimes -- whether intentionally or not -- you can jeopardize your relationship with someone and potentially even destroy it permanently. It might be because you disappeared after getting what you needed, failed to follow through on a promise, or didn't acknowledge the role someone played in your success. Other times, it could be as subtle as not showing appreciation, taking credit for shared work, or consistently making interactions one-sided. These moments can leave the other person feeling used, undervalued, or disrespected. And when trust is broken, it's incredibly difficult to rebuild. Relationships, especially in your career, are built on mutual respect, reliability, and reciprocity—once that's compromised, even unintentionally, the consequences can follow you far beyond that one interaction.

        Or maybe YOU'RE the one on the other side. Maybe you've spent time fostering a connection with someone only for them to turn their back on you. They've taken advantage of you generosity in order to get ahead and then fail to reciprocate. That kind of experience can leave you feeling betrayed, used, and questioning whether it's even worth investing in people again. It stings when someone you believed in shows that their interest in you was transactional. And while it's tempting to close yourself off after that, it's important not to let one bad experience poison your ability to build meaningful, mutual relationships in the future. Instead, take the lesson with you: be more discerning, set clearer boundaries, and recognize the early signs of imbalance before you're left holding all the weight.

        Why do people burn bridges?

        People don't always burn a bridge because of spite. In fact, they often don't even realize that they are doing it; it just sort of happens. Let's take a look at some of the common reasons that people burn bridges and how to handle each of them.

        They've gotten what they need from the relationship. If someone has achieved their goal, they may feel like they no longer need the relationship. Or maybe they never intended to maintain the relationship at all, just get their needs met and move on. Any time you reach out to them, you just get ghosted. You may even see them put someone else in your position as they look to climb the next rung.

        Look for signs early on in a relationship based on how often someone offers assistance either to you or others. Someone who is going to use you and then leave will be unlikely to offer help to anyone else because they're focused only on their own needs.

        They're distracted.

        When someone is facing a challenge -- whether work or personal, they may be overwhelmed and distracted by their current situation. They may not intend to ignore the relationship, but things just seem out of their control.

        This could be an opportune time to strengthen a relationship. If you recognize their situation, it can be a good time to reach out and offer what support you can provide. By showing that you are not just out for yourself and have their best interests in mind, they'll be inclined to return the favor when they can.

        They're avoiding a negative situation.

        When someone makes a mistake or doesn't follow through with a promise, they may just disappear. If they don't put forth the effort to mend the relationship, it can sour leading to a burned bridge. You'll notice them avoiding you or putting off any interactions for fear of the consequences.

        Being angry or holding a grudge won't resolve the situation. Nor will running from it. In order to preserve the relationship in this situation, the only way forward is to confront it head on. If it's your mistake, own it. If it's their mistake, offer support and understanding and try to figure out the source and a resolution to the failing.

        They're burning it proactively.

        The last reason someone may burn a bridge is if they feel like the relationship is ending and they want to be the one to control its end. If they feel like they have been used and that they will soon be ghosted, they may try to ruin the relationship in retaliation so that they can't be used in the future.

        It's important that you offer gratitude when someone in your network provides you aid; even just a simple email is enough to let the person know that their assistance is appreciated. Additionally, look for ways that you can pay the person back with whatever help you can offer them. A relationship should never be a one-way street.

        Here's the thing about burning bridges—word spreads; people talk. And in today's interconnected professional world, reputations are more fragile than we like to admit. When someone is ghosted or treated as disposable, it doesn't just end with them. That person will talk within their network. One burned bridge may not wreck your career, but it has the potential to cascade through a network quickly. That could lead to a stalled career at a critical time.

        That's why it's not enough to simply build a network—you have to cultivate it. If you only show up when you need something, people notice. Strong networks are built on consistency, mutual respect, and generosity. Check in with people even when you don't need a favor. Offer support without being asked. Celebrate others' wins. And always leave people better than you found them. Because when your network thrives, so does your career. When you make honoring relationships a habit, you're never starting from scratch—you're building momentum.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]> The single most important thing you can do for your career is to build your network. Whether you build relationships with champions and advocates, coaches and mentors, or people that act as a resource, each one of them provide a benefit that can help move your career forward. Champions and advocates will support you and your ideas—they'll speak up for you in rooms you're not in, recommend you for stretch assignments, and give visibility to your contributions. Coaches and mentors will help you grow by offering guidance, feedback, and perspective from someone who's been there before. They help you avoid pitfalls, refine your approach, and accelerate your development. Finally, people who act as resources—whether subject matter experts, connectors, or peers in other departments—help you get things done faster, smarter, and more effectively. Each category adds a layer of strength to your career foundation, and together, they create a powerful support system that can help you rise.

        But, sometimes -- whether intentionally or not -- you can jeopardize your relationship with someone and potentially even destroy it permanently. It might be because you disappeared after getting what you needed, failed to follow through on a promise, or didn't acknowledge the role someone played in your success. Other times, it could be as subtle as not showing appreciation, taking credit for shared work, or consistently making interactions one-sided. These moments can leave the other person feeling used, undervalued, or disrespected. And when trust is broken, it's incredibly difficult to rebuild. Relationships, especially in your career, are built on mutual respect, reliability, and reciprocity—once that's compromised, even unintentionally, the consequences can follow you far beyond that one interaction.

        Or maybe YOU'RE the one on the other side. Maybe you've spent time fostering a connection with someone only for them to turn their back on you. They've taken advantage of you generosity in order to get ahead and then fail to reciprocate. That kind of experience can leave you feeling betrayed, used, and questioning whether it's even worth investing in people again. It stings when someone you believed in shows that their interest in you was transactional. And while it's tempting to close yourself off after that, it's important not to let one bad experience poison your ability to build meaningful, mutual relationships in the future. Instead, take the lesson with you: be more discerning, set clearer boundaries, and recognize the early signs of imbalance before you're left holding all the weight.

        Why do people burn bridges?

        People don't always burn a bridge because of spite. In fact, they often don't even realize that they are doing it; it just sort of happens. Let's take a look at some of the common reasons that people burn bridges and how to handle each of them.

        They've gotten what they need from the relationship. If someone has achieved their goal, they may feel like they no longer need the relationship. Or maybe they never intended to maintain the relationship at all, just get their needs met and move on. Any time you reach out to them, you just get ghosted. You may even see them put someone else in your position as they look to climb the next rung.

        Look for signs early on in a relationship based on how often someone offers assistance either to you or others. Someone who is going to use you and then leave will be unlikely to offer help to anyone else because they're focused only on their own needs.

        They're distracted.

        When someone is facing a challenge -- whether work or personal, they may be overwhelmed and distracted by their current situation. They may not intend to ignore the relationship, but things just seem out of their control.

        This could be an opportune time to strengthen a relationship. If you recognize their situation, it can be a good time to reach out and offer what support you can provide. By showing that you are not just out for yourself and have their best interests in mind, they'll be inclined to return the favor when they can.

        They're avoiding a negative situation.

        When someone makes a mistake or doesn't follow through with a promise, they may just disappear. If they don't put forth the effort to mend the relationship, it can sour leading to a burned bridge. You'll notice them avoiding you or putting off any interactions for fear of the consequences.

        Being angry or holding a grudge won't resolve the situation. Nor will running from it. In order to preserve the relationship in this situation, the only way forward is to confront it head on. If it's your mistake, own it. If it's their mistake, offer support and understanding and try to figure out the source and a resolution to the failing.

        They're burning it proactively.

        The last reason someone may burn a bridge is if they feel like the relationship is ending and they want to be the one to control its end. If they feel like they have been used and that they will soon be ghosted, they may try to ruin the relationship in retaliation so that they can't be used in the future.

        It's important that you offer gratitude when someone in your network provides you aid; even just a simple email is enough to let the person know that their assistance is appreciated. Additionally, look for ways that you can pay the person back with whatever help you can offer them. A relationship should never be a one-way street.

        Here's the thing about burning bridges—word spreads; people talk. And in today's interconnected professional world, reputations are more fragile than we like to admit. When someone is ghosted or treated as disposable, it doesn't just end with them. That person will talk within their network. One burned bridge may not wreck your career, but it has the potential to cascade through a network quickly. That could lead to a stalled career at a critical time.

        That's why it's not enough to simply build a network—you have to cultivate it. If you only show up when you need something, people notice. Strong networks are built on consistency, mutual respect, and generosity. Check in with people even when you don't need a favor. Offer support without being asked. Celebrate others' wins. And always leave people better than you found them. Because when your network thrives, so does your career. When you make honoring relationships a habit, you're never starting from scratch—you're building momentum.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>5644bebc-4802-4b1d-b22a-020421b8e3c1Tue, 17 Jun 2025 19:00:00 -050008:56falsefull9696Breaking Out of Micromanagement - MAC095It consistently ranks as one of the worst attributes in a boss year after year…..and yet, there are still many bosses who are micromanagers. This week, I'm going to look at how you can break out of the micromanagement pattern.

        It's the bane of everyone's existence. You may feel like your manager is always hovering asking for status constantly. Maybe everything you do is redone by your leader. Or maybe your manager gives you no freedom in what you do or how you do it.

        Regardless of the form that it takes, micromanagement is frustrating and demoralizing. Managers who micromanage are doing so from a position of fear or anxiety. Whether they are doing it intentionally or not, they do it because they do not trust their team to get done what needs to be done when it needs to be done.

        What's worse, is that if you find yourself the target of micromanagement, it can completely derail your career progress. If your leader feels the need to micromanage you, whether your fault or theirs, that display of lack of trust will lead to worse reviews and delayed promotions.

        Managers who are new to the role may be more used to "doing" instead of "leading". Their micromanagement tends to be treating their team as an extension of themselves. They know what they would do and how they would react, so they are trying to make every member of their team follow that same game plan. They haven't learned how to properly delegate and to let go, but that can come by building trust.

        In Episode 031 (https://managingacareer.com/31), I asked the question "Does Your Manager Trust You?" If you find that your leader micromanages due to a lack of trust, that episode can help you break out of the pattern. Work to understand how they think in order to make decisions that align with those that they would make. Learn how to communicate and escalate appropriately so that your manager does not regret assigning the task to you. And lastly, to build trust, deliver; when you are assigned a task, follow through. As you build trust, your manager can shift their focus to other activities and provide you with more freedom.

        If managers aren't micromanaging because of lack of trust, it could be because of pressure to perform. Pressure can be driven many different factors. Are they responsible for a high visibility project with tight deadlines? Or maybe they or the team has had a recent failure and they have already been given a warning about their performance?

        When your manager is facing addition pressure, no matter the source, they might resort to micromanagement in order to gain some level of control over a situation where they don't feel like they have any. When you encounter this form of micromanagement, the best course of action is to reassure your leader that they can relinquish control. You can do this by communicating often. Episode 044 (https://managingacareer.com/44) has additional guidelines for Reporting Status. In addition to clear communication, work to identify potential issues and proactively raise them to your leader. When he feels less like he will be blindsided, he will be more likely to loosen the reins and give you more freedom.

        The final driver for micromanagement is fear of failure or dealing with imposter syndrome. This speaks more about the confidence of your manager than it does about you, but when your leader is struggling with their own responsibilities, they may look to inject themselves into tasks that align with areas that they already feel confident. Most leaders were previously experts in the "doing" role and will revert back to that mode in order to boost their self-confidence.

        When your manager is lacking confidence in what they SHOULD be doing, look for ways to shift the dynamic by reframing their requests. When they try to dictate too much of the details of how you should work, instead, ask questions that bring the focus to broader topics that emphasize why over how and guidance over direct supervision. Focus on the outcomes and alignment with priorities over processes and specific activities.

        Micromanagement is one of the most despised attributes in a leader. If you find yourself a target of it, reacting emotionally won't help. Work to provide clear, proactive communication and build trust with your leader. Change the conversation from the details to the big picture. And if necessary, use your network of allies to provide yourself a layer of protection.

        My goal for this podcast is to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]>It consistently ranks as one of the worst attributes in a boss year after year…..and yet, there are still many bosses who are micromanagers. This week, I'm going to look at how you can break out of the micromanagement pattern.

        It's the bane of everyone's existence. You may feel like your manager is always hovering asking for status constantly. Maybe everything you do is redone by your leader. Or maybe your manager gives you no freedom in what you do or how you do it.

        Regardless of the form that it takes, micromanagement is frustrating and demoralizing. Managers who micromanage are doing so from a position of fear or anxiety. Whether they are doing it intentionally or not, they do it because they do not trust their team to get done what needs to be done when it needs to be done.

        What's worse, is that if you find yourself the target of micromanagement, it can completely derail your career progress. If your leader feels the need to micromanage you, whether your fault or theirs, that display of lack of trust will lead to worse reviews and delayed promotions.

        Managers who are new to the role may be more used to "doing" instead of "leading". Their micromanagement tends to be treating their team as an extension of themselves. They know what they would do and how they would react, so they are trying to make every member of their team follow that same game plan. They haven't learned how to properly delegate and to let go, but that can come by building trust.

        In Episode 031 (https://managingacareer.com/31), I asked the question "Does Your Manager Trust You?" If you find that your leader micromanages due to a lack of trust, that episode can help you break out of the pattern. Work to understand how they think in order to make decisions that align with those that they would make. Learn how to communicate and escalate appropriately so that your manager does not regret assigning the task to you. And lastly, to build trust, deliver; when you are assigned a task, follow through. As you build trust, your manager can shift their focus to other activities and provide you with more freedom.

        If managers aren't micromanaging because of lack of trust, it could be because of pressure to perform. Pressure can be driven many different factors. Are they responsible for a high visibility project with tight deadlines? Or maybe they or the team has had a recent failure and they have already been given a warning about their performance?

        When your manager is facing addition pressure, no matter the source, they might resort to micromanagement in order to gain some level of control over a situation where they don't feel like they have any. When you encounter this form of micromanagement, the best course of action is to reassure your leader that they can relinquish control. You can do this by communicating often. Episode 044 (https://managingacareer.com/44) has additional guidelines for Reporting Status. In addition to clear communication, work to identify potential issues and proactively raise them to your leader. When he feels less like he will be blindsided, he will be more likely to loosen the reins and give you more freedom.

        The final driver for micromanagement is fear of failure or dealing with imposter syndrome. This speaks more about the confidence of your manager than it does about you, but when your leader is struggling with their own responsibilities, they may look to inject themselves into tasks that align with areas that they already feel confident. Most leaders were previously experts in the "doing" role and will revert back to that mode in order to boost their self-confidence.

        When your manager is lacking confidence in what they SHOULD be doing, look for ways to shift the dynamic by reframing their requests. When they try to dictate too much of the details of how you should work, instead, ask questions that bring the focus to broader topics that emphasize why over how and guidance over direct supervision. Focus on the outcomes and alignment with priorities over processes and specific activities.

        Micromanagement is one of the most despised attributes in a leader. If you find yourself a target of it, reacting emotionally won't help. Work to provide clear, proactive communication and build trust with your leader. Change the conversation from the details to the big picture. And if necessary, use your network of allies to provide yourself a layer of protection.

        My goal for this podcast is to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]>3feb0b8b-b03d-4f5b-807b-cca3bb218349Tue, 10 Jun 2025 19:00:00 -050006:39falsefull9595IDP Revisited - MAC094 This past week at my day job, we went through an organizational restructuring. Some of my team is now reporting to a new manager and I have new people on my team. If you find yourself on a new team, this is the perfect time to review your Individual Development Plan.

        It's been a while since I last talked about your IDP, but I believe it is a critical tool for ensuring your advancement. For a more detailed explanation of the different sections of the IDP and how to incorporate one into your one-on-one discussions with your leader, review Episodes 036 to 040 of this podcast (https://www.managingacareer.com/36) and if you need a copy of my IDP template, you can reach out via the Contact Form on the Managing A Career website (https://managingacareer.com/contact).

        But, to summarize, the IDP is a document that YOU own that takes a systematic, top-down approach towards breaking down your career plan. It starts with the Vision and Roadmap sections (https://www.managingacareer.com/37) that looks at your five or ten year goal and helps you identify the major steps it will take to get there. Next are the Assessment and Next Role sections (https://www.managingacareer.com/38) where you look at just the first step on your journey towards your Vision. In these sections you focus on identifying your strengths and weaknesses in your current role and what is holding you back from reaching the next step on the roadmap. Once you have completed the assessment, you can document an Action Plan (https://www.managingacareer.com/39) of how you will address the gaps. And the final section of the IDP is the one where you document your Successes. It is important to document your accomplishments and periodically review them to remind yourself of the progress you've made.

        While your IDP should be a consistent component of your regular one-on-ones, any time you change leaders is a good time to review it. With new management comes new expectations and new opportunities. By taking the time to review and update your IDP you can ensure that your path forward is not derailed by not understanding how to impress your new leader.

        Start by validating your current Vision statement. Since you last updated your IDP, has anything changed about where you see your career heading? Have you learned anything more about what you like and dislike about your career trajectory? Or maybe you've grown and can see further into the future about where you want to be.

        With a refined Vision, do you need to adjust how you get from here to there? Consider how your new team fits with your defined roadmap. Does it put you closer or further from your goal? What experiences or connections does your new manager have that you can benefit from their mentorship? Will this new team or new manager provide you with any shortcuts to your goal?

        With a new team comes a new focus and a new role. A new leader brings new standards and values. As you perform your self-assessment, you will need to determine if your strengths are in alignment with these new expectations and what you need to prioritize working on. The earlier you can understand what your new leader considers "next level" performance, the more likely you can stay on your original timetable. Update your action plan to take advantage of the focus of the new team and volunteer for stretch assignments that give you immediate visibility to your new team.

        Finally, update your Successes section with all that you accomplished with your previous team. Use the guidelines outlined in Episode 044 (https://www.managingacareer.com/44) on Reporting Status to ensure that you capture the value you provided. During your first few one-on-ones, review these Successes with your new leader so that they understand where you started and what you are capable of.

        Not every change moves you forward on the road to your ultimate goal. If you're lucky, they will, but when they don't, there can still be benefit to the reassignment. At a minimum, you can use the new team to expand your network, but always be on the lookout for new skills and projects that you gain exposure to. You may enjoy the new focus and decide to change your Vision statement. However, never be afraid to look for a different opportunity if you ultimately determine that the new team is a dead end when it comes to what YOU want.

        Your IDP is a critical piece to your career advancement, especially during times of change. It provides you a clear focus to make sure that you keep heading where YOU want. If you need a copy of my template or if you need help filling it out, reach out to me via the Contact Form on the ManagingACareer.com website (managingacareer.com/contact).

        ]]> This past week at my day job, we went through an organizational restructuring. Some of my team is now reporting to a new manager and I have new people on my team. If you find yourself on a new team, this is the perfect time to review your Individual Development Plan.

        It's been a while since I last talked about your IDP, but I believe it is a critical tool for ensuring your advancement. For a more detailed explanation of the different sections of the IDP and how to incorporate one into your one-on-one discussions with your leader, review Episodes 036 to 040 of this podcast (https://www.managingacareer.com/36) and if you need a copy of my IDP template, you can reach out via the Contact Form on the Managing A Career website (https://managingacareer.com/contact).

        But, to summarize, the IDP is a document that YOU own that takes a systematic, top-down approach towards breaking down your career plan. It starts with the Vision and Roadmap sections (https://www.managingacareer.com/37) that looks at your five or ten year goal and helps you identify the major steps it will take to get there. Next are the Assessment and Next Role sections (https://www.managingacareer.com/38) where you look at just the first step on your journey towards your Vision. In these sections you focus on identifying your strengths and weaknesses in your current role and what is holding you back from reaching the next step on the roadmap. Once you have completed the assessment, you can document an Action Plan (https://www.managingacareer.com/39) of how you will address the gaps. And the final section of the IDP is the one where you document your Successes. It is important to document your accomplishments and periodically review them to remind yourself of the progress you've made.

        While your IDP should be a consistent component of your regular one-on-ones, any time you change leaders is a good time to review it. With new management comes new expectations and new opportunities. By taking the time to review and update your IDP you can ensure that your path forward is not derailed by not understanding how to impress your new leader.

        Start by validating your current Vision statement. Since you last updated your IDP, has anything changed about where you see your career heading? Have you learned anything more about what you like and dislike about your career trajectory? Or maybe you've grown and can see further into the future about where you want to be.

        With a refined Vision, do you need to adjust how you get from here to there? Consider how your new team fits with your defined roadmap. Does it put you closer or further from your goal? What experiences or connections does your new manager have that you can benefit from their mentorship? Will this new team or new manager provide you with any shortcuts to your goal?

        With a new team comes a new focus and a new role. A new leader brings new standards and values. As you perform your self-assessment, you will need to determine if your strengths are in alignment with these new expectations and what you need to prioritize working on. The earlier you can understand what your new leader considers "next level" performance, the more likely you can stay on your original timetable. Update your action plan to take advantage of the focus of the new team and volunteer for stretch assignments that give you immediate visibility to your new team.

        Finally, update your Successes section with all that you accomplished with your previous team. Use the guidelines outlined in Episode 044 (https://www.managingacareer.com/44) on Reporting Status to ensure that you capture the value you provided. During your first few one-on-ones, review these Successes with your new leader so that they understand where you started and what you are capable of.

        Not every change moves you forward on the road to your ultimate goal. If you're lucky, they will, but when they don't, there can still be benefit to the reassignment. At a minimum, you can use the new team to expand your network, but always be on the lookout for new skills and projects that you gain exposure to. You may enjoy the new focus and decide to change your Vision statement. However, never be afraid to look for a different opportunity if you ultimately determine that the new team is a dead end when it comes to what YOU want.

        Your IDP is a critical piece to your career advancement, especially during times of change. It provides you a clear focus to make sure that you keep heading where YOU want. If you need a copy of my template or if you need help filling it out, reach out to me via the Contact Form on the ManagingACareer.com website (managingacareer.com/contact).

        ]]>cba703c1-554e-4dc1-b006-1f9ce39e1031Tue, 03 Jun 2025 19:00:00 -050006:18falsefull9494Pivot. Pivot! PIVOT! - MAC93 The job market is tough right now. People across all industries are getting laid off and starting their job search. If this includes you, you may have found that each job you apply for is highly competitive. You might think that finding another job in your current field is a struggle. Or maybe you feel like you are stuck and there are limited or no growth opportunities available to you. One way that you can increase your opportunities is to consider a career pivot.

        A pivot point is a fixed point around which something rotates. It's a strong, anchoring point. A career pivot isn't a case of completely changing your career; it's a strategic change leveraging the anchor of your current career. In this case, you are leveraging you existing skills to pivot towards a similar or related career that may have more opportunities than your current one.

        Before you can pivot, the first thing you need to do is take an inventory of the skills that you have and how they might apply to other fields. If you use my Individual Development Plan template, you've already got a leg up. If not, review Episode 038 (https://www.managingacareer.com/38) which covers the Assessment and Next Role sections of the IDP. You can also request a copy of the template by reaching out via the Contact Form on ManagingACareer.com (https://managingacareer.com/contact) to request one.

        Consider grouping the skills into those that have broader applicability such as communication and leadership and then a group for those that are more specialized such as project management or data analysis. I would still note those skills that you have that are highly technical, because even if they seem to apply primarily to your current career, there may be parallels in other careers.

        With your list of transferrable skills in hand, brainstorm job families that are adjacent to your current position. Consider other roles that you interacted with frequently that may have parallels to what you do now. If your company has recently had a layoff, look at the positions that were least impacted that fit with your abilities. If you're having difficulty coming up with related careers, look at the Occupational Information Network at https://www.ONetCenter.org or the Career Explorer at https://linkedin.github.io/career-explorer (links will be in the episode notes). Both of these sites have tools where you can compare different careers and which skills are common between them.

        As you explore pivot options, determine if there are any skills that you need to refresh or skills that may benefit from additional training. For example, project management is a skill that would be useful in many industries, however, project management in the software development industry is different than project management in the construction industry. This is a good time to look for supplemental training to strengthen your ability to pivot.

        Lastly, reach out to your network. If you know someone in the adjacent role, they can explain the day to day duties that they have and they can help you understand how your skills will translate to the new role. Your network may also have leads on openings in this related field.

        Now that you understand why you might want to pivot and how to approach the change, let's look at some real world pivots that may be options for you to explore.

        Career

        Key transferable skills

        Potential pivots

        Teaching

        Classroom management

        Lesson planning

        Explaining complex ideas in simple terms

        Creating classroom resources for other teachers

        Curriculum planning

        Creating online courses in other areas

        Nursing

        Medical knowledge

        Patient care

        Healthcare Case Management

        Patient Advocacy

        Accounting

        Skills with spreadsheets

        Understanding of financial drivers

        Regulatory knowledge

        Financial Analyst

        Financial Planner

        Lawyer

        Understanding of the law

        Negotiation

        Compliance officer

        Sports or Entertainment Agent

        Chef

        Food handling

        Coordinating a team

        Resource planning

        Food Safety Inspector

        Inventory Management

        Construction

        Knowledge of building codes and regulations

        Project Management

        Building Inspector

        Project Management in another industry

        Real Estate

        Sales and Contracts

        Relationship Management

        Market Analysis

        Property Management

        Sales in another industry

        Loan Officer

        Journalism

        Research and Investigation

        Writing and Editing

        Writing website copy

        Corporate Communications

        So, if a pivot seems like the path forward for you, how do you approach it? First, review your resume and reframe it to showcase transferable experiences. Next look for supplemental trainings or certificates that can jump-start a shift. Next, leverage your network to find contacts in the related field.

        A career coach can help you build the skills you need in order to implement these strategies. If you need a career coach, reach out to me via the Contact Form at...]]> The job market is tough right now. People across all industries are getting laid off and starting their job search. If this includes you, you may have found that each job you apply for is highly competitive. You might think that finding another job in your current field is a struggle. Or maybe you feel like you are stuck and there are limited or no growth opportunities available to you. One way that you can increase your opportunities is to consider a career pivot.

        A pivot point is a fixed point around which something rotates. It's a strong, anchoring point. A career pivot isn't a case of completely changing your career; it's a strategic change leveraging the anchor of your current career. In this case, you are leveraging you existing skills to pivot towards a similar or related career that may have more opportunities than your current one.

        Before you can pivot, the first thing you need to do is take an inventory of the skills that you have and how they might apply to other fields. If you use my Individual Development Plan template, you've already got a leg up. If not, review Episode 038 (https://www.managingacareer.com/38) which covers the Assessment and Next Role sections of the IDP. You can also request a copy of the template by reaching out via the Contact Form on ManagingACareer.com (https://managingacareer.com/contact) to request one.

        Consider grouping the skills into those that have broader applicability such as communication and leadership and then a group for those that are more specialized such as project management or data analysis. I would still note those skills that you have that are highly technical, because even if they seem to apply primarily to your current career, there may be parallels in other careers.

        With your list of transferrable skills in hand, brainstorm job families that are adjacent to your current position. Consider other roles that you interacted with frequently that may have parallels to what you do now. If your company has recently had a layoff, look at the positions that were least impacted that fit with your abilities. If you're having difficulty coming up with related careers, look at the Occupational Information Network at https://www.ONetCenter.org or the Career Explorer at https://linkedin.github.io/career-explorer (links will be in the episode notes). Both of these sites have tools where you can compare different careers and which skills are common between them.

        As you explore pivot options, determine if there are any skills that you need to refresh or skills that may benefit from additional training. For example, project management is a skill that would be useful in many industries, however, project management in the software development industry is different than project management in the construction industry. This is a good time to look for supplemental training to strengthen your ability to pivot.

        Lastly, reach out to your network. If you know someone in the adjacent role, they can explain the day to day duties that they have and they can help you understand how your skills will translate to the new role. Your network may also have leads on openings in this related field.

        Now that you understand why you might want to pivot and how to approach the change, let's look at some real world pivots that may be options for you to explore.

        Career

        Key transferable skills

        Potential pivots

        Teaching

        Classroom management

        Lesson planning

        Explaining complex ideas in simple terms

        Creating classroom resources for other teachers

        Curriculum planning

        Creating online courses in other areas

        Nursing

        Medical knowledge

        Patient care

        Healthcare Case Management

        Patient Advocacy

        Accounting

        Skills with spreadsheets

        Understanding of financial drivers

        Regulatory knowledge

        Financial Analyst

        Financial Planner

        Lawyer

        Understanding of the law

        Negotiation

        Compliance officer

        Sports or Entertainment Agent

        Chef

        Food handling

        Coordinating a team

        Resource planning

        Food Safety Inspector

        Inventory Management

        Construction

        Knowledge of building codes and regulations

        Project Management

        Building Inspector

        Project Management in another industry

        Real Estate

        Sales and Contracts

        Relationship Management

        Market Analysis

        Property Management

        Sales in another industry

        Loan Officer

        Journalism

        Research and Investigation

        Writing and Editing

        Writing website copy

        Corporate Communications

        So, if a pivot seems like the path forward for you, how do you approach it? First, review your resume and reframe it to showcase transferable experiences. Next look for supplemental trainings or certificates that can jump-start a shift. Next, leverage your network to find contacts in the related field.

        A career coach can help you build the skills you need in order to implement these strategies. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>46cbdd40-d3ab-4c87-9a37-350e4013fc80Tue, 27 May 2025 19:00:00 -050008:10falsefull9393How Do I Get Promoted? - MAC092 How many of you have struggled to figure out what it takes to get promoted? Maybe you've been in your current position for several years and feel like you'll be stuck there for many more. When you reach out to your manager, you just get a vague answer that doesn't really tell you what you need to work on such as "your turn is coming" or "you're doing well, just keep it up". The secret that no one talks about? Your boss probably doesn't know how to articulate it……if he even knows what it takes to get to the next level.

        Very often, managers are not given training on how to develop their team. If they are good at it, it's probably a skill that they picked up as they transitioned from junior levels up to senior levels within their own careers. Other than comparing job descriptions, there likely isn't any concrete criteria that have been defined and the difference between job descriptions is vague and minor at best.

        Even when there are criteria, they are rarely communicated outside of management circles because they rely on soft skills that are hard to quantify. The skills you rely on do perform your day to day activities are just expected. It's skills like being trust-worthy, how you communicate, your executive presence, and dealing with ambiguity that will set you apart from your peers. But, how do you measure someone's executive presence?

        The other problem with defining criteria is that it could become an implicit contract (potentially even legally binding depending on where you are located). By refusing to state criteria or defining them in vague terms, your manager gives themselves room to adjust based on conditions at the company and within your peer group. For example, right now, there are many companies laying off portions of their staff, the implication being that there may be fewer promotions available during the next cycle. If the criteria were clearly defined, there may be an expectation by several on your team that a promotion is imminent that your manager will be unable to fulfill.

        At the end of the day, most managers just rely on their gut feel for when someone is ready for the next level. Additionally, when your manager has to justify the promotion to a panel of others, they will only put forth the effort when they believe there is a strong chance that the promotion will be granted. So, not only do they need to believe that you are ready, but they need to believe that the panel will agree with that assessment.

        As a general rule, there are a handful of attributes that you will find to be applicable across the board.

        • Be the person who takes ownership of problems. If you can identify the problems and work to solve them without being told, even better. But even just being the person that when given a task, your manager trusts that you will drive it to completion will help you stand out among your peers.
        • As much as possible, be visible beyond your team. When cross-functional teams and your skip-level leader know who you are, it makes it easier for your manager to sell your promotion to others in the organization.
        • When you show that your decisions and judgement are in alignment with those of your manager, this alignment will establish your readiness for promotion.
        
        

        While these generalized attributes will help you, it is more important to understand the specifics of what YOUR manager is looking for because, ultimately, they are the ones who controls whether you will be promoted or not.

        If your manager can't or won't state the criteria, then how can you figure out what it takes to get promoted? Start by paying attention.

        • During all-hands or team meetings, listen during the recognition section. When your manager makes comments about the team, what does he say? If necessary, write them down and compare the comments over time. The things that he brings up frequently are the ones that he values most.
        • Who on your team has been promoted recently? What are their strengths? Can you emulate them? Is it possible to have them mentor you?
        • Look beyond your immediate team. Senior level promotions often require input or approval from other leaders. Do you understand the criteria that your VP looks for when a promotion is brought before them?
        • Pay attention to the work that your leader delegates and the stretch assignments that people are given. These assignments are often tests to see if the recipient has developed the skills needed in order to be promoted. If you can identify what skill is being tested, it can give you a clue on what you may need to work on.
        
        

        When you feel like you have gained enough insight into the secret criteria that your manager is evaluating you against, plan to bring them up in your next one-on-one. With evidence in hand, instead of asking "What do I need to do to get promoted?" you can ask questions about the valued skills such as "What does executive presence look like at the next level?" or "If someone were ready to be promoted, what would their leadership skills look like?" You can also get your leader to describe what previous people did that showed they were ready to be promoted. If you can name names, that will put even more context to their answer. Not only will these answers provide clarity to you on what it takes, but it can bring focus and attention for your boss and pre-dispose them to watch for those attributes in you.

        A career coach can help you build the skills you need in order to implement these strategies. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]> How many of you have struggled to figure out what it takes to get promoted? Maybe you've been in your current position for several years and feel like you'll be stuck there for many more. When you reach out to your manager, you just get a vague answer that doesn't really tell you what you need to work on such as "your turn is coming" or "you're doing well, just keep it up". The secret that no one talks about? Your boss probably doesn't know how to articulate it……if he even knows what it takes to get to the next level.

        Very often, managers are not given training on how to develop their team. If they are good at it, it's probably a skill that they picked up as they transitioned from junior levels up to senior levels within their own careers. Other than comparing job descriptions, there likely isn't any concrete criteria that have been defined and the difference between job descriptions is vague and minor at best.

        Even when there are criteria, they are rarely communicated outside of management circles because they rely on soft skills that are hard to quantify. The skills you rely on do perform your day to day activities are just expected. It's skills like being trust-worthy, how you communicate, your executive presence, and dealing with ambiguity that will set you apart from your peers. But, how do you measure someone's executive presence?

        The other problem with defining criteria is that it could become an implicit contract (potentially even legally binding depending on where you are located). By refusing to state criteria or defining them in vague terms, your manager gives themselves room to adjust based on conditions at the company and within your peer group. For example, right now, there are many companies laying off portions of their staff, the implication being that there may be fewer promotions available during the next cycle. If the criteria were clearly defined, there may be an expectation by several on your team that a promotion is imminent that your manager will be unable to fulfill.

        At the end of the day, most managers just rely on their gut feel for when someone is ready for the next level. Additionally, when your manager has to justify the promotion to a panel of others, they will only put forth the effort when they believe there is a strong chance that the promotion will be granted. So, not only do they need to believe that you are ready, but they need to believe that the panel will agree with that assessment.

        As a general rule, there are a handful of attributes that you will find to be applicable across the board.

        • Be the person who takes ownership of problems. If you can identify the problems and work to solve them without being told, even better. But even just being the person that when given a task, your manager trusts that you will drive it to completion will help you stand out among your peers.
        • As much as possible, be visible beyond your team. When cross-functional teams and your skip-level leader know who you are, it makes it easier for your manager to sell your promotion to others in the organization.
        • When you show that your decisions and judgement are in alignment with those of your manager, this alignment will establish your readiness for promotion.
        
        

        While these generalized attributes will help you, it is more important to understand the specifics of what YOUR manager is looking for because, ultimately, they are the ones who controls whether you will be promoted or not.

        If your manager can't or won't state the criteria, then how can you figure out what it takes to get promoted? Start by paying attention.

        • During all-hands or team meetings, listen during the recognition section. When your manager makes comments about the team, what does he say? If necessary, write them down and compare the comments over time. The things that he brings up frequently are the ones that he values most.
        • Who on your team has been promoted recently? What are their strengths? Can you emulate them? Is it possible to have them mentor you?
        • Look beyond your immediate team. Senior level promotions often require input or approval from other leaders. Do you understand the criteria that your VP looks for when a promotion is brought before them?
        • Pay attention to the work that your leader delegates and the stretch assignments that people are given. These assignments are often tests to see if the recipient has developed the skills needed in order to be promoted. If you can identify what skill is being tested, it can give you a clue on what you may need to work on.
        
        

        When you feel like you have gained enough insight into the secret criteria that your manager is evaluating you against, plan to bring them up in your next one-on-one. With evidence in hand, instead of asking "What do I need to do to get promoted?" you can ask questions about the valued skills such as "What does executive presence look like at the next level?" or "If someone were ready to be promoted, what would their leadership skills look like?" You can also get your leader to describe what previous people did that showed they were ready to be promoted. If you can name names, that will put even more context to their answer. Not only will these answers provide clarity to you on what it takes, but it can bring focus and attention for your boss and pre-dispose them to watch for those attributes in you.

        A career coach can help you build the skills you need in order to implement these strategies. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>174e0689-7a1f-4028-bdb4-e7ec5f7062a3Tue, 20 May 2025 19:00:00 -050007:41falsefull9292Pushing Down or Lifting Up - MAC091 Throughout our careers, we observe others around us getting ahead by various means. Some people do so by putting other people down in order to make themselves look better whereas others do so by lifting those around them up. You may have even used these techniques yourself. The secret? Both approaches can work, but only one is sustainable for the long term. Let's take a look at the longer term impact of each.

        Whether intentionally or not, some people will try to advance their careers by pushing those around them down. These people will steal credit from other. They will undermine the success of those around them. And they will secretly work to cause a rift in the team in order to distract others from their actions.

        If the organization is driven by visibility, someone trying to look superior will take credit for the work that their team does or reframe what was done in such a way that they steal credit for things that they had minimal impact on.

        If they are not confident in the quality of their work, they may spread gossip in order to cause stronger team members to be viewed as incompetent or even to be excluded from key efforts. Beyond rumors, they may "forget" to include them in important decisions or purposefully withhold or delay support in order for their targets to struggle or fail.

        People who operate in this mode are operating from a position of fear -- fear for their job, fear for being found to be "less than", or just fear that there are limited opportunities for success and that they will be left behind.

        Sadly, this can be an effective strategy……at least in the short term. If someone can implement their plan before others catch on, they can achieve the promotion they desire. But, eventually that catches up to them. Their team will stop supporting them and their leaders will eventually see the pattern. That early success eventually stalls out.

        If you find yourself to be a target of someone who is trying to get ahead by pushing you down, how should you react?

        Start by proactively reporting your status to your leaders. If the person putting you down IS your leader, then report your status to project sponsors and your skip level leader. Review Episode 044 (https://www.managingacareer.com/44) for more information on reporting status.

        Next, build relationships with those that will ultimately be deciding who advances. If you build a relationship with your skip level leader as well as cross-functional teams, it will be harder for someone to misrepresent your work because they will have first-hand knowledge of what you bring to the team. Additionally, grow your network as covered in Episode 029 (https://www.managingacareer.com/29) and build a cheering section as covered in Episode 052 (https://www.managingacareer.com/52). The more people you have on your side, the harder it is for someone to attack you.

        It may be tempting to try to "fight fire with fire", but by stooping to their level, you run the risk of being the one viewed as being the problem, just strengthening their approach. Instead, turn their actions against them. When they steal credit that you deserve, remember, they are only stealing credit that they see as valuable. Leverage that by following up with your leaders to add additional context and provide evidence of your bigger role in the work. Doing so in a matter-of-fact manner will show them that you bring more value to the team.

        The other approach is to lift those around you up. Where the first strategy is about stealing credit, when you lift people up, you freely give credit where it is due…..and sometimes even give credit away. When those around you are struggling, you offer to mentor them. You offer support for good ideas, even when they aren't your own.

        The driver for this approach is not fear, but in being strategically generous. Lifting others up builds trust and leads to a reputation of being someone who makes a team better. Additionally, you build allies and advocates. This investment in people will pay off in the future when those that you've supported gain positions of authority and power. And when your position advances, they'll follow you willingly.

        Lifting others up is a much slower play, but it is much more sustainable in the long run. Each person you lift up becomes an advocate for you when it's your turn. And over time, this can lead to more and more supporters. As a side benefit, these same people that are helping you advance will also provide a level of protection from those that look to push you down.

        If you find that someone else is lifting you up, first, accept it and then reflect it back to them. When they bring attention to your work, offer a response along the lines of "Thank you! A big reason that I was able to be successful on this project was because of all that I've learned working with [Joe]". This not only helps your visibility based on the credit, it will also strengthen your alliance with the person who is sharing the spotlight.

        Help me spread the word about the Managing A Career podcast (https://managingacareer.com).

        My goal for this podcast is to continue to grow the audience in order to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]> Throughout our careers, we observe others around us getting ahead by various means. Some people do so by putting other people down in order to make themselves look better whereas others do so by lifting those around them up. You may have even used these techniques yourself. The secret? Both approaches can work, but only one is sustainable for the long term. Let's take a look at the longer term impact of each.

        Whether intentionally or not, some people will try to advance their careers by pushing those around them down. These people will steal credit from other. They will undermine the success of those around them. And they will secretly work to cause a rift in the team in order to distract others from their actions.

        If the organization is driven by visibility, someone trying to look superior will take credit for the work that their team does or reframe what was done in such a way that they steal credit for things that they had minimal impact on.

        If they are not confident in the quality of their work, they may spread gossip in order to cause stronger team members to be viewed as incompetent or even to be excluded from key efforts. Beyond rumors, they may "forget" to include them in important decisions or purposefully withhold or delay support in order for their targets to struggle or fail.

        People who operate in this mode are operating from a position of fear -- fear for their job, fear for being found to be "less than", or just fear that there are limited opportunities for success and that they will be left behind.

        Sadly, this can be an effective strategy……at least in the short term. If someone can implement their plan before others catch on, they can achieve the promotion they desire. But, eventually that catches up to them. Their team will stop supporting them and their leaders will eventually see the pattern. That early success eventually stalls out.

        If you find yourself to be a target of someone who is trying to get ahead by pushing you down, how should you react?

        Start by proactively reporting your status to your leaders. If the person putting you down IS your leader, then report your status to project sponsors and your skip level leader. Review Episode 044 (https://www.managingacareer.com/44) for more information on reporting status.

        Next, build relationships with those that will ultimately be deciding who advances. If you build a relationship with your skip level leader as well as cross-functional teams, it will be harder for someone to misrepresent your work because they will have first-hand knowledge of what you bring to the team. Additionally, grow your network as covered in Episode 029 (https://www.managingacareer.com/29) and build a cheering section as covered in Episode 052 (https://www.managingacareer.com/52). The more people you have on your side, the harder it is for someone to attack you.

        It may be tempting to try to "fight fire with fire", but by stooping to their level, you run the risk of being the one viewed as being the problem, just strengthening their approach. Instead, turn their actions against them. When they steal credit that you deserve, remember, they are only stealing credit that they see as valuable. Leverage that by following up with your leaders to add additional context and provide evidence of your bigger role in the work. Doing so in a matter-of-fact manner will show them that you bring more value to the team.

        The other approach is to lift those around you up. Where the first strategy is about stealing credit, when you lift people up, you freely give credit where it is due…..and sometimes even give credit away. When those around you are struggling, you offer to mentor them. You offer support for good ideas, even when they aren't your own.

        The driver for this approach is not fear, but in being strategically generous. Lifting others up builds trust and leads to a reputation of being someone who makes a team better. Additionally, you build allies and advocates. This investment in people will pay off in the future when those that you've supported gain positions of authority and power. And when your position advances, they'll follow you willingly.

        Lifting others up is a much slower play, but it is much more sustainable in the long run. Each person you lift up becomes an advocate for you when it's your turn. And over time, this can lead to more and more supporters. As a side benefit, these same people that are helping you advance will also provide a level of protection from those that look to push you down.

        If you find that someone else is lifting you up, first, accept it and then reflect it back to them. When they bring attention to your work, offer a response along the lines of "Thank you! A big reason that I was able to be successful on this project was because of all that I've learned working with [Joe]". This not only helps your visibility based on the credit, it will also strengthen your alliance with the person who is sharing the spotlight.

        Help me spread the word about the Managing A Career podcast (https://managingacareer.com).

        My goal for this podcast is to continue to grow the audience in order to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]>a8b84bce-1a1f-4254-b723-2384620c8d1dTue, 13 May 2025 19:00:00 -050007:28falsefull9191What Managers Look for When They're Secretly Deciding Who To Let Go - MAC090 More often that you realize, when a manager is asked to create a list of people to lay off, they are rarely given much time to think about it; they are just given a target number and a deadline. When they have to react quickly, there a few criteria that they instinctively use to determine who goes and who stays. What can you do to make sure that you aren't on that list?

        The first thing to realize is that there are no short term fixes. The steps to take to protect your job start TODAY. In Episode 068 (https://www.managingacareer.com/68), I cover some techniques that can help you identify upcoming changes and use them to maximum benefit. Using these techniques, you can often predict an upcoming layoff, but even with that knowledge, by the time you recognize a pending layoff, it's already too late to do anything about it.

        When it comes to layoffs, there is very little that can ensure job safety. But, if you understand how managers decide who to put on the list and who to keep off, you can give yourself a fighting chance of staying off the list, so let's take a look at what usually factors into a manager's decision.

        Do people know who you are? If your manager were to be asked to name everyone on their team, are you one of the first names that they think of……or one of the last? While it's possible for your name to be front of mind for your manager just based on the work you do, more than likely that isn't enough. You need to ensure that you remain visible. Go back and review Episode 081 (https://www.managingacareer.com/81) for more strategies for being visible within the organization.

        How easily can you be replaced? If you bring something unique to the team, it's a lot harder for your manager to let you go. Lean into that strength and find ways to amplify that message. If you are one of three or four different team members who can do the same work or if your work can be automated, how likely is it that your manager will look your direction to make the mandated cuts? Episode 076 (https://www.managingacareer.com/76) Developing Skills would be a good place to start for building skills that make you unique.

        Does your manager trust you? I covered this very topic in Episode 31 (https://www.managingacareer.com/31). Your manager is much more likely to keep you off the list if they view you as a solution to a problem and not someone that causes problems. If they trust you to do what is needed with very little guidance from them, you free them up to focus on other duties. When it comes to layoffs that's valuable to someone who is anticipating having to take on additional duties.

        How do you fit with the team? If you support the team in a way that brings up the energy or morale or productivity, that is something that will have even more importance when the team shrinks. If you don't engage with the team and are more aloof, the team may feel some level of sympathy for you, but overall, they won't necessarily miss you.

        And the last criteria that managers secretly use to evaluate the team is the potential for future contributions. Businesses continuously evolve. If you are viewed as someone who is ready for the next shift in technology, they will be more inclined to want to keep you. Staying abreast of the latest technology and ideas is the way forward. For example with AI being the current hot topic, in episode 078 (https://www.managingacareer.com/78) Future Proof You I cover how you can leverage it in your job.

        None of these guarantee job safety. You may be visible, but that will just amplify any recent mistakes no matter how minor. You may be irreplaceable, but the function you perform is going to be eliminated. You may be trusted, but your second level manager mandated that you be on the list because he doesn't value the work you do. You may be the glue that holds the team together, but people question your dedication to the work. So, if, in spite of your standing, you find yourself on the list, go back and review Episode 053 (https://www.managingacareer.com/53) for how to recover from being laid off.

        The good news is that these same criteria are the ones that leaders look for when it comes time to give out promotions. Promotions go to those that are visible, contribute unique skills, are trusted, lift up the team, and have future potential. So, putting together a plan to address them will serve a dual purpose.

        A career coach can help you build the skills you need in order to implement these strategies to keep your name off of the list and position you for a future promotion. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]> More often that you realize, when a manager is asked to create a list of people to lay off, they are rarely given much time to think about it; they are just given a target number and a deadline. When they have to react quickly, there a few criteria that they instinctively use to determine who goes and who stays. What can you do to make sure that you aren't on that list?

        The first thing to realize is that there are no short term fixes. The steps to take to protect your job start TODAY. In Episode 068 (https://www.managingacareer.com/68), I cover some techniques that can help you identify upcoming changes and use them to maximum benefit. Using these techniques, you can often predict an upcoming layoff, but even with that knowledge, by the time you recognize a pending layoff, it's already too late to do anything about it.

        When it comes to layoffs, there is very little that can ensure job safety. But, if you understand how managers decide who to put on the list and who to keep off, you can give yourself a fighting chance of staying off the list, so let's take a look at what usually factors into a manager's decision.

        Do people know who you are? If your manager were to be asked to name everyone on their team, are you one of the first names that they think of……or one of the last? While it's possible for your name to be front of mind for your manager just based on the work you do, more than likely that isn't enough. You need to ensure that you remain visible. Go back and review Episode 081 (https://www.managingacareer.com/81) for more strategies for being visible within the organization.

        How easily can you be replaced? If you bring something unique to the team, it's a lot harder for your manager to let you go. Lean into that strength and find ways to amplify that message. If you are one of three or four different team members who can do the same work or if your work can be automated, how likely is it that your manager will look your direction to make the mandated cuts? Episode 076 (https://www.managingacareer.com/76) Developing Skills would be a good place to start for building skills that make you unique.

        Does your manager trust you? I covered this very topic in Episode 31 (https://www.managingacareer.com/31). Your manager is much more likely to keep you off the list if they view you as a solution to a problem and not someone that causes problems. If they trust you to do what is needed with very little guidance from them, you free them up to focus on other duties. When it comes to layoffs that's valuable to someone who is anticipating having to take on additional duties.

        How do you fit with the team? If you support the team in a way that brings up the energy or morale or productivity, that is something that will have even more importance when the team shrinks. If you don't engage with the team and are more aloof, the team may feel some level of sympathy for you, but overall, they won't necessarily miss you.

        And the last criteria that managers secretly use to evaluate the team is the potential for future contributions. Businesses continuously evolve. If you are viewed as someone who is ready for the next shift in technology, they will be more inclined to want to keep you. Staying abreast of the latest technology and ideas is the way forward. For example with AI being the current hot topic, in episode 078 (https://www.managingacareer.com/78) Future Proof You I cover how you can leverage it in your job.

        None of these guarantee job safety. You may be visible, but that will just amplify any recent mistakes no matter how minor. You may be irreplaceable, but the function you perform is going to be eliminated. You may be trusted, but your second level manager mandated that you be on the list because he doesn't value the work you do. You may be the glue that holds the team together, but people question your dedication to the work. So, if, in spite of your standing, you find yourself on the list, go back and review Episode 053 (https://www.managingacareer.com/53) for how to recover from being laid off.

        The good news is that these same criteria are the ones that leaders look for when it comes time to give out promotions. Promotions go to those that are visible, contribute unique skills, are trusted, lift up the team, and have future potential. So, putting together a plan to address them will serve a dual purpose.

        A career coach can help you build the skills you need in order to implement these strategies to keep your name off of the list and position you for a future promotion. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>0ba7af5f-1150-4830-82b6-3f837366ca43Tue, 06 May 2025 19:00:00 -050006:30falsefull9090Aligning With Fast-Track Projects - MAC089 Last week, in Episode 088 (https://www.managingacareer.com/88), I covered the four key project types that can fast-track your career advancement. This week, I'm going to cover some strategies for when your current project assignment is not on one of those fast-track type projects.

        So, to review, the four fast-track project types are strategic projects aligned to organizational goals, cross-functional projects that impact multiple teams, projects tied to revenue generation or expense reduction, and finally, projects that are in trouble. If you find yourself assigned to a project in any combination of those categories, success can be a springboard to the next level.

        So, what do you do when your work doesn't fall into any of those categories? The first thing I would do is to get an understanding of why the project even exists. It's rare for a project to be initiated without having some business value, so your goal should be to understand what that value is.

        If you are unsure, ask your leader how your assignment aligns with the bigger picture. It's possible that your assignment is a precursor to an upcoming effort. Use this link when you communicate status of your project and include statements about how your current work ENABLES the future project. This linkage can also be your ticket to being assigned to the strategic project in the future.

        Alternatively, can you reframe your project so that you create a link between your project and a fast-track project? If you can directly tie the goals of your project to those of a fast-track project, it's possible that your project could be absorbed by the larger project, providing a backdoor route to being assigned to the fast-track project.

        If your project is not directly related to a fast-track project, look for ways to elevate your project. Can you expand the scope of your project to include cross-functional aspects? Does your project facilitate revenue generation or expense reduction for other areas of the business? Can someone leverage the results of your project to bring a troubled project back on track?

        Projects have executive sponsors. Who are the sponsors of your project? Make sure that they are communicating the importance of your project to your leaders and their leaders. Use their position to tie your project back to corporate goals.

        Those strategies would allow you to align your current project with a fast-track project. As long as you deliver on your current project, you can use the connection to a bigger project to help set yourself up for a key assignment on your next project.

        The other strategy is to look for ways to be assigned to a fast-track project.

        If your team is responsible for or contributes to a fast-track project, the obvious first step would be to speak to your manager. You'll need to make a case for why you would be an asset to that project. Do you have specific knowledge or skills that you can bring to the project? Or maybe you have key relationships that will gain the support of other teams? If your manager turns you down for the current project, ask for specific feedback on what you should work on so that you are considered for the next fast-track project……and then put a plan in place to work on those things.

        If you can't get reassigned to a fast-track project, it can still be beneficial to keep up with the progress of projects you aren't assigned to. Pay attention to when those projects have a need for additional resources or skills that you can provide. Volunteer to provide the additional support the projects need and continue to deliver on your current project.

        In Episode 013 (https://www.managingacareer.com/13), I cover how sometimes you have to make your own luck. If you work your network and pay attention to the goings on of your organization, you can often find a problem in need of a solution. Look for those opportunities that can lead to a fast-track project. If you are the one bringing the project forward, you will usually not only be assigned to the project, but also have an opportunity to lead that project.

        If you find yourself in a situation where you get neither aligned or assigned to a fast-track project, there's still a course of action you can take. Play the hand you're dealt. Deliver strong results and use them to build trust and reputation. Take advantage of being on a less stressful project and use the time to build the skills you will need in order to be ready for the assignment when it becomes available.

        Help me spread the word about the Managing A Career podcast (https://managingacareer.com).

        My goal for this podcast is to continue to grow the audience in order to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]> Last week, in Episode 088 (https://www.managingacareer.com/88), I covered the four key project types that can fast-track your career advancement. This week, I'm going to cover some strategies for when your current project assignment is not on one of those fast-track type projects.

        So, to review, the four fast-track project types are strategic projects aligned to organizational goals, cross-functional projects that impact multiple teams, projects tied to revenue generation or expense reduction, and finally, projects that are in trouble. If you find yourself assigned to a project in any combination of those categories, success can be a springboard to the next level.

        So, what do you do when your work doesn't fall into any of those categories? The first thing I would do is to get an understanding of why the project even exists. It's rare for a project to be initiated without having some business value, so your goal should be to understand what that value is.

        If you are unsure, ask your leader how your assignment aligns with the bigger picture. It's possible that your assignment is a precursor to an upcoming effort. Use this link when you communicate status of your project and include statements about how your current work ENABLES the future project. This linkage can also be your ticket to being assigned to the strategic project in the future.

        Alternatively, can you reframe your project so that you create a link between your project and a fast-track project? If you can directly tie the goals of your project to those of a fast-track project, it's possible that your project could be absorbed by the larger project, providing a backdoor route to being assigned to the fast-track project.

        If your project is not directly related to a fast-track project, look for ways to elevate your project. Can you expand the scope of your project to include cross-functional aspects? Does your project facilitate revenue generation or expense reduction for other areas of the business? Can someone leverage the results of your project to bring a troubled project back on track?

        Projects have executive sponsors. Who are the sponsors of your project? Make sure that they are communicating the importance of your project to your leaders and their leaders. Use their position to tie your project back to corporate goals.

        Those strategies would allow you to align your current project with a fast-track project. As long as you deliver on your current project, you can use the connection to a bigger project to help set yourself up for a key assignment on your next project.

        The other strategy is to look for ways to be assigned to a fast-track project.

        If your team is responsible for or contributes to a fast-track project, the obvious first step would be to speak to your manager. You'll need to make a case for why you would be an asset to that project. Do you have specific knowledge or skills that you can bring to the project? Or maybe you have key relationships that will gain the support of other teams? If your manager turns you down for the current project, ask for specific feedback on what you should work on so that you are considered for the next fast-track project……and then put a plan in place to work on those things.

        If you can't get reassigned to a fast-track project, it can still be beneficial to keep up with the progress of projects you aren't assigned to. Pay attention to when those projects have a need for additional resources or skills that you can provide. Volunteer to provide the additional support the projects need and continue to deliver on your current project.

        In Episode 013 (https://www.managingacareer.com/13), I cover how sometimes you have to make your own luck. If you work your network and pay attention to the goings on of your organization, you can often find a problem in need of a solution. Look for those opportunities that can lead to a fast-track project. If you are the one bringing the project forward, you will usually not only be assigned to the project, but also have an opportunity to lead that project.

        If you find yourself in a situation where you get neither aligned or assigned to a fast-track project, there's still a course of action you can take. Play the hand you're dealt. Deliver strong results and use them to build trust and reputation. Take advantage of being on a less stressful project and use the time to build the skills you will need in order to be ready for the assignment when it becomes available.

        Help me spread the word about the Managing A Career podcast (https://managingacareer.com).

        My goal for this podcast is to continue to grow the audience in order to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]>08509d21-1619-4415-be55-34be25d02f69Tue, 29 Apr 2025 19:00:00 -050006:36falsefull8989Fast Track Projects - MAC088 When it comes to career advancement, some projects have a bigger impact than others. How can you make sure that you're associated with the projects that give you the best chance at success?

        When you look at the types of projects that are undertaken within your organization, four key types will garner the most recognition and opportunities for advancement. This week, I'll take a look at what these project types are. Next week, I'll cover what you can do if your assignments don't fall into one of these four categories.

        The type of project that is going to have the biggest impact on your career is going to be those that are most closely aligned with the organizational strategy and goals. The bigger the goal, the bigger the impact; projects tied to team goals, won't have nearly as big of an impact as one tied to departmental or company goals. But, regardless of the level, when the project is tied to a goal, your leaders will have a vested interest in the success of the project.

        Another impactful project type is a cross-functional projects. These projects give you an opportunity to expand your network (https://www.managingacareer.com/29) and expand your sphere of influence (https://www.managingacareer.com/70). While the project may not be aligned with YOUR organization's goals, it very likely aligns with the goals of the other organization. Your leadership will usually be made aware when you make significant contributions to these cross-functional projects.

        Most companies are in business to make money. It is never a bad thing when your projects directly drive revenue or on the flip side when your project reduces expenses. People will take notice when you are responsible for the improving the bottom line.

        If you're looking for a project type that is high-risk / high-reward, look for projects that are in trouble. Joining a problem project and turning it into a success will allow you to gain a lot of trust and leeway. Just be careful because it can be difficult and stressful to try to live up to expectations that you can swoop in like Superman for every project in the future.

        The common thread in all four of these fast track project types is that they all provide an opportunity for you to be more visible to leadership. You can enhance this visibility by documenting the project outcomes and how your involvement lead to those outcomes. Review Episode 044 (https://www.managingacareer.com/44) for how to communicate the VALUE you provided and not just the activities you performed.

        The other way to increase the impact that a fast-track project has on your career is to build your network of champions. Use the success on these high-impact projects to bring the project sponsors into your personal cheering section as covered in Episode 052 (https://www.managingacareer.com/52).

        Not every project will fall into one of these fast-track categories. Next week, I'll cover what you can do when you find yourself in that situation.

        Is there a career development question that you would like for me to answer on an upcoming episode? If so, go to the ManagingACareer.com website and drop me a note via the Contact form (https://www.managingacareer.com/contact/). If you would rather, you can leave me a voicemail through your computer by clicking the button on the right.

        ]]> When it comes to career advancement, some projects have a bigger impact than others. How can you make sure that you're associated with the projects that give you the best chance at success?

        When you look at the types of projects that are undertaken within your organization, four key types will garner the most recognition and opportunities for advancement. This week, I'll take a look at what these project types are. Next week, I'll cover what you can do if your assignments don't fall into one of these four categories.

        The type of project that is going to have the biggest impact on your career is going to be those that are most closely aligned with the organizational strategy and goals. The bigger the goal, the bigger the impact; projects tied to team goals, won't have nearly as big of an impact as one tied to departmental or company goals. But, regardless of the level, when the project is tied to a goal, your leaders will have a vested interest in the success of the project.

        Another impactful project type is a cross-functional projects. These projects give you an opportunity to expand your network (https://www.managingacareer.com/29) and expand your sphere of influence (https://www.managingacareer.com/70). While the project may not be aligned with YOUR organization's goals, it very likely aligns with the goals of the other organization. Your leadership will usually be made aware when you make significant contributions to these cross-functional projects.

        Most companies are in business to make money. It is never a bad thing when your projects directly drive revenue or on the flip side when your project reduces expenses. People will take notice when you are responsible for the improving the bottom line.

        If you're looking for a project type that is high-risk / high-reward, look for projects that are in trouble. Joining a problem project and turning it into a success will allow you to gain a lot of trust and leeway. Just be careful because it can be difficult and stressful to try to live up to expectations that you can swoop in like Superman for every project in the future.

        The common thread in all four of these fast track project types is that they all provide an opportunity for you to be more visible to leadership. You can enhance this visibility by documenting the project outcomes and how your involvement lead to those outcomes. Review Episode 044 (https://www.managingacareer.com/44) for how to communicate the VALUE you provided and not just the activities you performed.

        The other way to increase the impact that a fast-track project has on your career is to build your network of champions. Use the success on these high-impact projects to bring the project sponsors into your personal cheering section as covered in Episode 052 (https://www.managingacareer.com/52).

        Not every project will fall into one of these fast-track categories. Next week, I'll cover what you can do when you find yourself in that situation.

        Is there a career development question that you would like for me to answer on an upcoming episode? If so, go to the ManagingACareer.com website and drop me a note via the Contact form (https://www.managingacareer.com/contact/). If you would rather, you can leave me a voicemail through your computer by clicking the button on the right.

        ]]>95ddcd90-7402-477a-875b-98b8a1b2b0beTue, 22 Apr 2025 19:00:00 -050004:50falsefull8888Language Matters - MAC087In Episode 085 (https://www.managingacareer.com/85), I covered techniques to build confidence. This week I'd like to talk about how you can use the words you say to project that confidence to those around you.

        When you speak with others, in order to project confidence, you should pay attention to the negative qualifiers that you use when stating your ideas. Those negative qualifiers typically fall into five categories.

        • They can undermine your ideas such as "I think".
        • They can undermine your self such as "Sorry" or "I could be wrong, but…".
        • They can undermine your audience such as finishing with "Does that make sense?"
        • They can undermine your intelligence such as "I have a doubt"
        • They can make you seem uncommitted such as "I'll try"
        
        

        When you use phrases such as "I think", you weaken your message. Instead, just drop the qualifier and state your idea clearly. You are a professional and paid to be an expert in your field; own your ideas. Consider these phrasing pairs:

        • I think we should explore the new technology. OR…
        • The new technology is the best course of action.
        
        

        The first option comes across as a suggestion looking for someone else to take the lead. The second option conveys the same message but gives little room for doubt that your idea is the one to follow.

        When you make statements that diminish your self, you leave room for others to be the dominant voice in the room. I'm not suggesting that you be loud or vocally bullying, but if your goal is to be seen as a confident leader, you should be one of the more dominant voices in the room. Consider these phrasing pairs:

        • I could be wrong, but our customers are looking for us to deliver this feature. OR…
        • My perspective is that the new feature will drive additional customer upgrades.
        
        

        The first option lacks certainty. The second option doesn't apologize for your thoughts and presents a better case for why the team should proceed in the direction you suggest.

        It can be very off-putting when someone questions your intelligence. Using phrases that undermine your audience will have them deciding to support ideas from others. In order to gain their support you should avoid phrases such as "Does that make sense?" and instead use something along the lines of "If anyone needs more detail on that, let me know." The first questions their ability to understand whereas the second offers clarification for those that request it.

        Phrases that undermine your intelligence will kill any credibility you have with your audience. It's fine not to know something, but instead of saying "I don't know" say "I'll find out". Don't try to misrepresent your knowledge, but show your willingness to learn and grow. When you don't understand something, instead of saying "I have a doubt" say "Can you explain that". Using "I" language places the burden of ignorance on you and using "you" language places the burden of explanation on them.

        The last qualifier is "I'll try". Using this type of phrase doesn't express your commitment to the results. If what is being asked is within your abilities, just be direct and say "I will". Or if you are unsure of your ability to deliver, be clear and confident in what you can do and explain what areas may be problematic. For example, instead of "I'll try to get sign-off by the end of the week" say something like "I will send an email request for approval today and if I haven't received sign-off by Thursday, I will follow up in person."

        While I've been referring to these statements in terms of speaking, but the same holds true for written communication. Since written communication gives you more time to review and compose what you are sending, it may be easier to start there. Go back through your recent emails and look for these types of phrases. How could you have reworded them to present as stronger and more confident?

        If you have access to AI bots that can transcribe your meetings, record your meetings and pay attention to who uses strong language and who uses weak language. Are those the same people that are viewed as thought leaders? How often are you using weaker language? Do you find yourself using stronger language with certain audiences or in certain meetings but weaker language with different audiences or meetings?

        As we've seen this week, what you say and how you say it can play a big part in how others perceive you. Using the right phrasing will have others viewing you as confident and competent. And as I covered in Episode 085, confidence builds confidence. So, as you speak more confidently, your confidence in yourself will also grow.

        In past episodes, I've brought up people that I follow on LinkedIn whose content I feel can set you up for career success. This week, I'd like to turn your attention to Nausheen Chen (https://www.linkedin.com/in/nausheenichen/). Nausheen is a public speaking coach. Now some of you may think to yourself that you never intend to speak on a stage, but hear me out. Speaking on a stage is about learning to speak with confidence and many of the same tips for public speaking apply to your day to day life, too. She not only covers the type of content that I've shared today but many more tips that can help be a better and more confident speaker, both on and off the stage. Go and give her a follow.

        ]]>In Episode 085 (https://www.managingacareer.com/85), I covered techniques to build confidence. This week I'd like to talk about how you can use the words you say to project that confidence to those around you.

        When you speak with others, in order to project confidence, you should pay attention to the negative qualifiers that you use when stating your ideas. Those negative qualifiers typically fall into five categories.

        • They can undermine your ideas such as "I think".
        • They can undermine your self such as "Sorry" or "I could be wrong, but…".
        • They can undermine your audience such as finishing with "Does that make sense?"
        • They can undermine your intelligence such as "I have a doubt"
        • They can make you seem uncommitted such as "I'll try"
        
        

        When you use phrases such as "I think", you weaken your message. Instead, just drop the qualifier and state your idea clearly. You are a professional and paid to be an expert in your field; own your ideas. Consider these phrasing pairs:

        • I think we should explore the new technology. OR…
        • The new technology is the best course of action.
        
        

        The first option comes across as a suggestion looking for someone else to take the lead. The second option conveys the same message but gives little room for doubt that your idea is the one to follow.

        When you make statements that diminish your self, you leave room for others to be the dominant voice in the room. I'm not suggesting that you be loud or vocally bullying, but if your goal is to be seen as a confident leader, you should be one of the more dominant voices in the room. Consider these phrasing pairs:

        • I could be wrong, but our customers are looking for us to deliver this feature. OR…
        • My perspective is that the new feature will drive additional customer upgrades.
        
        

        The first option lacks certainty. The second option doesn't apologize for your thoughts and presents a better case for why the team should proceed in the direction you suggest.

        It can be very off-putting when someone questions your intelligence. Using phrases that undermine your audience will have them deciding to support ideas from others. In order to gain their support you should avoid phrases such as "Does that make sense?" and instead use something along the lines of "If anyone needs more detail on that, let me know." The first questions their ability to understand whereas the second offers clarification for those that request it.

        Phrases that undermine your intelligence will kill any credibility you have with your audience. It's fine not to know something, but instead of saying "I don't know" say "I'll find out". Don't try to misrepresent your knowledge, but show your willingness to learn and grow. When you don't understand something, instead of saying "I have a doubt" say "Can you explain that". Using "I" language places the burden of ignorance on you and using "you" language places the burden of explanation on them.

        The last qualifier is "I'll try". Using this type of phrase doesn't express your commitment to the results. If what is being asked is within your abilities, just be direct and say "I will". Or if you are unsure of your ability to deliver, be clear and confident in what you can do and explain what areas may be problematic. For example, instead of "I'll try to get sign-off by the end of the week" say something like "I will send an email request for approval today and if I haven't received sign-off by Thursday, I will follow up in person."

        While I've been referring to these statements in terms of speaking, but the same holds true for written communication. Since written communication gives you more time to review and compose what you are sending, it may be easier to start there. Go back through your recent emails and look for these types of phrases. How could you have reworded them to present as stronger and more confident?

        If you have access to AI bots that can transcribe your meetings, record your meetings and pay attention to who uses strong language and who uses weak language. Are those the same people that are viewed as thought leaders? How often are you using weaker language? Do you find yourself using stronger language with certain audiences or in certain meetings but weaker language with different audiences or meetings?

        As we've seen this week, what you say and how you say it can play a big part in how others perceive you. Using the right phrasing will have others viewing you as confident and competent. And as I covered in Episode 085, confidence builds confidence. So, as you speak more confidently, your confidence in yourself will also grow.

        In past episodes, I've brought up people that I follow on LinkedIn whose content I feel can set you up for career success. This week, I'd like to turn your attention to Nausheen Chen (https://www.linkedin.com/in/nausheenichen/). Nausheen is a public speaking coach. Now some of you may think to yourself that you never intend to speak on a stage, but hear me out. Speaking on a stage is about learning to speak with confidence and many of the same tips for public speaking apply to your day to day life, too. She not only covers the type of content that I've shared today but many more tips that can help be a better and more confident speaker, both on and off the stage. Go and give her a follow.

        ]]>9082ceb0-f60f-439d-ab97-7227356f532eTue, 15 Apr 2025 19:00:00 -050007:02falsefull8787Leadership Portfolio - MAC086On this podcast, I cover topics that can help you advance your career. In simple terms, this means putting yourself in the best possible position to be considered for a promotion. But, sometimes the next transition is from an individual to management role. This week, I cover a technique where you can document your leadership skills as you prepare for that change.

        When it comes to capturing the results of your work as an individual, I've covered several different methods. In Episode 044 (https://www.managingacareer.com/44), I cover how to report status to various audiences showing the value that you provide in the context of your current assignments. In Episode 039 (https://www.managingacareer.com/39), I cover the Success section of your IDP; in that section, you capture the results of your Action Plan and how you have grown from those activities. But, these forms of documentation may not be adequate to showcase your abilities when the next role relies on completely different skills than your current role.

        Many of the skills that you will need to have as a people manager are soft skills. Using them is often not tied directly to project results but affect HOW those results are achieve. Just documenting the results is not sufficient, so it will require a different approach. This week, I'd like to introduce you to a Leadership Portfolio.

        So, what do you capture in your Leadership Portfolio? At the most basic level, it should document your use of soft skills and particularly how they have impacted those around you. This is not an exhaustive list, but you should look to include instances when you:

        • coached and mentored others
        • navigated complex office politics
        • resolved a conflict within the team
        • showed executive presence
        • delegated work to a more junior team member
        
        

        A Leadership Portfolio isn't something that you will typically be asked to produce but just going through the process of tracking the use of soft skills will set you apart from your peers. Beyond that, though, the Leadership Portfolio becomes your evidence that you can present to your leader when you feel you are ready to move to management.

        When documenting your interactions with individuals, keep track of who you helped and your relationship to them. Include details about how they benefitted from your leadership such as learning a new skill or completing a project or even receiving a promotion. If you have any feedback from them such as quotes or thank-you notes, include that in your portfolio, too.

        When the entry is in relation to a project, capture the dates of the instance and which soft skills you leveraged to move the project forward. Document a summary of the event and what actions you took to address the situation.

        If you decide to track your Leadership Portfolio, schedule time on your calendar every week to reflect on which soft skills you used throughout the week. If you helped someone, be sure to follow up with them to get feedback on how the responded to that assistance. Review which soft skills you use and which you don't. In the coming weeks, look for opportunities to bolster those that you use least.

        This week, I've given you a technique that will be a differentiator when you approach your leader about opportunities to transition to a managerial position. It will take time…..and action….to fill your portfolio, so start your Leadership Portfolio today.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>On this podcast, I cover topics that can help you advance your career. In simple terms, this means putting yourself in the best possible position to be considered for a promotion. But, sometimes the next transition is from an individual to management role. This week, I cover a technique where you can document your leadership skills as you prepare for that change.

        When it comes to capturing the results of your work as an individual, I've covered several different methods. In Episode 044 (https://www.managingacareer.com/44), I cover how to report status to various audiences showing the value that you provide in the context of your current assignments. In Episode 039 (https://www.managingacareer.com/39), I cover the Success section of your IDP; in that section, you capture the results of your Action Plan and how you have grown from those activities. But, these forms of documentation may not be adequate to showcase your abilities when the next role relies on completely different skills than your current role.

        Many of the skills that you will need to have as a people manager are soft skills. Using them is often not tied directly to project results but affect HOW those results are achieve. Just documenting the results is not sufficient, so it will require a different approach. This week, I'd like to introduce you to a Leadership Portfolio.

        So, what do you capture in your Leadership Portfolio? At the most basic level, it should document your use of soft skills and particularly how they have impacted those around you. This is not an exhaustive list, but you should look to include instances when you:

        • coached and mentored others
        • navigated complex office politics
        • resolved a conflict within the team
        • showed executive presence
        • delegated work to a more junior team member
        
        

        A Leadership Portfolio isn't something that you will typically be asked to produce but just going through the process of tracking the use of soft skills will set you apart from your peers. Beyond that, though, the Leadership Portfolio becomes your evidence that you can present to your leader when you feel you are ready to move to management.

        When documenting your interactions with individuals, keep track of who you helped and your relationship to them. Include details about how they benefitted from your leadership such as learning a new skill or completing a project or even receiving a promotion. If you have any feedback from them such as quotes or thank-you notes, include that in your portfolio, too.

        When the entry is in relation to a project, capture the dates of the instance and which soft skills you leveraged to move the project forward. Document a summary of the event and what actions you took to address the situation.

        If you decide to track your Leadership Portfolio, schedule time on your calendar every week to reflect on which soft skills you used throughout the week. If you helped someone, be sure to follow up with them to get feedback on how the responded to that assistance. Review which soft skills you use and which you don't. In the coming weeks, look for opportunities to bolster those that you use least.

        This week, I've given you a technique that will be a differentiator when you approach your leader about opportunities to transition to a managerial position. It will take time…..and action….to fill your portfolio, so start your Leadership Portfolio today.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>99bab1e3-1787-4519-8402-e651dc4d6f1fTue, 08 Apr 2025 19:00:00 -050005:25falsefull8686Confidence Builds Confidence - MAC085 Back in Episode 083 (https://www.managingacareer.com/83) I talked about how Imposter Syndrome and Fear of Failure can derail your plans for career advancement. This week, I'd like to take a deeper dive at Confidence. Confidence, at it's very basic, is the believe that you will succeed in the current situation. Confidence is not arrogance; but they can be two side of the same coin.

        The biggest difference between Confidence and Arrogance is how others react to you and how you treat those around you. When you are confident, you state your case assertively but with respect. If you are arrogant, you will come across as dominating and dismissive. When you are confident, your believe in success can encourage those around you and lead them to want to help. Being arrogant, though, can alienate others when you act superior to them.

        So, how does confidence help when it comes to your career?

        • Being confident makes you a better speaker. When you believe in what you are saying, it comes across to those you are speaking to. Your confidence will help you make your point stronger.
        • When you are confident, you are focused on the final success and will not be hampered by small challenges along the way. Continued confidence in everything you do will have others considering you to be a "winner".
        • As I mentioned earlier, being confident can inspire those around you. This type of inspiration will have others viewing you as a leader because most people want to follow proven winners.
        • You confidence will also bring you bigger opportunities. When you are able to work through any challenges you face and still drive to success, you will gain the trust of your leaders. This trust will lead to those coveted higher-level assignments that eventually lead to promotion.
        
        

        Some people have what seems to be a natural confidence. You may even think that they were born with that confidence. But, in reality, confidence is a lot like compound interest. When you have a small success, you gain some confidence, which helps you have more success, which leads to more confidence, which leads to more success, and so on and so forth. When someone seems to be naturally confident, it is just that you are seeing them so far past their initial, awkward phase. If you find yourself in a situation where you don't have confidence, as I said in the episode on Imposter Syndrome, set as small of a goal as you can; make success almost a guaranteed outcome. Your confidence will build and grow much like a snowball rolling down a hill.

        Beyond starting with small wins, another confidence building technique is to practice self-affirmation. A negative mindset can erode your confidence. When you find yourself doubting your ability to succeed, you need to act quickly to change your mindset. Make positive statements about yourself, out loud if possible. As you make these statements, take a "superhero pose". You'll be surprised how just holding a powerful pose for a few minutes can boost your confidence.

        • Start by focusing on the things you KNOW you are capable of and focus on those positive aspects. Confidence builds on other confidence, so by going back to the basics, you are starting the seed of your confidence snowball.
        • Next, look at the skills that you are building. Focus on how proud you are of the growth you've already made. Make positive, affirming statements about the continued growth you will experience. These statements should be along the lines of "I *will* successfully learn……" and then name the skill.
        • Lastly, take the negative thoughts that you have and reframe them into statements of opportunity. Instead of saying "I _can't_" or "I'm not good at" say "Even though I do not currently have the ability, I can learn".
        
        

        Another way to build confidence is to reach out to your mentors and leaders to ask for constructive feedback. They can help you identify the things you are good at (the beginning of your confidence snowball) and how those strengths are positive for the team. This assessment can be a big confidence boost. They can also help you plan your next areas of growth. Competence builds confidence; the stronger you are in particular skill, the more confident you will be when using the skill. Never stop learning and refining your abilities.

        Where are you in your confidence journey? Are you just starting or have you already banked some successes? Regardless of where you are, a career coach can help you build your confidence. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]> Back in Episode 083 (https://www.managingacareer.com/83) I talked about how Imposter Syndrome and Fear of Failure can derail your plans for career advancement. This week, I'd like to take a deeper dive at Confidence. Confidence, at it's very basic, is the believe that you will succeed in the current situation. Confidence is not arrogance; but they can be two side of the same coin.

        The biggest difference between Confidence and Arrogance is how others react to you and how you treat those around you. When you are confident, you state your case assertively but with respect. If you are arrogant, you will come across as dominating and dismissive. When you are confident, your believe in success can encourage those around you and lead them to want to help. Being arrogant, though, can alienate others when you act superior to them.

        So, how does confidence help when it comes to your career?

        • Being confident makes you a better speaker. When you believe in what you are saying, it comes across to those you are speaking to. Your confidence will help you make your point stronger.
        • When you are confident, you are focused on the final success and will not be hampered by small challenges along the way. Continued confidence in everything you do will have others considering you to be a "winner".
        • As I mentioned earlier, being confident can inspire those around you. This type of inspiration will have others viewing you as a leader because most people want to follow proven winners.
        • You confidence will also bring you bigger opportunities. When you are able to work through any challenges you face and still drive to success, you will gain the trust of your leaders. This trust will lead to those coveted higher-level assignments that eventually lead to promotion.
        
        

        Some people have what seems to be a natural confidence. You may even think that they were born with that confidence. But, in reality, confidence is a lot like compound interest. When you have a small success, you gain some confidence, which helps you have more success, which leads to more confidence, which leads to more success, and so on and so forth. When someone seems to be naturally confident, it is just that you are seeing them so far past their initial, awkward phase. If you find yourself in a situation where you don't have confidence, as I said in the episode on Imposter Syndrome, set as small of a goal as you can; make success almost a guaranteed outcome. Your confidence will build and grow much like a snowball rolling down a hill.

        Beyond starting with small wins, another confidence building technique is to practice self-affirmation. A negative mindset can erode your confidence. When you find yourself doubting your ability to succeed, you need to act quickly to change your mindset. Make positive statements about yourself, out loud if possible. As you make these statements, take a "superhero pose". You'll be surprised how just holding a powerful pose for a few minutes can boost your confidence.

        • Start by focusing on the things you KNOW you are capable of and focus on those positive aspects. Confidence builds on other confidence, so by going back to the basics, you are starting the seed of your confidence snowball.
        • Next, look at the skills that you are building. Focus on how proud you are of the growth you've already made. Make positive, affirming statements about the continued growth you will experience. These statements should be along the lines of "I *will* successfully learn……" and then name the skill.
        • Lastly, take the negative thoughts that you have and reframe them into statements of opportunity. Instead of saying "I _can't_" or "I'm not good at" say "Even though I do not currently have the ability, I can learn".
        
        

        Another way to build confidence is to reach out to your mentors and leaders to ask for constructive feedback. They can help you identify the things you are good at (the beginning of your confidence snowball) and how those strengths are positive for the team. This assessment can be a big confidence boost. They can also help you plan your next areas of growth. Competence builds confidence; the stronger you are in particular skill, the more confident you will be when using the skill. Never stop learning and refining your abilities.

        Where are you in your confidence journey? Are you just starting or have you already banked some successes? Regardless of where you are, a career coach can help you build your confidence. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>1c293a46-6516-4920-907c-661785302ff3Tue, 01 Apr 2025 19:00:00 -050006:22falsefull8585Own the Problem, Bring Solutions - MAC084 The other day on LinkedIn, there was a post (https://www.linkedin.com/posts/lenareinhard_many-bosses-like-to-say-something-along-the-activity-7305950821341380610--N5o?utm_source=share&utm_medium=member_desktop&rcm=ACoAAACwlk8B_aCb2SXpDbHHORaRrI9SsfHvBMs) by Lena Reinhard, host of the Leadership Confidential podcast (https://www.lenareinhard.com/leadership-confidential), about the saying "don't bring me problems, bring me solutions". That post got me thinking.

        In her post, Lena (https://www.linkedin.com/in/lenareinhard/) expresses that she is not a fan of that phrase because it make the target of the statement feel like they are left to do all of the work themselves. Her suggestion is clarification through communication. Does your boss really expect you to solve the problem on your own or how you can align the way you work and ask for help with the way that they work and offer help.

        An example of how your work styles are not in alignment could be that in your one on ones with your leader, you may spend a large portion of the session complaining about a specific problem you're facing. Your manager may view that as asking for help but you just needed someone to vent to while you worked through conflict with another team.

        As a natural problem solver, I often had a similar response with my wife. Sometimes, she just wanted to vent about things going on with her job and I would often offer suggestions on how to proceed. Because our styles were in conflict, this would lead to frustration on both of our parts. Being able to communicate and align work styles with your boss (or spouse) can eliminate the frustration and turn things back to being a productive relationship.

        When everyone is on the same page when it comes to work style, what does your manager mean when they say "don't bring me problems, bring me solutions"? Your leader has a lot on their plate. They are responsible not just for keeping the members of their team productive and growing, but they also must take on tasks for THEIR leader. This often means that they are not able to spend a large portion of their day solving every problem on their team. They are looking for people to step up and own problems so that they don't have to. Unless they are a micromanager, they often only need to know about a problem under three specific conditions.

        Sometimes, when you have a solution to a problem, you need either approval or authority to proceed with the solution; you may have considered the alternatives and formulated a solid plan, but you need your boss to sign off on the final decision or to champion it to other teams. This is the perfect time to engage your boss; just be prepared to demonstrate the alternative solutions you considered and why this is the best path forward. If this solution impacts other teams, you may even need to refine your presentation as you communicate your solution beyond just your manager.

        The next situation is when you have narrowed down the options but need your manager to make the final decision. This case is a good opportunity to make yourself stand out. Instead of asking your leader to make the decision, ask for clarification on the criteria that they would use to decide. This will help you solve the current problem but also set you up for future success when you face a similar problem in the future. When your manager believes that you will make the same choice that they would make, you grain trust which leads to more autonomy as well as more strategic assignments.

        The final condition when you would bring a problem to your manager is when you have explored options but don't know how to proceed. When you find yourself without a clear path forward, you would do well to ask your manager, not for the answer, but for some strategies on how to proceed. Show them that you are interested in learning and growing and that you have a desire to solve problems on your own.

        If you are highly demanding of your manager's time because they have to solve every problem for you, they will come to dread every interaction they have with you. When you face a problem, instead of immediately taking it to your manager, use the problem as an opportunity to build trust and gain standing by showing independence. Work to think like your manager so that your solutions align with theirs. When you do this, you're bringing your manager solutions and not problems.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]> The other day on LinkedIn, there was a post (https://www.linkedin.com/posts/lenareinhard_many-bosses-like-to-say-something-along-the-activity-7305950821341380610--N5o?utm_source=share&utm_medium=member_desktop&rcm=ACoAAACwlk8B_aCb2SXpDbHHORaRrI9SsfHvBMs) by Lena Reinhard, host of the Leadership Confidential podcast (https://www.lenareinhard.com/leadership-confidential), about the saying "don't bring me problems, bring me solutions". That post got me thinking.

        In her post, Lena (https://www.linkedin.com/in/lenareinhard/) expresses that she is not a fan of that phrase because it make the target of the statement feel like they are left to do all of the work themselves. Her suggestion is clarification through communication. Does your boss really expect you to solve the problem on your own or how you can align the way you work and ask for help with the way that they work and offer help.

        An example of how your work styles are not in alignment could be that in your one on ones with your leader, you may spend a large portion of the session complaining about a specific problem you're facing. Your manager may view that as asking for help but you just needed someone to vent to while you worked through conflict with another team.

        As a natural problem solver, I often had a similar response with my wife. Sometimes, she just wanted to vent about things going on with her job and I would often offer suggestions on how to proceed. Because our styles were in conflict, this would lead to frustration on both of our parts. Being able to communicate and align work styles with your boss (or spouse) can eliminate the frustration and turn things back to being a productive relationship.

        When everyone is on the same page when it comes to work style, what does your manager mean when they say "don't bring me problems, bring me solutions"? Your leader has a lot on their plate. They are responsible not just for keeping the members of their team productive and growing, but they also must take on tasks for THEIR leader. This often means that they are not able to spend a large portion of their day solving every problem on their team. They are looking for people to step up and own problems so that they don't have to. Unless they are a micromanager, they often only need to know about a problem under three specific conditions.

        Sometimes, when you have a solution to a problem, you need either approval or authority to proceed with the solution; you may have considered the alternatives and formulated a solid plan, but you need your boss to sign off on the final decision or to champion it to other teams. This is the perfect time to engage your boss; just be prepared to demonstrate the alternative solutions you considered and why this is the best path forward. If this solution impacts other teams, you may even need to refine your presentation as you communicate your solution beyond just your manager.

        The next situation is when you have narrowed down the options but need your manager to make the final decision. This case is a good opportunity to make yourself stand out. Instead of asking your leader to make the decision, ask for clarification on the criteria that they would use to decide. This will help you solve the current problem but also set you up for future success when you face a similar problem in the future. When your manager believes that you will make the same choice that they would make, you grain trust which leads to more autonomy as well as more strategic assignments.

        The final condition when you would bring a problem to your manager is when you have explored options but don't know how to proceed. When you find yourself without a clear path forward, you would do well to ask your manager, not for the answer, but for some strategies on how to proceed. Show them that you are interested in learning and growing and that you have a desire to solve problems on your own.

        If you are highly demanding of your manager's time because they have to solve every problem for you, they will come to dread every interaction they have with you. When you face a problem, instead of immediately taking it to your manager, use the problem as an opportunity to build trust and gain standing by showing independence. Work to think like your manager so that your solutions align with theirs. When you do this, you're bringing your manager solutions and not problems.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>f24872de-09f4-4b2c-977b-021fac3167d6Tue, 25 Mar 2025 19:00:00 -050005:50falsefull8484Faking It - MAC083 There's been a lot of talk recently about "Imposter Syndrome". The term was coined by psychologists - Dr. Pauline Clance and Dr. Suzanne Imes in the late 1970s, but seems to be mentioned in so many different places the past few years. Having imposter syndrome is a very common experience in that most people experience some form of imposter syndrome at least once in their career.

        Imposter Syndrome is most prevalent when you take a new role. Self-doubt starts creeping in as you compare yourself to those around you. You may feel like you need to work extra hard to justify yourself to your new peers. You may even be dismissive of the accomplishments you DO have.

        As you work through the feelings of imposter syndrome, it's important to realize that someone believed in you in order for you to get to the position that you're in. Instead of thinking that you don't belong, focus on how you earned the right to the position. No one knows everything and with time and growth, you will be as much of an expert as anyone else.

        Another way to combat imposter syndrome is to keep track of your accomplishments and review them. If you have an Individual Development Plan using my template, you can also review the Successes section as covered in Episode 039 (https://www.managingacareer.com/39). You can reflect on how much you have learned and grown and realize what you are truly capable of.

        If all else fails, reach out to a trusted peer or a mentor or your leader and talk through your feelings. Often, they can talk about when they experienced imposter syndrome and how they worked through it.

        Closely related to imposter syndrome is the fear of failure and a lack of confidence. If you feel like an imposter, you may think that any tiny failure will reveal to the world that you don't belong. This type of thinking will quickly erode any confidence you have, just reinforcing the imposter syndrome.

        One of the best way to beat failure or the fear of it is to have a few wins. This is where I like to use the snowball effect. Set small, short-term goals that involve small risks that are easily achieved. When you have achieved the goal, set new goals that are slightly bigger. Each goal will build your confidence like a snowball……small at first but larger and larger as you layer each success on top of it.

        Gaining competence - through learning and successes - will also build confidence. When it comes to imposter syndrome, look at which areas make you feel the most uncertain. Are there trainings you can take or assignments that you can take on that will help you become more competent and eventually more confident? Competence and confidence go a long way in eliminating those feelings of imposter syndrome.

        Feelings of inadequacy can stall or kill any career advancement you may be seeking. It's important to recognize those feelings early and work to eliminate them and eliminate them quickly. If you find yourself struggling, one person who can help you overcome them is a career coach. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]> There's been a lot of talk recently about "Imposter Syndrome". The term was coined by psychologists - Dr. Pauline Clance and Dr. Suzanne Imes in the late 1970s, but seems to be mentioned in so many different places the past few years. Having imposter syndrome is a very common experience in that most people experience some form of imposter syndrome at least once in their career.

        Imposter Syndrome is most prevalent when you take a new role. Self-doubt starts creeping in as you compare yourself to those around you. You may feel like you need to work extra hard to justify yourself to your new peers. You may even be dismissive of the accomplishments you DO have.

        As you work through the feelings of imposter syndrome, it's important to realize that someone believed in you in order for you to get to the position that you're in. Instead of thinking that you don't belong, focus on how you earned the right to the position. No one knows everything and with time and growth, you will be as much of an expert as anyone else.

        Another way to combat imposter syndrome is to keep track of your accomplishments and review them. If you have an Individual Development Plan using my template, you can also review the Successes section as covered in Episode 039 (https://www.managingacareer.com/39). You can reflect on how much you have learned and grown and realize what you are truly capable of.

        If all else fails, reach out to a trusted peer or a mentor or your leader and talk through your feelings. Often, they can talk about when they experienced imposter syndrome and how they worked through it.

        Closely related to imposter syndrome is the fear of failure and a lack of confidence. If you feel like an imposter, you may think that any tiny failure will reveal to the world that you don't belong. This type of thinking will quickly erode any confidence you have, just reinforcing the imposter syndrome.

        One of the best way to beat failure or the fear of it is to have a few wins. This is where I like to use the snowball effect. Set small, short-term goals that involve small risks that are easily achieved. When you have achieved the goal, set new goals that are slightly bigger. Each goal will build your confidence like a snowball……small at first but larger and larger as you layer each success on top of it.

        Gaining competence - through learning and successes - will also build confidence. When it comes to imposter syndrome, look at which areas make you feel the most uncertain. Are there trainings you can take or assignments that you can take on that will help you become more competent and eventually more confident? Competence and confidence go a long way in eliminating those feelings of imposter syndrome.

        Feelings of inadequacy can stall or kill any career advancement you may be seeking. It's important to recognize those feelings early and work to eliminate them and eliminate them quickly. If you find yourself struggling, one person who can help you overcome them is a career coach. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>d4e5c377-ff0e-4223-9ac9-126cabda4db8Tue, 18 Mar 2025 19:00:00 -050004:52falsefull8383Quiet Firing - MAC082 Recently, companies have been in cost cutting mode. The most obvious result of this cost cutting, at least when it comes to your career, is that companies have been laying off large numbers of workers across all industries. But these very same companies are starting to balk at the negative press associated with "yet another layoff". This week, I take a look at the subtle ways that companies continue to reduce their headcount in a less public manner.
        Return to Office Mandates

        During COVID, social distancing and stay at home orders lead many to resort to remote work. During that time, many companies experienced record revenue and added staff to support future projections. These activities showed that remote work could be successful and many workers enjoyed the freedom offered by these new policies. Now that the height of the pandemic has passed, companies transitioned to a hybrid model where some days were worked remotely and some were worked in the office.

        I won't argue that there are benefits to being in the office with your co-workers, but now companies are changing their policy to switch from a hybrid schedule to one requiring workers to be in the office five days per week. The freedom that workers once had has been quickly eliminated. In some instances, this policy shift may make sense, but in most cases, this change leads to a situation where people voluntarily leave to find an opportunity that still offers the flexibility that they had become accustomed to.

        Reduction in Promotions and Frozen Salaries

        Beyond return to office mandates, employees are finding fewer opportunities for advancement and smaller salary increases. When a company is in the process of laying off employees, this often includes cancelling most of the open positions. For the positions that remain open, you will face additional competition from those on the reduction list as well as everyone else looking for a promotion.

        In addition to limited opportunities, many are finding that salary increases are small or non-existent and bonuses are reduced or eliminated all under the banner of controlling costs. Those expecting some sort of increase to their bank account will face dissatisfaction and demotivation. And for the company, this could be a way to reduce staff without the stigma of another round of layoffs.

        Overworked and Burnt Out

        One would hope that layoffs are targeted to areas where shifting business needs have lead to reduced workloads, but they often hit areas that were already understaffed. Those that remain are often asked to do "more with less". Goals are set more aggressively in order to recover some level of profitability.

        With the constant fear of being "next", people will just accept the additional workload and strive to do everything asked of them, even if it means working longer hours and opting not to take all of their allotted time off. This is an unsustainable position that will only lead to burnout.

        Singled Out

        The other factors are things that apply generally to everyone in the company. But you could also find yourself targeted by your company to encourage you to leave. You may find that your responsibilities are changing, often in a manner that doesn't align with your career plan and skill set or potentially even having diminished responsibility levels. Performance reviews may not accurately reflect the level of contributions you have made. Feedback is not constructive or even offered.

        If it feels like your manager is pushing you out in this manner, you may have no choice but to look for alternatives. There may be opportunities to remain at the company but to transfer to another group. But, if that is not an option, take advantage of the situation as best you can. Use any training resources available to you and do your best to remain employed, but begin exploring your options elsewhere.

        Navigating Your Options

        If you find yourself in a situation where your company is looking for ways to drive people to leave, there may be some things you can do to ease some of the stress you find yourself facing.

        Policy may require you to be in the office five days per week, but there may be flexibility in the hours that you are in the office. Maybe you can negotiate having certain mornings or afternoon continue to be remote as long as you still meet the five day mandate.

        If promotions and salaries are not an option, it may be possible to receive other non-monetary benefits. A change in title doesn't cost the company any money but could add some needed prestige as you explore other jobs. Having expanded access to training resources can allow you to increase your skills opening up other opportunities previously unavailable to you.

        In Episode 053 (https://www.managingacareer.com/53), I covered what you should do if you've been laid off, but many of those same strategies apply if you find yourself being quietly fired.

        A career coach can help you navigate these difficult times and set yourself up for future success. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]> Recently, companies have been in cost cutting mode. The most obvious result of this cost cutting, at least when it comes to your career, is that companies have been laying off large numbers of workers across all industries. But these very same companies are starting to balk at the negative press associated with "yet another layoff". This week, I take a look at the subtle ways that companies continue to reduce their headcount in a less public manner.
        Return to Office Mandates

        During COVID, social distancing and stay at home orders lead many to resort to remote work. During that time, many companies experienced record revenue and added staff to support future projections. These activities showed that remote work could be successful and many workers enjoyed the freedom offered by these new policies. Now that the height of the pandemic has passed, companies transitioned to a hybrid model where some days were worked remotely and some were worked in the office.

        I won't argue that there are benefits to being in the office with your co-workers, but now companies are changing their policy to switch from a hybrid schedule to one requiring workers to be in the office five days per week. The freedom that workers once had has been quickly eliminated. In some instances, this policy shift may make sense, but in most cases, this change leads to a situation where people voluntarily leave to find an opportunity that still offers the flexibility that they had become accustomed to.

        Reduction in Promotions and Frozen Salaries

        Beyond return to office mandates, employees are finding fewer opportunities for advancement and smaller salary increases. When a company is in the process of laying off employees, this often includes cancelling most of the open positions. For the positions that remain open, you will face additional competition from those on the reduction list as well as everyone else looking for a promotion.

        In addition to limited opportunities, many are finding that salary increases are small or non-existent and bonuses are reduced or eliminated all under the banner of controlling costs. Those expecting some sort of increase to their bank account will face dissatisfaction and demotivation. And for the company, this could be a way to reduce staff without the stigma of another round of layoffs.

        Overworked and Burnt Out

        One would hope that layoffs are targeted to areas where shifting business needs have lead to reduced workloads, but they often hit areas that were already understaffed. Those that remain are often asked to do "more with less". Goals are set more aggressively in order to recover some level of profitability.

        With the constant fear of being "next", people will just accept the additional workload and strive to do everything asked of them, even if it means working longer hours and opting not to take all of their allotted time off. This is an unsustainable position that will only lead to burnout.

        Singled Out

        The other factors are things that apply generally to everyone in the company. But you could also find yourself targeted by your company to encourage you to leave. You may find that your responsibilities are changing, often in a manner that doesn't align with your career plan and skill set or potentially even having diminished responsibility levels. Performance reviews may not accurately reflect the level of contributions you have made. Feedback is not constructive or even offered.

        If it feels like your manager is pushing you out in this manner, you may have no choice but to look for alternatives. There may be opportunities to remain at the company but to transfer to another group. But, if that is not an option, take advantage of the situation as best you can. Use any training resources available to you and do your best to remain employed, but begin exploring your options elsewhere.

        Navigating Your Options

        If you find yourself in a situation where your company is looking for ways to drive people to leave, there may be some things you can do to ease some of the stress you find yourself facing.

        Policy may require you to be in the office five days per week, but there may be flexibility in the hours that you are in the office. Maybe you can negotiate having certain mornings or afternoon continue to be remote as long as you still meet the five day mandate.

        If promotions and salaries are not an option, it may be possible to receive other non-monetary benefits. A change in title doesn't cost the company any money but could add some needed prestige as you explore other jobs. Having expanded access to training resources can allow you to increase your skills opening up other opportunities previously unavailable to you.

        In Episode 053 (https://www.managingacareer.com/53), I covered what you should do if you've been laid off, but many of those same strategies apply if you find yourself being quietly fired.

        A career coach can help you navigate these difficult times and set yourself up for future success. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>e687e1c3-a918-46bc-a9d8-fcfa67a6f296Tue, 11 Mar 2025 19:00:00 -050006:40falsefull8282Visibility - MAC081 The job market right now is a really scary place. Large companies are laying off employees. Even the government, usually one of the more stable places to work is reducing their headcount. There are no guarantees of job security unless you own the company, but if you want to provide at least a modicum of safety when the reductions come around, you have to find a way to become indispensable.

        There will be many who, when times are tough, will go into what I like to call "turtle" mode. They'll find ways to hide in their shell and hope that when the cuts come, they're overlooked. But if you want to be important, it starts with being seen. While this may feel uncomfortable and risky, if no one knows who you are and what you contribute to the company, how can you be viewed as an indispensable part of the company?

        The first step to becoming more visible is to be more vocal. In meetings, pay attention to what is being discussed and look for opportunities to ask insightful questions. A well crafted question at the right time can show the attendees that you have desire to learn more about the subject. You can also express your opinion on topics that you already have a level of understanding. When others make suggestions, you can also offer support for their ideas -- just be careful of coming across as a "yes man".

        The next step is to volunteer. When there are activities that involve highly visible or extremely challenging tasks, instead of shying away from them, step up and take ownership of those activities. By taking them on, you show ownership and leadership. Additionally, success on these assignments is amplified across the organization.

        Another way to more visible is to tell everyone. This isn't about bragging. But, if you think back to Episode 044 (https://www.managingacareer.com/44), I cover Reporting Status. In that episode, I talk about how you can create a status report that expresses the value you have provided and how you might tailor those reports to different audiences. If you create a status report to be sent to your leader and their peers, you can increase you visibility without coming across as braggadocios.

        The last way to increase your visibility is to talk to more people. In Episode 029, Building a Network (https://www.managingacareer.com/29) and Episode 070, Sphere of Influence (https://www.managingacareer.com/70), I offer several ways that you can grow your network -- both within and outside of your company. Use your network to showcase your contributions, especially with key decision-makers. Become a hub of knowledge by sharing industry trends and articles about new ideas and technology. Being that hub will have others seeking YOU out to be a part of THEIR network.

        In last week's episode (https://www.managingacareer.com/80) the focus is on turning your Action Plan into daily Habits. You can apply this same strategy to increasing your visibility.

        • To be more vocal, make a point of asking one question in each project meeting that you are in.
        • Take ownership by making sure that you leave each meeting with at least one action item.
        • Showcase your wins by sending a weekly status report.
        • Build your network by scheduling a weekly coffee break with different people within your department.
        
        

        Hiding in your shell and being quiet may feel comfortable, especially when the world feels chaotic, but that is not the path to job security or career advancement. When you are just starting out, use visibility to build credibility and showcase your leadership skills. When you are in the middle job grades, visibility can help you be assigned to the preferred projects. As you transition to positions of leadership, visibility will strengthen your position and ensure that you are leading a growing team.

        Visibility is a critical component of growth. Help me grow this podcast by going to your podcast platform of choice or the Managing A Career website (https://www.managingacareer.com/reviews/new/) and leaving an honest review. More reviews will help others searching for career growth podcasts find and follow this podcast.

        ]]> The job market right now is a really scary place. Large companies are laying off employees. Even the government, usually one of the more stable places to work is reducing their headcount. There are no guarantees of job security unless you own the company, but if you want to provide at least a modicum of safety when the reductions come around, you have to find a way to become indispensable.

        There will be many who, when times are tough, will go into what I like to call "turtle" mode. They'll find ways to hide in their shell and hope that when the cuts come, they're overlooked. But if you want to be important, it starts with being seen. While this may feel uncomfortable and risky, if no one knows who you are and what you contribute to the company, how can you be viewed as an indispensable part of the company?

        The first step to becoming more visible is to be more vocal. In meetings, pay attention to what is being discussed and look for opportunities to ask insightful questions. A well crafted question at the right time can show the attendees that you have desire to learn more about the subject. You can also express your opinion on topics that you already have a level of understanding. When others make suggestions, you can also offer support for their ideas -- just be careful of coming across as a "yes man".

        The next step is to volunteer. When there are activities that involve highly visible or extremely challenging tasks, instead of shying away from them, step up and take ownership of those activities. By taking them on, you show ownership and leadership. Additionally, success on these assignments is amplified across the organization.

        Another way to more visible is to tell everyone. This isn't about bragging. But, if you think back to Episode 044 (https://www.managingacareer.com/44), I cover Reporting Status. In that episode, I talk about how you can create a status report that expresses the value you have provided and how you might tailor those reports to different audiences. If you create a status report to be sent to your leader and their peers, you can increase you visibility without coming across as braggadocios.

        The last way to increase your visibility is to talk to more people. In Episode 029, Building a Network (https://www.managingacareer.com/29) and Episode 070, Sphere of Influence (https://www.managingacareer.com/70), I offer several ways that you can grow your network -- both within and outside of your company. Use your network to showcase your contributions, especially with key decision-makers. Become a hub of knowledge by sharing industry trends and articles about new ideas and technology. Being that hub will have others seeking YOU out to be a part of THEIR network.

        In last week's episode (https://www.managingacareer.com/80) the focus is on turning your Action Plan into daily Habits. You can apply this same strategy to increasing your visibility.

        • To be more vocal, make a point of asking one question in each project meeting that you are in.
        • Take ownership by making sure that you leave each meeting with at least one action item.
        • Showcase your wins by sending a weekly status report.
        • Build your network by scheduling a weekly coffee break with different people within your department.
        
        

        Hiding in your shell and being quiet may feel comfortable, especially when the world feels chaotic, but that is not the path to job security or career advancement. When you are just starting out, use visibility to build credibility and showcase your leadership skills. When you are in the middle job grades, visibility can help you be assigned to the preferred projects. As you transition to positions of leadership, visibility will strengthen your position and ensure that you are leading a growing team.

        Visibility is a critical component of growth. Help me grow this podcast by going to your podcast platform of choice or the Managing A Career website (https://www.managingacareer.com/reviews/new/) and leaving an honest review. More reviews will help others searching for career growth podcasts find and follow this podcast.

        ]]>6126507d-1ea8-4fed-b0a0-1390cc282a2bTue, 04 Mar 2025 20:00:00 -050005:18falsefull8181Action Plan to Habit - MAC080 Last year, I covered the Individual Development Plan or IDP in a series of episodes.

        In Episode 036 (https://www.managingacareer.com/36), I introduce the IDP and cover why it should be an important part of your career growth.

        In Episode 037 (https://www.managingacareer.com/37) I describe the Vision and Roadmap sections of the IDP and how they represent the foundation for understanding where your career is headed.

        Episode 038 (https://www.managingacareer.com/38) covers the Assessment and Next Role sections. These sections break down which skills you will need in order to advance and how you rank against them.

        Episode 039 (https://www.managingacareer.com/39) shows you how to build an Action Plan for reaching your goals and to document your Successes as you build the skills you need.

        And I wrapped up the series in Episode 040 (https://www.managingacareer.com/40) where I explained the process of how you can integrate your IDP into your career discussions with your leader.

        If you're like most people, the last time you thought about career goals was last year during your annual planning sessions. But the purpose of the IDP is to help you take a high level career vision and break it down systematically ultimately into an action plan that you can make measurable progress against. Career advancement isn't something that happens instantaneously, but instead is the culmination of a series of purposeful steps. This week, I'd like to talk about how, by turning your Action Plan into daily habits, your career growth becomes almost automatic.

        If you read books such as Atomic Habits by James Clear or The Power of Habit by Charles Duhigg, they break habits down into three main components.

        • A cue or trigger - something that sets the habit in motion. An example might be the habit of brushing your teeth as part of your regular morning or nighttime routines -- the trigger being the time of day.
        • A routine - this is the action that you want to become a habit.
        • A reward - this is some sort of positive response that reinforces the routine action.
        
        

        Your Action Plan should follow some sort of Goal framework. Episode 047 (https://www.managingacareer.com/47) lists several common frameworks such as OKR - Objectives and Key Results, Backwards Goals, and SMART goals.

        If you take the example from Episode 039 of "Improve my presentation skills" which I turned into a SMART goal of "give a 30-minute presentation in front of an audience of at least 30 people", you can turn this into a series of daily habits that help you build the skill and confidence to deliver the presentation. With a goal of giving a 30-minute presentation, you could form a daily habit of creating a summary of every article that you read. The cue or trigger would be reading an article. The routine would be to write the summary. The reward could be anything that encourages you to perform the routine.

        As you work to create these habits, there are some things that you can do to increase your likelihood of the behavior becoming a true habit. The first is that you can attach them to some of your existing habits. For example, as you drink your first cup of coffee, you could attach a habit of reading an article -- that you later summarize. If an existing habit is the trigger for the new habit, you are practicing "Habit Stacking".

        The next thing you can do to increase the likelihood of forming a habit is to use some sort of system for tracking progress. This could be as simple as the process made popular by Jerry Seinfeld. Every time you complete the habit, mark the date on the calendar. See how long you can build the chain of consecutive days performing the routine. If you aren't a fan of that one, there are several habit tracking programs you can find in your phone's app store.

        The third thing you can do to increase the chances of success is to keep the activity simple. If it takes more than just a few minutes to perform the routine, you're more likely to skip it when time is tight. Remove as many barriers as possible so that it's almost more convenient to perform the habit than it is to skip it.

        As you start the process of breaking your Action Plan into daily habits, start with one. It can be overwhelming to try to start multiple habits, so focus on one habit at a time. Take advantage of some sort of reminder, whether that is built in to a tracking tool or posting sticky notes around your house. And if possible, find an accountability partner who will check in on your habit-forming progress.

        The key is to find small, repeatable steps that build towards the defined goal in your Action Plan. By building these as daily habits you'll find that completing the goals gets easier. If you would like a copy of my free IDP template, reach out to me via the Contact Form (https://www.managingacareer.com/contact/) on the ManagingACareer.com website and I will send you one.

        ]]> Last year, I covered the Individual Development Plan or IDP in a series of episodes.

        In Episode 036 (https://www.managingacareer.com/36), I introduce the IDP and cover why it should be an important part of your career growth.

        In Episode 037 (https://www.managingacareer.com/37) I describe the Vision and Roadmap sections of the IDP and how they represent the foundation for understanding where your career is headed.

        Episode 038 (https://www.managingacareer.com/38) covers the Assessment and Next Role sections. These sections break down which skills you will need in order to advance and how you rank against them.

        Episode 039 (https://www.managingacareer.com/39) shows you how to build an Action Plan for reaching your goals and to document your Successes as you build the skills you need.

        And I wrapped up the series in Episode 040 (https://www.managingacareer.com/40) where I explained the process of how you can integrate your IDP into your career discussions with your leader.

        If you're like most people, the last time you thought about career goals was last year during your annual planning sessions. But the purpose of the IDP is to help you take a high level career vision and break it down systematically ultimately into an action plan that you can make measurable progress against. Career advancement isn't something that happens instantaneously, but instead is the culmination of a series of purposeful steps. This week, I'd like to talk about how, by turning your Action Plan into daily habits, your career growth becomes almost automatic.

        If you read books such as Atomic Habits by James Clear or The Power of Habit by Charles Duhigg, they break habits down into three main components.

        • A cue or trigger - something that sets the habit in motion. An example might be the habit of brushing your teeth as part of your regular morning or nighttime routines -- the trigger being the time of day.
        • A routine - this is the action that you want to become a habit.
        • A reward - this is some sort of positive response that reinforces the routine action.
        
        

        Your Action Plan should follow some sort of Goal framework. Episode 047 (https://www.managingacareer.com/47) lists several common frameworks such as OKR - Objectives and Key Results, Backwards Goals, and SMART goals.

        If you take the example from Episode 039 of "Improve my presentation skills" which I turned into a SMART goal of "give a 30-minute presentation in front of an audience of at least 30 people", you can turn this into a series of daily habits that help you build the skill and confidence to deliver the presentation. With a goal of giving a 30-minute presentation, you could form a daily habit of creating a summary of every article that you read. The cue or trigger would be reading an article. The routine would be to write the summary. The reward could be anything that encourages you to perform the routine.

        As you work to create these habits, there are some things that you can do to increase your likelihood of the behavior becoming a true habit. The first is that you can attach them to some of your existing habits. For example, as you drink your first cup of coffee, you could attach a habit of reading an article -- that you later summarize. If an existing habit is the trigger for the new habit, you are practicing "Habit Stacking".

        The next thing you can do to increase the likelihood of forming a habit is to use some sort of system for tracking progress. This could be as simple as the process made popular by Jerry Seinfeld. Every time you complete the habit, mark the date on the calendar. See how long you can build the chain of consecutive days performing the routine. If you aren't a fan of that one, there are several habit tracking programs you can find in your phone's app store.

        The third thing you can do to increase the chances of success is to keep the activity simple. If it takes more than just a few minutes to perform the routine, you're more likely to skip it when time is tight. Remove as many barriers as possible so that it's almost more convenient to perform the habit than it is to skip it.

        As you start the process of breaking your Action Plan into daily habits, start with one. It can be overwhelming to try to start multiple habits, so focus on one habit at a time. Take advantage of some sort of reminder, whether that is built in to a tracking tool or posting sticky notes around your house. And if possible, find an accountability partner who will check in on your habit-forming progress.

        The key is to find small, repeatable steps that build towards the defined goal in your Action Plan. By building these as daily habits you'll find that completing the goals gets easier. If you would like a copy of my free IDP template, reach out to me via the Contact Form (https://www.managingacareer.com/contact/) on the ManagingACareer.com website and I will send you one.

        ]]>18315880-afc8-4f3e-a2cd-692993712676Tue, 25 Feb 2025 20:00:00 -050006:17falsefull8080Building Someone Else's Network - MAC079 Back in Episode 029 (https://www.managingacareer.com/29), I talked about how to build your network. In that episode, I suggested that you can attend meet-ups and conferences to expand your network. And then, through the connections you have, you can find ways to get connected to others that can help you learn and grow.

        But networking isn't just about how other people can help you. It should be a reciprocal relationship. With the state of the job market right now and so many professionals finding themselves laid off from jobs they may have had for years, now is the perfect time for you to use the resources and connections you have to help others.

        Spend time going through your list of connections on LinkedIn and see who has the "Open To Work" banner enabled or who has recently posted about looking for a job. Do you remember how you're connected to them? Do you remember what they know about or what they do?

        Reach out to each of the people on your list. If it has been a while since you've connected, spend some time catching up. As you reconnect, provide them with emotional support. Remind them of the things that you liked about interacting with them. Play up their strengths. Losing a job is stressful and demoralizing. Being available to talk and boosting their confidence can go a long way to helping even if just to lift someone's spirits.

        If you have experience with the hiring and interview process, you might also offer to review their resume and LinkedIn profile or to provide interview practice for them. It can be difficult to know why you aren't getting jobs when you just hear the "no". By offering to give them constructive feedback, it can help them break past the screeners and possibly even land a job.

        If there are people in your connections that have the "Hiring" banner up or have recently posted openings at their company, offer to provide introductions to contacts that they do not know. By becoming a connector, you are reinforcing your value to both parties. Not only does this help them now, but it will help keep you in mind when they have other opportunities in the future.

        Not everyone you are connected to has an "Open To Work" or "Hiring" banner on their profile. When you see good or interesting job postings, share them on social media. If someone is unhappy with their job and is secretly looking, it will bring the jobs you post about into their focus. They may even reach out to you allowing you to be able to provide some of the other means of support.

        You can also share the profile of someone looking for work and highlight their strengths. The benefit of a network isn't always the direct connections. Sometimes it's the friend of a friend of a friend that winds up having the solution to the problem.

        So, to recap. If you want to strengthen your network, you should look for opportunities to help others and not just look at your network as something to use. Taking actions to help those in your network will have payback in the future when you really need it. With the current state of the job market, this is a great time to invest in your network by helping others find a job. Offer emotional support. Help them with the application and interview process. Be a connector. What you will find is that if you help someone find a new job, it can build some very strong connections. It can also lead to new connections for YOUR network.

        Networking is a two-way street. It's one of the reasons that I started this podcast. I invest my time in creating each weeks' episode because I want to share the things that I've learned throughout my career and offer content that helps you on your own personal journey. Word of mouth is one of the strongest methods for spreading the word because it builds on the trust that you already have created. If you found this episode -- or any other episode -- to be helpful, share it with your network. Help me grow my audience through your network.

        ]]> Back in Episode 029 (https://www.managingacareer.com/29), I talked about how to build your network. In that episode, I suggested that you can attend meet-ups and conferences to expand your network. And then, through the connections you have, you can find ways to get connected to others that can help you learn and grow.

        But networking isn't just about how other people can help you. It should be a reciprocal relationship. With the state of the job market right now and so many professionals finding themselves laid off from jobs they may have had for years, now is the perfect time for you to use the resources and connections you have to help others.

        Spend time going through your list of connections on LinkedIn and see who has the "Open To Work" banner enabled or who has recently posted about looking for a job. Do you remember how you're connected to them? Do you remember what they know about or what they do?

        Reach out to each of the people on your list. If it has been a while since you've connected, spend some time catching up. As you reconnect, provide them with emotional support. Remind them of the things that you liked about interacting with them. Play up their strengths. Losing a job is stressful and demoralizing. Being available to talk and boosting their confidence can go a long way to helping even if just to lift someone's spirits.

        If you have experience with the hiring and interview process, you might also offer to review their resume and LinkedIn profile or to provide interview practice for them. It can be difficult to know why you aren't getting jobs when you just hear the "no". By offering to give them constructive feedback, it can help them break past the screeners and possibly even land a job.

        If there are people in your connections that have the "Hiring" banner up or have recently posted openings at their company, offer to provide introductions to contacts that they do not know. By becoming a connector, you are reinforcing your value to both parties. Not only does this help them now, but it will help keep you in mind when they have other opportunities in the future.

        Not everyone you are connected to has an "Open To Work" or "Hiring" banner on their profile. When you see good or interesting job postings, share them on social media. If someone is unhappy with their job and is secretly looking, it will bring the jobs you post about into their focus. They may even reach out to you allowing you to be able to provide some of the other means of support.

        You can also share the profile of someone looking for work and highlight their strengths. The benefit of a network isn't always the direct connections. Sometimes it's the friend of a friend of a friend that winds up having the solution to the problem.

        So, to recap. If you want to strengthen your network, you should look for opportunities to help others and not just look at your network as something to use. Taking actions to help those in your network will have payback in the future when you really need it. With the current state of the job market, this is a great time to invest in your network by helping others find a job. Offer emotional support. Help them with the application and interview process. Be a connector. What you will find is that if you help someone find a new job, it can build some very strong connections. It can also lead to new connections for YOUR network.

        Networking is a two-way street. It's one of the reasons that I started this podcast. I invest my time in creating each weeks' episode because I want to share the things that I've learned throughout my career and offer content that helps you on your own personal journey. Word of mouth is one of the strongest methods for spreading the word because it builds on the trust that you already have created. If you found this episode -- or any other episode -- to be helpful, share it with your network. Help me grow my audience through your network.

        ]]>ea0d9c97-3df0-4ddd-ad27-42d6107618edTue, 18 Feb 2025 20:00:00 -050005:18falsefull7979Future Proof You - MAC078AI and automation have become game changers across every industry. No matter what you do for a career, you're going to need to figure out how to introduce their capabilities or find yourself falling behind those that can. This week, I'll take a look at some of the things you can do to integrate AI into your normal workflows.

        Before we look at the capabilities of AI, let's talk about data privacy. Unless the company you work for is paying for the enterprise version of whatever AI you are using, you should only submit information that is deemed public. If there is any question about whether you should submit the information to the AI tools, you should consult the appropriate departments at your company. There are many example instances where company secrets were leaked by someone unfamiliar with how these AI services worked. Don't let that be you.

        The other key thing that you need to be aware of when it comes to AI is the concept of hallucinations. In terms of AI, a hallucination is when the AI generates something that seems plausible but may not be factually correct. This stems from the basis of how these AIs work. When an AI generates an answer, it is just putting words together based on the likelihood that they would appear in that order. While this often leads to useful information, it can occasionally generate incorrect information. You should not implicitly trust the results of the AI without some level of verification.

        In spite of all of that, AIs are still a valuable tool across many different roles.

        Researching. One of the best uses of an AI chatbot is to be able to ask simple questions and receive in-dept responses. When using a traditional search engine, you likely have to look across multiple entries in the result to glean the information that is provided by a single chatbot query. And the real power comes when you ask deeper or clarifying questions about aspects of the response; it's this interactive chat capability that makes the AI really shine. Just be aware that if you do use a chatbot for research, you should also tell it to cite sources to make it easier to validate that the information comes from a credible source and reduce the chances of falling for hallucinations.

        Summarizing. If any part of your job involves reading lengthy websites or large online documents, there are AIs that can summarize those contents for you. Once the summary has been created, you can even ask follow-up questions about the document to dive deeper into specific aspects that most interest you. This doesn't replace the need to read them, but it can help you prioritize which portions to read in depth or which provides the information you might be looking for.

        Transcribing and Meeting Notes. There are specialized AIs that can extract information from a recording. They can create a transcript including identifying unique speakers. Additionally, they can summarize and provide meeting notes and summaries including calling out action items that were identified as part of the meeting. Some AIs even provide insights into how you sounded during the meeting; did you come across as confident or was the audience confused by what you said? This type of feedback can help your reformulate your ideas to be more compelling.

        Writing. One of the things that these AIs excel at is writing. Many of the modern AIs are what are considered LLMs - Large Language Models. These AIs have been trained on how language is constructed. You can easily turn bullet points and vague ideas into complete paragraphs. I don't recommend just copying and pasting the generated results, but it's much easier to edit a response than it is to start with a blank page. Even episodes of Managing A Career start with a brainstorming session with an AI. I use the results as inspiration, but every episode is my own creation.

        Images and Video. Much like writing, there are specialist AIs that can take a few sentences and generate graphical results such as images and video. And just like writing, I would not just take the results verbatim, but using the AI results as inspiration can kick-start the creative process.

        Specialty AIs. There are also many specialty AIs that have been trained on information specific to an industry. There are tools that focus on the medical field that can help with diagnosis or treatment or even in reading medical images. There are tools for the financial industry that can recommend investments based on a persons risk tolerance and investment goals. And one of the more popular areas for specialty AI is for the software development industry where AIs are able to write large portions of the code needed to run businesses. But, regardless of the industry, it's important to remember that these AI tools are still imperfect and you need to use your expertise and knowledge to vet any answer.

        Custom AIs. The final type of AI is one that is custom built for your needs. This requires more technical skill than the others, but it has the highest potential for benefit. This may require the assistance of I/T and clearance from legal, but when an AI is trained on your data, it opens up more specific questions that you can ask. You could ask the AI about buying patterns of your various customers. You could ask the AI about most common solutions to customers' problems. You could ask about potential design ideas and how customers would react to them.

        Automation. Once you have a custom AI built that understands your business processes and data, it opens up the possibility of automation using AI agents. These types of agents allow you to delegate tasks to a virtual assistant giving you more free time to work on more strategic activities. For instance, if you regularly respond to customer emails, you can have an AI agent author drafts for your final review before sending. Or if the AI understands how you onboard customers, you can let the AI agent begin the process while you just provide oversight to ensure accuracy and interject a human touch when needed.

        There is a lot of worry by the world at large that AIs are going to put people out of a job, but in reality, they are just a tool like any other. Tools like a powered saw allow you to cut wood more efficiently, but there are still people that cut the wood. Treat AI, like an assistant that you can delegate lower level tasks to freeing you up to concentrate on those higher level tasks that can help you advance your career.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        [episode artwork was generated by AI]

        ]]>AI and automation have become game changers across every industry. No matter what you do for a career, you're going to need to figure out how to introduce their capabilities or find yourself falling behind those that can. This week, I'll take a look at some of the things you can do to integrate AI into your normal workflows.

        Before we look at the capabilities of AI, let's talk about data privacy. Unless the company you work for is paying for the enterprise version of whatever AI you are using, you should only submit information that is deemed public. If there is any question about whether you should submit the information to the AI tools, you should consult the appropriate departments at your company. There are many example instances where company secrets were leaked by someone unfamiliar with how these AI services worked. Don't let that be you.

        The other key thing that you need to be aware of when it comes to AI is the concept of hallucinations. In terms of AI, a hallucination is when the AI generates something that seems plausible but may not be factually correct. This stems from the basis of how these AIs work. When an AI generates an answer, it is just putting words together based on the likelihood that they would appear in that order. While this often leads to useful information, it can occasionally generate incorrect information. You should not implicitly trust the results of the AI without some level of verification.

        In spite of all of that, AIs are still a valuable tool across many different roles.

        Researching. One of the best uses of an AI chatbot is to be able to ask simple questions and receive in-dept responses. When using a traditional search engine, you likely have to look across multiple entries in the result to glean the information that is provided by a single chatbot query. And the real power comes when you ask deeper or clarifying questions about aspects of the response; it's this interactive chat capability that makes the AI really shine. Just be aware that if you do use a chatbot for research, you should also tell it to cite sources to make it easier to validate that the information comes from a credible source and reduce the chances of falling for hallucinations.

        Summarizing. If any part of your job involves reading lengthy websites or large online documents, there are AIs that can summarize those contents for you. Once the summary has been created, you can even ask follow-up questions about the document to dive deeper into specific aspects that most interest you. This doesn't replace the need to read them, but it can help you prioritize which portions to read in depth or which provides the information you might be looking for.

        Transcribing and Meeting Notes. There are specialized AIs that can extract information from a recording. They can create a transcript including identifying unique speakers. Additionally, they can summarize and provide meeting notes and summaries including calling out action items that were identified as part of the meeting. Some AIs even provide insights into how you sounded during the meeting; did you come across as confident or was the audience confused by what you said? This type of feedback can help your reformulate your ideas to be more compelling.

        Writing. One of the things that these AIs excel at is writing. Many of the modern AIs are what are considered LLMs - Large Language Models. These AIs have been trained on how language is constructed. You can easily turn bullet points and vague ideas into complete paragraphs. I don't recommend just copying and pasting the generated results, but it's much easier to edit a response than it is to start with a blank page. Even episodes of Managing A Career start with a brainstorming session with an AI. I use the results as inspiration, but every episode is my own creation.

        Images and Video. Much like writing, there are specialist AIs that can take a few sentences and generate graphical results such as images and video. And just like writing, I would not just take the results verbatim, but using the AI results as inspiration can kick-start the creative process.

        Specialty AIs. There are also many specialty AIs that have been trained on information specific to an industry. There are tools that focus on the medical field that can help with diagnosis or treatment or even in reading medical images. There are tools for the financial industry that can recommend investments based on a persons risk tolerance and investment goals. And one of the more popular areas for specialty AI is for the software development industry where AIs are able to write large portions of the code needed to run businesses. But, regardless of the industry, it's important to remember that these AI tools are still imperfect and you need to use your expertise and knowledge to vet any answer.

        Custom AIs. The final type of AI is one that is custom built for your needs. This requires more technical skill than the others, but it has the highest potential for benefit. This may require the assistance of I/T and clearance from legal, but when an AI is trained on your data, it opens up more specific questions that you can ask. You could ask the AI about buying patterns of your various customers. You could ask the AI about most common solutions to customers' problems. You could ask about potential design ideas and how customers would react to them.

        Automation. Once you have a custom AI built that understands your business processes and data, it opens up the possibility of automation using AI agents. These types of agents allow you to delegate tasks to a virtual assistant giving you more free time to work on more strategic activities. For instance, if you regularly respond to customer emails, you can have an AI agent author drafts for your final review before sending. Or if the AI understands how you onboard customers, you can let the AI agent begin the process while you just provide oversight to ensure accuracy and interject a human touch when needed.

        There is a lot of worry by the world at large that AIs are going to put people out of a job, but in reality, they are just a tool like any other. Tools like a powered saw allow you to cut wood more efficiently, but there are still people that cut the wood. Treat AI, like an assistant that you can delegate lower level tasks to freeing you up to concentrate on those higher level tasks that can help you advance your career.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        [episode artwork was generated by AI]

        ]]>73a7d874-67d4-44ae-85a2-d2aec07ae701Tue, 11 Feb 2025 20:00:00 -050008:20falsefull7878Loyalty - MAC077My dad worked at the same company from when he was in his early 20s until he retired -- with a pension. These days, that is a rare event. Companies are driven more by the demands of shareholders to deliver ever increasing profit margins rather than to have any level of loyalty to their employees. With more and more executive compensation tied to stock grants and stock options, they are actually incentivized to perpetuate this drive for profit, so don't expect company loyalty to change any time soon.

        In today's world, if you want the company to have any sort of loyalty towards you, it all comes down to the value that you provide to the company. It's a harsh reality, but it's the only thing that can provide you with any level of protection when companies are downsizing. But it's very much a "what have you done for me lately" situation. You may have saved the company millions of dollars three years ago, but if you aren't actively contributing more to the bottom line, there will be no loyalty.

        In spite of the lack of loyalty towards you, what of your loyalty to the company? Obviously, there are legal ramifications if you were to take trade secrets and share them with the company's biggest competitor, so I'm not advocating any such action. But, I will recommend that you focus on YOUR needs over those of the company. You may have a family that you support or you may be looking to drive your career a certain direction. Given the current climate, you might want to prioritize those things over working nights and weekends for months on end.

        Layoffs are going to happen……are happening…..across every industry right now. This week, I'd like to take a deeper look at what you can do to protect yourself whether you are on "the list" or not.

        Understand what makes your company unique and align yourself with work that supports it. If the primary business of the company is to sell "widgets" is the work you do directly involved in the creation or selling of those widgets? If your department is considered "overhead", you are not in alignment with the company's key differentiators. Being closer to these core business activities doesn't guarantee anything, but they are usually less impacted than other departments.

        Listen to what executives are saying. Even if you aren't "in the know" in terms of what areas will be impacted by a layoff, there are often signs. It is very rare for a layoff to happen out of the blue. Each quarter, when earnings are announced, consider how the company performed against their targets. The most important is Profit Margin. Your company may have had record revenue numbers, but if that is accompanied by higher than normal expenses, the company may have missed the expected profit margin targets. When the quarterly numbers are announced, pay attention to where the executives talk about tackling the problem. Are they expecting an increase in sales (leading to more revenue) or are they talking about managing expenses?

        Focus on YOU. As a listener of this podcast, you've already taken steps to improve yourself when it comes to career. You have an IDP. You've built a strong network. You've taken steps to ensure you have a good work / life balance. Beyond those long-term activities, you should also take some steps with a shorter term focus.

        • Invest in your career. You should always be prepared to invest your own money in your career. Consider hiring a career coach to help you navigate the changing conditions at work. Pay for training when it will set you apart from everyone else because training budgets are usually one of the first cuts made by companies.
        • Keep an eye on the market. You should always keep your resume updated and periodically look at what positions are open. If something comes open that matches what you are looking for, don't feel guilty about applying.
        • Diversify your income. For most people, their income comes solely from their job. However, this leaves you open to a lot of risk when the company you work for decides that you or your team are no longer part of their future direction. When it comes to the stock market, a good strategy is to diversify your portfolio and the same adage hold true when it comes to your income. Consider starting some sort of side hustle or look for freelance opportunities. In my case, I have a day job, but I also have a side business, a podcast, and I do career coaching. Other people receive income from rental properties.
        
        

        If you're looking for takeaways from today's episode, I'm going to assign you some homework.

        1. Update your resume. Ideally several times per year. But do it now because you never know when you will need it.
        2. Review the most recent quarterly earnings report from your company's leaders. How does their message affect you personally.
        3. Brainstorm five different alternative sources of income that you could add.
        
        

        A career coach can help you navigate these trying times. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>My dad worked at the same company from when he was in his early 20s until he retired -- with a pension. These days, that is a rare event. Companies are driven more by the demands of shareholders to deliver ever increasing profit margins rather than to have any level of loyalty to their employees. With more and more executive compensation tied to stock grants and stock options, they are actually incentivized to perpetuate this drive for profit, so don't expect company loyalty to change any time soon.

        In today's world, if you want the company to have any sort of loyalty towards you, it all comes down to the value that you provide to the company. It's a harsh reality, but it's the only thing that can provide you with any level of protection when companies are downsizing. But it's very much a "what have you done for me lately" situation. You may have saved the company millions of dollars three years ago, but if you aren't actively contributing more to the bottom line, there will be no loyalty.

        In spite of the lack of loyalty towards you, what of your loyalty to the company? Obviously, there are legal ramifications if you were to take trade secrets and share them with the company's biggest competitor, so I'm not advocating any such action. But, I will recommend that you focus on YOUR needs over those of the company. You may have a family that you support or you may be looking to drive your career a certain direction. Given the current climate, you might want to prioritize those things over working nights and weekends for months on end.

        Layoffs are going to happen……are happening…..across every industry right now. This week, I'd like to take a deeper look at what you can do to protect yourself whether you are on "the list" or not.

        Understand what makes your company unique and align yourself with work that supports it. If the primary business of the company is to sell "widgets" is the work you do directly involved in the creation or selling of those widgets? If your department is considered "overhead", you are not in alignment with the company's key differentiators. Being closer to these core business activities doesn't guarantee anything, but they are usually less impacted than other departments.

        Listen to what executives are saying. Even if you aren't "in the know" in terms of what areas will be impacted by a layoff, there are often signs. It is very rare for a layoff to happen out of the blue. Each quarter, when earnings are announced, consider how the company performed against their targets. The most important is Profit Margin. Your company may have had record revenue numbers, but if that is accompanied by higher than normal expenses, the company may have missed the expected profit margin targets. When the quarterly numbers are announced, pay attention to where the executives talk about tackling the problem. Are they expecting an increase in sales (leading to more revenue) or are they talking about managing expenses?

        Focus on YOU. As a listener of this podcast, you've already taken steps to improve yourself when it comes to career. You have an IDP. You've built a strong network. You've taken steps to ensure you have a good work / life balance. Beyond those long-term activities, you should also take some steps with a shorter term focus.

        • Invest in your career. You should always be prepared to invest your own money in your career. Consider hiring a career coach to help you navigate the changing conditions at work. Pay for training when it will set you apart from everyone else because training budgets are usually one of the first cuts made by companies.
        • Keep an eye on the market. You should always keep your resume updated and periodically look at what positions are open. If something comes open that matches what you are looking for, don't feel guilty about applying.
        • Diversify your income. For most people, their income comes solely from their job. However, this leaves you open to a lot of risk when the company you work for decides that you or your team are no longer part of their future direction. When it comes to the stock market, a good strategy is to diversify your portfolio and the same adage hold true when it comes to your income. Consider starting some sort of side hustle or look for freelance opportunities. In my case, I have a day job, but I also have a side business, a podcast, and I do career coaching. Other people receive income from rental properties.
        
        

        If you're looking for takeaways from today's episode, I'm going to assign you some homework.

        1. Update your resume. Ideally several times per year. But do it now because you never know when you will need it.
        2. Review the most recent quarterly earnings report from your company's leaders. How does their message affect you personally.
        3. Brainstorm five different alternative sources of income that you could add.
        
        

        A career coach can help you navigate these trying times. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>cb7ce739-1974-4421-8c0d-3391cbe76ebdTue, 04 Feb 2025 20:00:00 -050006:56falsefull7777Developing Skills - MAC076 When it comes to career advancement, all skills are not created equal. In this week's episode, we look at a framework for evaluating and prioritizing the skills that you should focus on for development.

        To begin this assessment, you will need to build two different lists of skills: the skills needed for your current role and the skills needed for your next role. When building each list of skills, evaluate how those skills are actually used; especially for those soft skills such as leadership, storytelling, or executive presence. Use this insight to rank your abilities in those skills as weak, strong, or competent. If a skill appears on both lists, consider how the use of that skill will change as you progress towards your next role.

        If you need help identifying the list of skills, review job postings for your role and look at the list of skills that are identified there. You can also use one of the various AI resources such as ChatGPT or Bard to ask what the primary and secondary skills are for each role. If you have a good relationship with your leader, you can ask them, but this might be misconstrued as you not knowing how to perform your duties.

        Now that you have a list of skills, you are going to place them on a quadrant map. For the left to right axis, the left represents skills that you need to have and the right represents skills that are nice to have. For the top to bottom axis, the top represents skills that you need now and the bottom represents skills that you need later.

        If you are unsure whether a skill is a nice to have or a need to have, consider that earlier description of how the skill is used in the role. Primary skills are usually need to haves and secondary skills are usually nice to haves.

        Now that you have classified the different skills from your lists, you can focus on the skills that are weak in the upper left quadrant. These are the ones that will hold you back from success in your current role. Put a plan in place to augment your abilities in these areas as soon as possible through training and direct mentorship. You should dedicate a minimum of an hour each week to work on these skills until you are competent or strong in these skills.

        The next tier of skills to address would be those in the lower left quadrant that also appear in the top half of the chart. While the form of the skill may be different between your current role and your future role, the fact that the skill is used in both roles emphasizes the importance of the skill. Even if you are currently strong in the skill, it is important to continue to build this skill in preparation for the next role. Since you are often expected to display the ability to do a job before you are promoted to that job, building these skills will provide you a path to faster advancement.

        The third tier of skills would be those that appear in the lower left quadrant and do not appear in the top half of the chart. These should be considered growth skills that you should work on as time allows. These skills will be the ones that set you apart from other peers that are competing for the same promotion.

        If you have worked through those three groups of skills and have not identified at least three skills to work on, only then should you extend your view towards the nice to have skills. Be selective from the nice to have list and only picks skills that put you in a position to be assigned to strategic projects that can provide additional visibility that can help put you in a position for a promotion.

        Once you have a list of skills to work on, put a learning plan together. Any in tier one should have a plan to address any deficiencies within the next quarter. For skills in tier two or three, take a longer range view towards building them. Use a multi-pronged approach that includes working with your leader on stretch assignments that allow you to use the skill as you grow it. Review your progress with your leader and mentors and update the plan based on their feedback on your progress.

        For those of you following this podcast in real time, I will be shifting to a less frequent release schedule for the next few months. Between the holidays and the fact that I am in the process of packing and moving, I will not be able to be as consistent with new episodes. By the end of January next year, I should be back on a regular schedule. Please bear with me during this transition period. If you are looking for any specific career advice, feel free to reach out to me via the contact form at https://ManagingACareer.com/contact and I will answer them directly in the meantime.

        ]]> When it comes to career advancement, all skills are not created equal. In this week's episode, we look at a framework for evaluating and prioritizing the skills that you should focus on for development.

        To begin this assessment, you will need to build two different lists of skills: the skills needed for your current role and the skills needed for your next role. When building each list of skills, evaluate how those skills are actually used; especially for those soft skills such as leadership, storytelling, or executive presence. Use this insight to rank your abilities in those skills as weak, strong, or competent. If a skill appears on both lists, consider how the use of that skill will change as you progress towards your next role.

        If you need help identifying the list of skills, review job postings for your role and look at the list of skills that are identified there. You can also use one of the various AI resources such as ChatGPT or Bard to ask what the primary and secondary skills are for each role. If you have a good relationship with your leader, you can ask them, but this might be misconstrued as you not knowing how to perform your duties.

        Now that you have a list of skills, you are going to place them on a quadrant map. For the left to right axis, the left represents skills that you need to have and the right represents skills that are nice to have. For the top to bottom axis, the top represents skills that you need now and the bottom represents skills that you need later.

        If you are unsure whether a skill is a nice to have or a need to have, consider that earlier description of how the skill is used in the role. Primary skills are usually need to haves and secondary skills are usually nice to haves.

        Now that you have classified the different skills from your lists, you can focus on the skills that are weak in the upper left quadrant. These are the ones that will hold you back from success in your current role. Put a plan in place to augment your abilities in these areas as soon as possible through training and direct mentorship. You should dedicate a minimum of an hour each week to work on these skills until you are competent or strong in these skills.

        The next tier of skills to address would be those in the lower left quadrant that also appear in the top half of the chart. While the form of the skill may be different between your current role and your future role, the fact that the skill is used in both roles emphasizes the importance of the skill. Even if you are currently strong in the skill, it is important to continue to build this skill in preparation for the next role. Since you are often expected to display the ability to do a job before you are promoted to that job, building these skills will provide you a path to faster advancement.

        The third tier of skills would be those that appear in the lower left quadrant and do not appear in the top half of the chart. These should be considered growth skills that you should work on as time allows. These skills will be the ones that set you apart from other peers that are competing for the same promotion.

        If you have worked through those three groups of skills and have not identified at least three skills to work on, only then should you extend your view towards the nice to have skills. Be selective from the nice to have list and only picks skills that put you in a position to be assigned to strategic projects that can provide additional visibility that can help put you in a position for a promotion.

        Once you have a list of skills to work on, put a learning plan together. Any in tier one should have a plan to address any deficiencies within the next quarter. For skills in tier two or three, take a longer range view towards building them. Use a multi-pronged approach that includes working with your leader on stretch assignments that allow you to use the skill as you grow it. Review your progress with your leader and mentors and update the plan based on their feedback on your progress.

        For those of you following this podcast in real time, I will be shifting to a less frequent release schedule for the next few months. Between the holidays and the fact that I am in the process of packing and moving, I will not be able to be as consistent with new episodes. By the end of January next year, I should be back on a regular schedule. Please bear with me during this transition period. If you are looking for any specific career advice, feel free to reach out to me via the contact form at https://ManagingACareer.com/contact and I will answer them directly in the meantime.

        ]]>edd7e69a-98ad-4a0d-b902-5091e9c0016bMon, 04 Nov 2024 21:00:00 -050006:10falsefull7676Junior to Senior - MAC075 When it comes to career advancement, one of the hardest transitions is from junior level to senior level. This isn't because the change in responsibilities is difficult, but because this is the first significant change in someone's career and they usually don't have a full understanding of what it takes to make the transition.

        When talking about junior roles vs senior roles, each company could have different titles and number of positions between those levels. For instance at one company, you might find it easy to progress through titles of Analyst I, Analyst II, and Analyst III, but then feel like your career hits a wall because your current company considers Analyst IV to be a protected senior position. At another company, they may only have positions of Analyst and Senior Analyst. Regardless of how many steps there are between them, this episode is focused on that transition from junior to senior level roles.

        Those early promotions are often some of the fastest in your career. Back in Episode 017, I discuss the Corporate Ladder (https://www.managingacareer.com/17) and rough timelines that people are typically at each rung. Promotions within the first few years of your career are often driven by just growth in skill and competence at your role and being capable of taking on more work. When your company has several titles within the junior level, you may even receive promotions every year or two setting unsustainable expectations for the rest of your career.

        It's these expectations and the fact that the role is changing that makes this transition exceptionally difficult. Those making the transition often don't have the corporate maturity to understand the fact that what has worked in the past is not what will work now. This leads to a situation where a person attempts to take on more and more tasks and gets frustrated when that doesn't lead to the desired promotion.

        Why this approach doesn't work

        When you are making the transition from junior level to senior level, it becomes more important to take on the right tasks and not focus on more tasks. If you are just taking on more tasks, you will eventually find yourself spread too thin which means that your ability to deliver will be impacted and your previously strong performance reviews may begin being impacted -- compounding the problem of obtaining a promotion. Alternatively, if you maintain your performance levels, it could come at the expense of your work/life balance or your mental health, all leading to burnout. You might also lead people to have the perception of your lack of strategy or focus if the additional tasks you take on do not represent your core responsibilities and don't align with the goals of the company. So, if taking on more work is not the path to advancement, let's define what it means to take on the right work.

        The biggest change from junior to senior is changing your focus from the work at hand to understanding the why of the task and how that work fits within the overall process. It's this shift towards more Strategic Thinking (see Episode 049 for more thoughts - https://www.managingacareer.com/49) that shows that a candidate is acting more senior in their approach. Focus on these higher level tasks that have the most impact on the wider, organizational goals.

        As you move up the tiers -- junior to senior to management to executive -- you work shifts from doing to influencing and impacting; you shift towards being a force multiplier. When you are task focused, your efforts produce results in a one-to-one ratio. But, there are some ways that you can become a force multiplier where your efforts have a much larger impact. By mentoring your coworkers who are less knowledgeable or experienced, the effort spent helping your teammates grow is multiplied by their increase efficiency. Another way is to work to remove roadblocks that your teammates face allowing them to complete their tasks sooner.

        The final capability you should exhibit in order to be viewed as ready for a senior role is to show leadership skills. Being a leader doesn't mean being a boss. It's about being a thought leader as much as it is about leading people. There may be opportunities to show leadership by delegating some of your tasks. This can be a chance to show how you can grow trust and encourage collaboration within a team. But, more likely than not, leadership when you are junior looking to transition to senior means that you are starting to show thought leadership. This could be through learning about upcoming technologies and how they can be applied in your field. Or, it could possibly be about bringing new ideas on how to optimize the processes you support, bolstered by a larger understanding of how your work impacts the business.

        Next steps

        So, as you look to transition to more senior level work, evaluate the work you do and where it fit within the bigger picture. Prioritize things that have higher impact and look for opportunities to say "no" to things that do not. Sign up for activities that allow you to show your leadership abilities.

        Additionally, review some of the past episodes of this podcast where I talk about additional strategies.

        • Episode 030 - Getting Ahead By Saying "No" - https://www.managingacareer.com/30
        • Episode 026 - Should You Be Promoted? - https://www.managingacareer.com/26
        • Episode 006 - Is Your Work Important? Is it Urgent? - https://www.managingacareer.com/6
        • Episode 003 - Mentoring - https://www.managingacareer.com/3
        
        

        The promotion to senior level is one of the hardest for someone to achieve, but a career coach can help you work through the transition. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]> When it comes to career advancement, one of the hardest transitions is from junior level to senior level. This isn't because the change in responsibilities is difficult, but because this is the first significant change in someone's career and they usually don't have a full understanding of what it takes to make the transition.

        When talking about junior roles vs senior roles, each company could have different titles and number of positions between those levels. For instance at one company, you might find it easy to progress through titles of Analyst I, Analyst II, and Analyst III, but then feel like your career hits a wall because your current company considers Analyst IV to be a protected senior position. At another company, they may only have positions of Analyst and Senior Analyst. Regardless of how many steps there are between them, this episode is focused on that transition from junior to senior level roles.

        Those early promotions are often some of the fastest in your career. Back in Episode 017, I discuss the Corporate Ladder (https://www.managingacareer.com/17) and rough timelines that people are typically at each rung. Promotions within the first few years of your career are often driven by just growth in skill and competence at your role and being capable of taking on more work. When your company has several titles within the junior level, you may even receive promotions every year or two setting unsustainable expectations for the rest of your career.

        It's these expectations and the fact that the role is changing that makes this transition exceptionally difficult. Those making the transition often don't have the corporate maturity to understand the fact that what has worked in the past is not what will work now. This leads to a situation where a person attempts to take on more and more tasks and gets frustrated when that doesn't lead to the desired promotion.

        Why this approach doesn't work

        When you are making the transition from junior level to senior level, it becomes more important to take on the right tasks and not focus on more tasks. If you are just taking on more tasks, you will eventually find yourself spread too thin which means that your ability to deliver will be impacted and your previously strong performance reviews may begin being impacted -- compounding the problem of obtaining a promotion. Alternatively, if you maintain your performance levels, it could come at the expense of your work/life balance or your mental health, all leading to burnout. You might also lead people to have the perception of your lack of strategy or focus if the additional tasks you take on do not represent your core responsibilities and don't align with the goals of the company. So, if taking on more work is not the path to advancement, let's define what it means to take on the right work.

        The biggest change from junior to senior is changing your focus from the work at hand to understanding the why of the task and how that work fits within the overall process. It's this shift towards more Strategic Thinking (see Episode 049 for more thoughts - https://www.managingacareer.com/49) that shows that a candidate is acting more senior in their approach. Focus on these higher level tasks that have the most impact on the wider, organizational goals.

        As you move up the tiers -- junior to senior to management to executive -- you work shifts from doing to influencing and impacting; you shift towards being a force multiplier. When you are task focused, your efforts produce results in a one-to-one ratio. But, there are some ways that you can become a force multiplier where your efforts have a much larger impact. By mentoring your coworkers who are less knowledgeable or experienced, the effort spent helping your teammates grow is multiplied by their increase efficiency. Another way is to work to remove roadblocks that your teammates face allowing them to complete their tasks sooner.

        The final capability you should exhibit in order to be viewed as ready for a senior role is to show leadership skills. Being a leader doesn't mean being a boss. It's about being a thought leader as much as it is about leading people. There may be opportunities to show leadership by delegating some of your tasks. This can be a chance to show how you can grow trust and encourage collaboration within a team. But, more likely than not, leadership when you are junior looking to transition to senior means that you are starting to show thought leadership. This could be through learning about upcoming technologies and how they can be applied in your field. Or, it could possibly be about bringing new ideas on how to optimize the processes you support, bolstered by a larger understanding of how your work impacts the business.

        Next steps

        So, as you look to transition to more senior level work, evaluate the work you do and where it fit within the bigger picture. Prioritize things that have higher impact and look for opportunities to say "no" to things that do not. Sign up for activities that allow you to show your leadership abilities.

        Additionally, review some of the past episodes of this podcast where I talk about additional strategies.

        • Episode 030 - Getting Ahead By Saying "No" - https://www.managingacareer.com/30
        • Episode 026 - Should You Be Promoted? - https://www.managingacareer.com/26
        • Episode 006 - Is Your Work Important? Is it Urgent? - https://www.managingacareer.com/6
        • Episode 003 - Mentoring - https://www.managingacareer.com/3
        
        

        The promotion to senior level is one of the hardest for someone to achieve, but a career coach can help you work through the transition. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>ee2b6b61-d1d3-4a40-9692-b1feaebe2989Mon, 28 Oct 2024 20:00:00 -050007:41falsefull7575Acting on Feedback - MAC074In Episode 12, I discussed some strategies for soliciting effective feedback (https://www.managingacareer.com/12). However, feedback is only as good as what you do with it. This week, I'm going to take a look at how you can best act on the feedback that you receive.

        The first step in acting on feedback is understanding what is driving the comment. In the previous episode, I suggested that when receiving feedback, you should ask clarifying questions along the lines of "Can you explain that in more detail?" or "Tell me more." The goal with this clarification is to turn high-level, generic comments into something more specific.

        If you receive feedback that you need to "improve your communication skills", there could be several underlying causes and each one would be addressed differently. If the source of the feedback is because you don't provide regular updates or hold back on negative news, you may need create a weekly report that you send to your superiors; you can hear more by reviewing Episode 44 (https://www.managingacareer.com/44). However, if the source of the feedback is based on recent presentations, you may need to practice presenting more so that you become more comfortable or you might need to work on the content of your presentations (see Episode 56 - Presenting to Leaders https://www.managingacareer.com/56). Without knowing the underlying reasoning for the specific comment, you may not work on correcting the right behaviors.

        If you've received feedback, but are unable to coax additional details about what they mean, the next approach you can take is to reach out to other people that can comment on the same topic. Continuing on the example above, if the feedback you received is about your communication skills, reach out to those that you have presented to or that you regularly provide status to. Ask each of them specifically about the area in question. Look for patterns in the feedback they provide and use that insight to target your improvement.

        As you consider the different elements of feedback that you have received, how does that feedback align with your career trajectory as well as your personal career goals? Prioritize anything that advances you over things that apply to your current level. If you've created your IDP, these items should be represented on your Assessment and Next Role sections. Review Episodes 36 through 40 for details on your IDP (https://www.managingacareer.com/36) and if you need an IDP template, drop me a note requesting one via the Contact form on the ManagingACareer.com website (https://www.managingacareer.com/contact/).

        Now that you have a list of feedback to address, talk with your mentor or coach and develop an action plan. They can help you identify training and activities that will help you develop the skills that you need. Be sure to define goals and deadlines to ensure that you put appropriate focus on addressing the feedback. Episode 47 covered some goal setting frameworks that you may find useful here (https://www.managingacareer.com/47).

        As you reach the identified milestones, update your IDP and discuss your progress with your leader and anyone who participated in giving you feedback. Request updated feedback based on your progress.

        A career coach can help you identify activities to address feedback. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>In Episode 12, I discussed some strategies for soliciting effective feedback (https://www.managingacareer.com/12). However, feedback is only as good as what you do with it. This week, I'm going to take a look at how you can best act on the feedback that you receive.

        The first step in acting on feedback is understanding what is driving the comment. In the previous episode, I suggested that when receiving feedback, you should ask clarifying questions along the lines of "Can you explain that in more detail?" or "Tell me more." The goal with this clarification is to turn high-level, generic comments into something more specific.

        If you receive feedback that you need to "improve your communication skills", there could be several underlying causes and each one would be addressed differently. If the source of the feedback is because you don't provide regular updates or hold back on negative news, you may need create a weekly report that you send to your superiors; you can hear more by reviewing Episode 44 (https://www.managingacareer.com/44). However, if the source of the feedback is based on recent presentations, you may need to practice presenting more so that you become more comfortable or you might need to work on the content of your presentations (see Episode 56 - Presenting to Leaders https://www.managingacareer.com/56). Without knowing the underlying reasoning for the specific comment, you may not work on correcting the right behaviors.

        If you've received feedback, but are unable to coax additional details about what they mean, the next approach you can take is to reach out to other people that can comment on the same topic. Continuing on the example above, if the feedback you received is about your communication skills, reach out to those that you have presented to or that you regularly provide status to. Ask each of them specifically about the area in question. Look for patterns in the feedback they provide and use that insight to target your improvement.

        As you consider the different elements of feedback that you have received, how does that feedback align with your career trajectory as well as your personal career goals? Prioritize anything that advances you over things that apply to your current level. If you've created your IDP, these items should be represented on your Assessment and Next Role sections. Review Episodes 36 through 40 for details on your IDP (https://www.managingacareer.com/36) and if you need an IDP template, drop me a note requesting one via the Contact form on the ManagingACareer.com website (https://www.managingacareer.com/contact/).

        Now that you have a list of feedback to address, talk with your mentor or coach and develop an action plan. They can help you identify training and activities that will help you develop the skills that you need. Be sure to define goals and deadlines to ensure that you put appropriate focus on addressing the feedback. Episode 47 covered some goal setting frameworks that you may find useful here (https://www.managingacareer.com/47).

        As you reach the identified milestones, update your IDP and discuss your progress with your leader and anyone who participated in giving you feedback. Request updated feedback based on your progress.

        A career coach can help you identify activities to address feedback. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>b9e7bbe4-ed06-4cb2-83c7-e1f56a408a3fMon, 21 Oct 2024 20:00:00 -050005:05falsefull7474Put Yourself In Their Shoes - MAC073 When it comes to dealing with people, it can be difficult when they don't share the same opinion you do as to how to handle a specific situation and that can often lead to conflict or complications. The fastest way to move past those differences and get back to moving forward is to put yourself in their shoes.

        If you can understand people's thoughts and motivations it goes a long way towards formulating an argument that sways them to your side. How well can you read them? Some people will mask their true thoughts and feelings, especially when it comes to professional relationships. To really understand them you might need to rely on your observational skills and not just listen to the words that they say.

        Start with how they are speaking. When someone is excited about something, even if they are trying to suppress it, they will speak slightly faster and with a higher pitch. Conversely, if they are unsure, they will slow down and be more cautious as they speak. Even their word choices can give you a clue as to their mindset. Open language will indicate a higher level of trust. Strong, clear language indicating confidence. If you find that their words are not in alignment with their body language, it becomes even more important to observe them closely.

        Visually, watch their body language and look for micro expressions that may clue you in to something that they aren't saying. Whether they are smiling genuinely or politely says a lot. Is their stance closed with their arms crossed or are they open and receptive or possibly even leaning in with excitement? When you say something new, is there a flash of humor or anger in the corners of their eyes? Some of these visual cues will be easier to spot, but the more nuanced actions can be more revealing.

        In general, people are not malicious in their actions, but, the actions they take may come across that way. For instance, I have seen multiple times where Person A feels like Person B is purposefully undermining the ability for Person A to perform work. But, in reality, Person B is just focused on taking steps that they think will let them reach their personal goals that they never even considered how that could impact Person A. Once Person A sat down and spoke with Person B and everyone's views were communicated, both people were able to be more productive and reach their goals quickly.

        The easiest path to knowing someone's motivations is to come out and ask them. But, sometimes, you don't have that type of relationship with them and it may take a little bit of detective work. For example, how have their current projects been going recently? If positively, their mood probably reflects that. Though if they are experiencing project stress, they may be taking it out on everyone around them. The "no" to your request may be coming from this type of stress more than anything else. Looking for these types of factors can help you find the motivations of someone that you would not ask directly.

        No matter how you gain the insight, how can you use this understanding to your advantage?

        • When you understand someone, you can build a stronger relationship with them. Stronger relationships lead to stronger networks. And I can't stress enough how powerful a strong network can be. (https://www.managingacareer.com/29)
        • If someone's actions are not in alignment with what they say, you can look towards their secret motivations for guidance on how to bring them back to alignment. Someone who accepts tasks but looks for ways to avoid them may be missing key knowledge or resources and does not want to admit that weakness. Understanding this, you can provide the tasks as well as information on how to close the resource gap so that they can be successful without looking weak.
        • If you are making a proposal to someone, you can tailor your pitch accordingly based on how they feel about the idea. If someone is excited about the topic, play up the capabilities and benefits to get them more excited. If someone is unsure, focus on the approach and risk mitigation plan so that they gain some certainty.
        
        

        Building these people reading skills will take practice. With all of your interactions, make notes about your observations and review those notes with your close coworkers and mentors; especially if they are involved in those same conversations. They can help you refine your deductions. Over time, this will come more naturally.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]> When it comes to dealing with people, it can be difficult when they don't share the same opinion you do as to how to handle a specific situation and that can often lead to conflict or complications. The fastest way to move past those differences and get back to moving forward is to put yourself in their shoes.

        If you can understand people's thoughts and motivations it goes a long way towards formulating an argument that sways them to your side. How well can you read them? Some people will mask their true thoughts and feelings, especially when it comes to professional relationships. To really understand them you might need to rely on your observational skills and not just listen to the words that they say.

        Start with how they are speaking. When someone is excited about something, even if they are trying to suppress it, they will speak slightly faster and with a higher pitch. Conversely, if they are unsure, they will slow down and be more cautious as they speak. Even their word choices can give you a clue as to their mindset. Open language will indicate a higher level of trust. Strong, clear language indicating confidence. If you find that their words are not in alignment with their body language, it becomes even more important to observe them closely.

        Visually, watch their body language and look for micro expressions that may clue you in to something that they aren't saying. Whether they are smiling genuinely or politely says a lot. Is their stance closed with their arms crossed or are they open and receptive or possibly even leaning in with excitement? When you say something new, is there a flash of humor or anger in the corners of their eyes? Some of these visual cues will be easier to spot, but the more nuanced actions can be more revealing.

        In general, people are not malicious in their actions, but, the actions they take may come across that way. For instance, I have seen multiple times where Person A feels like Person B is purposefully undermining the ability for Person A to perform work. But, in reality, Person B is just focused on taking steps that they think will let them reach their personal goals that they never even considered how that could impact Person A. Once Person A sat down and spoke with Person B and everyone's views were communicated, both people were able to be more productive and reach their goals quickly.

        The easiest path to knowing someone's motivations is to come out and ask them. But, sometimes, you don't have that type of relationship with them and it may take a little bit of detective work. For example, how have their current projects been going recently? If positively, their mood probably reflects that. Though if they are experiencing project stress, they may be taking it out on everyone around them. The "no" to your request may be coming from this type of stress more than anything else. Looking for these types of factors can help you find the motivations of someone that you would not ask directly.

        No matter how you gain the insight, how can you use this understanding to your advantage?

        • When you understand someone, you can build a stronger relationship with them. Stronger relationships lead to stronger networks. And I can't stress enough how powerful a strong network can be. (https://www.managingacareer.com/29)
        • If someone's actions are not in alignment with what they say, you can look towards their secret motivations for guidance on how to bring them back to alignment. Someone who accepts tasks but looks for ways to avoid them may be missing key knowledge or resources and does not want to admit that weakness. Understanding this, you can provide the tasks as well as information on how to close the resource gap so that they can be successful without looking weak.
        • If you are making a proposal to someone, you can tailor your pitch accordingly based on how they feel about the idea. If someone is excited about the topic, play up the capabilities and benefits to get them more excited. If someone is unsure, focus on the approach and risk mitigation plan so that they gain some certainty.
        
        

        Building these people reading skills will take practice. With all of your interactions, make notes about your observations and review those notes with your close coworkers and mentors; especially if they are involved in those same conversations. They can help you refine your deductions. Over time, this will come more naturally.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>426dadd8-acd8-4391-aaeb-65169cb80039Mon, 14 Oct 2024 20:00:00 -050006:38falsefull7373Relationships of the Office - MAC072If you want to be successful in your career, you will need to build relationships with the people at work -- peers, superiors, and subordinates. Strong relationships build strong networks. This week, we look at the different types of relationships you'll find in the office and key aspects to building them.

        Unless you're the CEO, everyone has a boss, a manager, a leader. When it comes to career growth, this is probably the most important relationship to build and maintain. A good relationship with your boss will ensure that you get the assignments you need to develop.

        The first step in building this relationship is to spend time understanding your leader. What is their preferred form of communication? What is their approach to leadership? What are their priorities and how does your work support them? Once you understand these factors, you will need to adjust your communication approach to match theirs. Knowing their priorities allows you to focus that communication on the right messaging. If your leader is customer focused, talk about the impact of your work on customer satisfaction. If your leader if driven by the financials, report your status in terms of dollars saved. Your goal is to have your manager view you as a partner; someone who supports them and their goals. Clear, frequent communication that addresses the things that they care most about will help them view you as someone who "gets it".

        If your manager is the most important relationship, the next most important is with your peers. A great relationship with your peers will lead to more productive efforts on your projects.

        When it comes to peers, the focus is on collaboration and cooperation. People respond favorably towards people that help them. If you focus on the competition side and take steps to undermine your peers, they will react in kind and make it more difficult for you to complete your projects.

        In the event of a conflict between you and your peers, it's important to handle them calmly. Don't attack the person, but, instead, address the issue. If you are unable to separate the issue from the person, take a break and document your reasoning so that you can present it later. If you are still unable to come to a resolution, bring in someone else to act as a mediator. Handling conflict professionally will improve the relationship with your peers even when you disagree.

        If you are a manager, yourself, a positive relationship with your subordinates builds a team that performs better and directly leads to your personal success.

        When it comes to your team, your relationship relies on some key aspects. Be open and honest in your communication, this transparency will help you build the second aspect -- trust. But, trust is a two way street. Showing your team trust by guiding and empowering instead of commanding and micromanaging allows them to trust your leadership in return.

        So far, I've focused on professional relationships. But, when we spend as much time at work as we do, you are bound to develop social relationships as well. These friendships can help make your time in the office more enjoyable and can even extend beyond working hours into personal time, too.

        But, be careful that these friendships do not lead to cliques that exclude other members of your team. This can erode any positive relationship you've built within your team. Draw a line of professionalism when performing your duties and save the personal interactions for downtime and breaks. By maintaining a boundary between your social relationships and your work, there will be no impediment to continue growing your relationships with the rest of your team.

        The final relationship type to address is that of a romantic relationship. Like friendships, keep your relationship professional at work so as to not disrupt the performance of the team.

        But a romantic relationship comes with additional concerns. Be sure you stay in compliance of any company policies. There are often restrictions on romantic relationships that involve any sort of reporting structure. There is also the possibility of complications that could arise if the romantic relationship sours. One or both participants in the relationship may need to be prepared to transfer to another area within the company to address any issues related to the relationship.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>If you want to be successful in your career, you will need to build relationships with the people at work -- peers, superiors, and subordinates. Strong relationships build strong networks. This week, we look at the different types of relationships you'll find in the office and key aspects to building them.

        Unless you're the CEO, everyone has a boss, a manager, a leader. When it comes to career growth, this is probably the most important relationship to build and maintain. A good relationship with your boss will ensure that you get the assignments you need to develop.

        The first step in building this relationship is to spend time understanding your leader. What is their preferred form of communication? What is their approach to leadership? What are their priorities and how does your work support them? Once you understand these factors, you will need to adjust your communication approach to match theirs. Knowing their priorities allows you to focus that communication on the right messaging. If your leader is customer focused, talk about the impact of your work on customer satisfaction. If your leader if driven by the financials, report your status in terms of dollars saved. Your goal is to have your manager view you as a partner; someone who supports them and their goals. Clear, frequent communication that addresses the things that they care most about will help them view you as someone who "gets it".

        If your manager is the most important relationship, the next most important is with your peers. A great relationship with your peers will lead to more productive efforts on your projects.

        When it comes to peers, the focus is on collaboration and cooperation. People respond favorably towards people that help them. If you focus on the competition side and take steps to undermine your peers, they will react in kind and make it more difficult for you to complete your projects.

        In the event of a conflict between you and your peers, it's important to handle them calmly. Don't attack the person, but, instead, address the issue. If you are unable to separate the issue from the person, take a break and document your reasoning so that you can present it later. If you are still unable to come to a resolution, bring in someone else to act as a mediator. Handling conflict professionally will improve the relationship with your peers even when you disagree.

        If you are a manager, yourself, a positive relationship with your subordinates builds a team that performs better and directly leads to your personal success.

        When it comes to your team, your relationship relies on some key aspects. Be open and honest in your communication, this transparency will help you build the second aspect -- trust. But, trust is a two way street. Showing your team trust by guiding and empowering instead of commanding and micromanaging allows them to trust your leadership in return.

        So far, I've focused on professional relationships. But, when we spend as much time at work as we do, you are bound to develop social relationships as well. These friendships can help make your time in the office more enjoyable and can even extend beyond working hours into personal time, too.

        But, be careful that these friendships do not lead to cliques that exclude other members of your team. This can erode any positive relationship you've built within your team. Draw a line of professionalism when performing your duties and save the personal interactions for downtime and breaks. By maintaining a boundary between your social relationships and your work, there will be no impediment to continue growing your relationships with the rest of your team.

        The final relationship type to address is that of a romantic relationship. Like friendships, keep your relationship professional at work so as to not disrupt the performance of the team.

        But a romantic relationship comes with additional concerns. Be sure you stay in compliance of any company policies. There are often restrictions on romantic relationships that involve any sort of reporting structure. There is also the possibility of complications that could arise if the romantic relationship sours. One or both participants in the relationship may need to be prepared to transfer to another area within the company to address any issues related to the relationship.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>d35fcc94-8666-4317-9210-d44dc108b8c7Mon, 07 Oct 2024 20:00:00 -050006:17falsefull7272Breaking Past the Peter Plateau - MAC071In the 1960s, Dr. Laurence Peter defined a theory known as the Peter Principle. This theory states that people in an organization are promoted until they reach their level of incompetence. This usually happens when someone is promoted from a position that requires one set of skills to a new position that relies on completely different skills that the person is not equipped with. While they may be quite competent at their previous position, in their new position, they don't have the competency required to be successful and their career stalls.

        The story typically goes like this. You start your career and begin learning the skills you need to be successful in your field. As you become more competent, you'll progress from junior roles to more senior roles where you have larger responsibilities but are still leveraging the same skill set. Eventually, the next rung on the ladder will rely on different skills. As you progress through the ranks, the available training diminishes and as an experienced team member, you're expected to just figure it out.

        It's at this point in the story where you face two different paths. The first path is to continue to struggle and face the fact that you have reached the Peter Plateau. The other path is find ways to break past the plateau to put your career back on track.

        The most common reason for reaching this plateau is when the role transitions from using hard skills -- those more quantifiable in nature -- to soft skills -- which usually involve interactions with other people. Hard skills are easier to teach because they can be shown as right or wrong. When it comes to soft skills, success is a lot more fuzzy and results involve a lot of "it depends". Because soft skills involve people, what works with one person may not be effective with another person. When you reach a position that relies on soft skills, training resources become more difficult to find and you will need to find other methods for building these skills.

        If you've been following this podcast for any length of time, you'll know that I'm a big proponent of creating your Individual Development Plan or IDP. If you need a refresher on building your IDP, review Episodes 036 through 040 (https://www.managingacareer.com/36). Those episodes walk you through a description of the sections of the IDP and the process of integrating it into your discussions with your leader. If you need a free copy of my IDP template, reach out via the Contact form on the ManagingACareer.com website (Contact | Managing A Career).

        If you have your IDP created, your Assessment section should detail what skills you need to work on in order to reach the next level. If you find that you have reached a career plateau, review the items here to determine which skill or skills are holding you back. This would be an ideal time to speak with your coaches, mentors, and leaders to do an honest assessment of your current progress on building these skills.

        Review the items in your Action Plan to make sure that they are addressing the skill gaps that are holding you back. Work with your leader to find assignments that can help you focus on those specific skills. If you can pair up with someone strong in that skill -- especially in the context of what is successful within your organization -- it can help you grow faster.

        For example, if you struggle with executive communication, start by pairing up with someone who excels at that skill so that, together, you prepare a presentation. As your skill grows, take more of a lead of creating those presentations, but review it with your co-worker. Eventually, when you have gained skill and confidence, create and deliver the presentation on your own.

        This pairing will ensure that you have clear examples of what constitutes "good" within your company and the direct hands-on approach can help identify specifics that you need to work on.

        A career coach can help you create strategies to close skill gaps and break through the Peter Plateau. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>In the 1960s, Dr. Laurence Peter defined a theory known as the Peter Principle. This theory states that people in an organization are promoted until they reach their level of incompetence. This usually happens when someone is promoted from a position that requires one set of skills to a new position that relies on completely different skills that the person is not equipped with. While they may be quite competent at their previous position, in their new position, they don't have the competency required to be successful and their career stalls.

        The story typically goes like this. You start your career and begin learning the skills you need to be successful in your field. As you become more competent, you'll progress from junior roles to more senior roles where you have larger responsibilities but are still leveraging the same skill set. Eventually, the next rung on the ladder will rely on different skills. As you progress through the ranks, the available training diminishes and as an experienced team member, you're expected to just figure it out.

        It's at this point in the story where you face two different paths. The first path is to continue to struggle and face the fact that you have reached the Peter Plateau. The other path is find ways to break past the plateau to put your career back on track.

        The most common reason for reaching this plateau is when the role transitions from using hard skills -- those more quantifiable in nature -- to soft skills -- which usually involve interactions with other people. Hard skills are easier to teach because they can be shown as right or wrong. When it comes to soft skills, success is a lot more fuzzy and results involve a lot of "it depends". Because soft skills involve people, what works with one person may not be effective with another person. When you reach a position that relies on soft skills, training resources become more difficult to find and you will need to find other methods for building these skills.

        If you've been following this podcast for any length of time, you'll know that I'm a big proponent of creating your Individual Development Plan or IDP. If you need a refresher on building your IDP, review Episodes 036 through 040 (https://www.managingacareer.com/36). Those episodes walk you through a description of the sections of the IDP and the process of integrating it into your discussions with your leader. If you need a free copy of my IDP template, reach out via the Contact form on the ManagingACareer.com website (Contact | Managing A Career).

        If you have your IDP created, your Assessment section should detail what skills you need to work on in order to reach the next level. If you find that you have reached a career plateau, review the items here to determine which skill or skills are holding you back. This would be an ideal time to speak with your coaches, mentors, and leaders to do an honest assessment of your current progress on building these skills.

        Review the items in your Action Plan to make sure that they are addressing the skill gaps that are holding you back. Work with your leader to find assignments that can help you focus on those specific skills. If you can pair up with someone strong in that skill -- especially in the context of what is successful within your organization -- it can help you grow faster.

        For example, if you struggle with executive communication, start by pairing up with someone who excels at that skill so that, together, you prepare a presentation. As your skill grows, take more of a lead of creating those presentations, but review it with your co-worker. Eventually, when you have gained skill and confidence, create and deliver the presentation on your own.

        This pairing will ensure that you have clear examples of what constitutes "good" within your company and the direct hands-on approach can help identify specifics that you need to work on.

        A career coach can help you create strategies to close skill gaps and break through the Peter Plateau. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

        ]]>e06208ee-2d53-4b6b-b89f-3aa60a15f76bMon, 30 Sep 2024 20:00:00 -050005:50falsefull7171Sphere of Influence - MAC070 When you speak up at work to offer your ideas, have you considered how loud is your voice? I'm not talking about volume, but how many people hear your message? How much weight does your opinion hold? How large is your sphere of influence? A management position comes inherently with influence over the team that you lead based on being in a position of authority. But influence does not necessarily mean power or authority. This week, we look at some strategies for how you can grow your sphere of influence.

        As you consider these strategies and the steps that you will be taking, keep in mind where you are in your growth and your career. While the strategies apply no matter what level or position you're at, the targets of those strategies may be closer or further away from you within the organization. The same can also be said based on how much influence you already have. When your sphere is small, start closer to home, but the strategies will apply no matter how large your sphere already is.

        When it comes to building influence everything starts with relationships. In Episode 029, I covered Building a Network ( https://www.managingacareer.com/29), but influence is not just about creating connections; it's about building trust and collaboration.

        Identify those that you seek to influence and reach out to them regularly. Ask them how you can help them, especially with cross-team initiatives. If you don't have the skills to help directly, learn to be a connector. Helping them resolve their problems -- or connecting them to people who can solve their problem -- will increase their level of trust in you. More trust will lead them to listen when you present your own ideas or suggest solutions to those cross-team projects.

        Another way that you can build your influence is to become the resident expert on some process, technology, or resource. The goal isn't to be a gatekeeper, though, that is a form of influence. Limiting access to a resource will lead to resentment and a possible loss of the trust that you are working to build. Instead, by being the expert on a piece of technology and being collaborative, people will seek out your opinions and solutions when that technology is involved.

        The third strategy for growing your sphere of influence is to become involved in critical problems. If the problem has already been identified, this could mean volunteering to work on the project to address it. However, you may need to apply some Strategic Thinking as covered in Episode 049 (https://www.managingacareer.com/49) to find a critical problem where you can contribute. By solving a high-impact problem, you will build your reputation and have people reaching out to you in order to grow THEIR network.

        The final strategy for increasing your sphere of influence is communication. Whether communicating up the management chain or across departments, information is a valuable resource. Being seen as someone who both has and shares information will help keep you in the loop on what is going on within the organization as well as give you early notice of areas where you can apply the other strategies. There have been several episodes covering different communication top

        ]]> When you speak up at work to offer your ideas, have you considered how loud is your voice? I'm not talking about volume, but how many people hear your message? How much weight does your opinion hold? How large is your sphere of influence? A management position comes inherently with influence over the team that you lead based on being in a position of authority. But influence does not necessarily mean power or authority. This week, we look at some strategies for how you can grow your sphere of influence.

        As you consider these strategies and the steps that you will be taking, keep in mind where you are in your growth and your career. While the strategies apply no matter what level or position you're at, the targets of those strategies may be closer or further away from you within the organization. The same can also be said based on how much influence you already have. When your sphere is small, start closer to home, but the strategies will apply no matter how large your sphere already is.

        When it comes to building influence everything starts with relationships. In Episode 029, I covered Building a Network ( https://www.managingacareer.com/29), but influence is not just about creating connections; it's about building trust and collaboration.

        Identify those that you seek to influence and reach out to them regularly. Ask them how you can help them, especially with cross-team initiatives. If you don't have the skills to help directly, learn to be a connector. Helping them resolve their problems -- or connecting them to people who can solve their problem -- will increase their level of trust in you. More trust will lead them to listen when you present your own ideas or suggest solutions to those cross-team projects.

        Another way that you can build your influence is to become the resident expert on some process, technology, or resource. The goal isn't to be a gatekeeper, though, that is a form of influence. Limiting access to a resource will lead to resentment and a possible loss of the trust that you are working to build. Instead, by being the expert on a piece of technology and being collaborative, people will seek out your opinions and solutions when that technology is involved.

        The third strategy for growing your sphere of influence is to become involved in critical problems. If the problem has already been identified, this could mean volunteering to work on the project to address it. However, you may need to apply some Strategic Thinking as covered in Episode 049 (https://www.managingacareer.com/49) to find a critical problem where you can contribute. By solving a high-impact problem, you will build your reputation and have people reaching out to you in order to grow THEIR network.

        The final strategy for increasing your sphere of influence is communication. Whether communicating up the management chain or across departments, information is a valuable resource. Being seen as someone who both has and shares information will help keep you in the loop on what is going on within the organization as well as give you early notice of areas where you can apply the other strategies. There have been several episodes covering different communication top

        ]]>f738ee3f-26e6-4e05-886c-c3994e6e2cceMon, 23 Sep 2024 20:00:00 -050005:50falsefull7070It's a Struggle - MAC069 Advancing your position or getting promoted at work can sometimes feel like a struggle. If you are feeling stuck and wondering why you aren't advancing, this week's episode will help you understand the key misconception that most people face and learn some strategies you can put in place to get past it.

        As we go through childhood, we are often told that through hard work, we can be successful. While this is true in large part, just by working hard and being good at your job is not always enough to get promoted. Early in your career, when advancement is focused on learning and growing, competence can lead to a promotion. But, once you advance beyond the junior phase, you may find yourself stalled no matter how much you increase your skills.

        The biggest factor that is holding you back could be visibility. When the organization is deciding on who is promoted and who is not, the leaders need to know who you are and what value you have provided to the team.

        If you are unsure if you have a visibility problem, consider the following:

        • Does your boss just know the status of the project, or does your boss also know what you contributed to the project?
        • How often are your projects mentioned in the wider organization?
        • Do you have a relationship with your boss' peers and leaders?
        
        

        If you can't answer yes to each one of those questions, any struggles you experience when it comes to advancement can be traced back to the lack of visibility. When promotion discussions are held, it's a lot easier for your boss to justify the promotion to their peers when you are visible.

        When it comes to visibility, everything starts with actually performing your duties. But, after that, you have to sell yourself. Most people are uncomfortable with self-promotion because it can feel awkward or like you are bragging, but if you want to progress, you will need to get past those feelings. It's not about bragging as much as it is about factually stating your accomplishments and the value that they provide. Review Episode 018 - Selling Yourself (https://www.managingacareer.com/18) and Episode 044 - Reporting Status (https://www.managingacareer.com/44) for insights into how best to communicate your value to various management levels.

        One way to ensure that your status does not come across as being braggadocious is to communicate it regularly. If you send status focused on larger items either irregularly or only when asking for a promotion, it will appear to be insincere. Instead send a weekly status to your boss and communicate progress on assignments of all sizes. Once per month or once per quarter, include a recap where you highlight the larger items that were reported on previous status reports.

        Beyond just reporting status, you need to make yourself known to other teams throughout your organization. Part of being known is creating a Personal Brand as covered in Episode 043 (https://www.managingacareer.com/43). But you must also engage with those other teams. Organize cross-team sessions where you share ideas and techniques. Participate in departmental social events. And, through it all, build your brand.

        The last thing you need to do in order to build visibility is to build relationships with your manager's peers such that you find an advocate or sponsor. When you've identified someone that will support you, meet with them regularly and talk about how the work that you are doing aligns with their goals and how you can help them. When your manager elevates your name as a promotion candidate, your sponsor will add their support increasing the chances that your promotion will be approved.

        Is visibility something that you struggle with? I'd love to hear about how you've overcome this. And if there is something else that is keeping you from the advancement you seek, let me know and I'll cover that topic on a future episode. You can send your stories on the ManagingACareer.com website via the contact form (https://www.managingacareer.com/contact/) or leave me a voicemail through your computer.

        ]]> Advancing your position or getting promoted at work can sometimes feel like a struggle. If you are feeling stuck and wondering why you aren't advancing, this week's episode will help you understand the key misconception that most people face and learn some strategies you can put in place to get past it.

        As we go through childhood, we are often told that through hard work, we can be successful. While this is true in large part, just by working hard and being good at your job is not always enough to get promoted. Early in your career, when advancement is focused on learning and growing, competence can lead to a promotion. But, once you advance beyond the junior phase, you may find yourself stalled no matter how much you increase your skills.

        The biggest factor that is holding you back could be visibility. When the organization is deciding on who is promoted and who is not, the leaders need to know who you are and what value you have provided to the team.

        If you are unsure if you have a visibility problem, consider the following:

        • Does your boss just know the status of the project, or does your boss also know what you contributed to the project?
        • How often are your projects mentioned in the wider organization?
        • Do you have a relationship with your boss' peers and leaders?
        
        

        If you can't answer yes to each one of those questions, any struggles you experience when it comes to advancement can be traced back to the lack of visibility. When promotion discussions are held, it's a lot easier for your boss to justify the promotion to their peers when you are visible.

        When it comes to visibility, everything starts with actually performing your duties. But, after that, you have to sell yourself. Most people are uncomfortable with self-promotion because it can feel awkward or like you are bragging, but if you want to progress, you will need to get past those feelings. It's not about bragging as much as it is about factually stating your accomplishments and the value that they provide. Review Episode 018 - Selling Yourself (https://www.managingacareer.com/18) and Episode 044 - Reporting Status (https://www.managingacareer.com/44) for insights into how best to communicate your value to various management levels.

        One way to ensure that your status does not come across as being braggadocious is to communicate it regularly. If you send status focused on larger items either irregularly or only when asking for a promotion, it will appear to be insincere. Instead send a weekly status to your boss and communicate progress on assignments of all sizes. Once per month or once per quarter, include a recap where you highlight the larger items that were reported on previous status reports.

        Beyond just reporting status, you need to make yourself known to other teams throughout your organization. Part of being known is creating a Personal Brand as covered in Episode 043 (https://www.managingacareer.com/43). But you must also engage with those other teams. Organize cross-team sessions where you share ideas and techniques. Participate in departmental social events. And, through it all, build your brand.

        The last thing you need to do in order to build visibility is to build relationships with your manager's peers such that you find an advocate or sponsor. When you've identified someone that will support you, meet with them regularly and talk about how the work that you are doing aligns with their goals and how you can help them. When your manager elevates your name as a promotion candidate, your sponsor will add their support increasing the chances that your promotion will be approved.

        Is visibility something that you struggle with? I'd love to hear about how you've overcome this. And if there is something else that is keeping you from the advancement you seek, let me know and I'll cover that topic on a future episode. You can send your stories on the ManagingACareer.com website via the contact form (https://www.managingacareer.com/contact/) or leave me a voicemail through your computer.

        ]]>22f35ced-af6a-44e7-b938-b9165d9373d1Mon, 09 Sep 2024 20:10:00 -050005:35falsefull6969The Writing On The Wall - MAC068If you pay attention to what is going on within your company you can often see what direction things are going to go. With this warning, you can PRE-act to upcoming changes instead of RE-acting to them. This proactive stance will put you in the best position to succeed when those changes happen.

        Whether the changes are localized within your department or if there are larger changes coming that impact the entire company, everything starts with understanding who are the key players in decisions at each level. You can start with people in positions of power such as the CEO or a department head, but key players could also be individuals with significant influence over those people in key leadership roles. These people may not be within your immediate network, but make every effort to understand what their priorities are.

        When you know who the key players are, look at how they make decisions. Are they someone who is driven by emotion or facts? Are they strategic or tactical? Do they look for consensus or do they make the decision on their own? The insight into the decision making process can help you anticipate how and when decisions will be made. For example, If the decision is being made emotionally, when a triggering event happens, you can prepare for an emotional reaction to that event. Whereas if decisions are made based on facts, you can expect that those decisions are made methodically with great care.

        Listen to the language that these key players use when they talk about the concerns of the company; especially when their language changes. Most companies are for-profit entities and money is a huge driver of many decisions. As such, focus on revenue, expenses, or margin will lead to different decisions all with the goal of increasing company profits. If the executives focus on revenue in all of their speeches and newsletters, you can expect decisions focused on increasing sales. If they focus on expenses, decisions will usually be focused on reducing overhead and cutting things they consider non-essential. With a focus on margin, look for negotiations around material costs and an investment in technology that offers process improvements.

        The last factor to pay attention to in order to predict company change is to be aware of what is happening in your industry overall. If your competitors are having a different level of success, look for your leaders to make decisions to capitalize on those discrepancies. If new regulations are being discussed, what changes will that drive for your company? Are there new ideas or new technologies that you company can benefit from and how will they be adopted by your company?

        Once you have some insight into the factors that could lead to change, you can use this knowledge to begin to predict what changes may be coming for you. These predictions can give you an opportunity to get ahead of the change and potentially influence how it impacts you.

        If you are already aligned with the key decision makers, use this connection and your influence to turn the decision your direction. Even better if you have predicted the change before they have as it will strengthen the relationship and showcase your ability to think strategically. Look ahead to the potential choices and identify the ones that are most advantageous to you. Put together a justification for these options and present your case to the decision maker. Even if the final decision doesn't go your way, a compelling argument will usually provide some benefit for you.

        Whether you have influence over the potential decision or not, understanding what's coming gives you time to react before the actual decision is made. If processes or technologies are changing, learn everything you can about them beforehand; become the resident expert. If your area will see growth, position yourself to take on higher level work potentially even with a transition to a leadership role. If your department will be impacted by budget cuts, spend time communicating the value you provide to set you apart from others and reducing the chance that you will be impacted by any reductions. Episode 44 (https://www.managingacareer.com/44) provides more insight into Reporting Status.

        A career coach can help you gain the foresight you need to get ahead. I would love to be that coach for you. Reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your situation. If we are a good fit, we can schedule regular sessions to help you get your career on the right track.

        ]]>If you pay attention to what is going on within your company you can often see what direction things are going to go. With this warning, you can PRE-act to upcoming changes instead of RE-acting to them. This proactive stance will put you in the best position to succeed when those changes happen.

        Whether the changes are localized within your department or if there are larger changes coming that impact the entire company, everything starts with understanding who are the key players in decisions at each level. You can start with people in positions of power such as the CEO or a department head, but key players could also be individuals with significant influence over those people in key leadership roles. These people may not be within your immediate network, but make every effort to understand what their priorities are.

        When you know who the key players are, look at how they make decisions. Are they someone who is driven by emotion or facts? Are they strategic or tactical? Do they look for consensus or do they make the decision on their own? The insight into the decision making process can help you anticipate how and when decisions will be made. For example, If the decision is being made emotionally, when a triggering event happens, you can prepare for an emotional reaction to that event. Whereas if decisions are made based on facts, you can expect that those decisions are made methodically with great care.

        Listen to the language that these key players use when they talk about the concerns of the company; especially when their language changes. Most companies are for-profit entities and money is a huge driver of many decisions. As such, focus on revenue, expenses, or margin will lead to different decisions all with the goal of increasing company profits. If the executives focus on revenue in all of their speeches and newsletters, you can expect decisions focused on increasing sales. If they focus on expenses, decisions will usually be focused on reducing overhead and cutting things they consider non-essential. With a focus on margin, look for negotiations around material costs and an investment in technology that offers process improvements.

        The last factor to pay attention to in order to predict company change is to be aware of what is happening in your industry overall. If your competitors are having a different level of success, look for your leaders to make decisions to capitalize on those discrepancies. If new regulations are being discussed, what changes will that drive for your company? Are there new ideas or new technologies that you company can benefit from and how will they be adopted by your company?

        Once you have some insight into the factors that could lead to change, you can use this knowledge to begin to predict what changes may be coming for you. These predictions can give you an opportunity to get ahead of the change and potentially influence how it impacts you.

        If you are already aligned with the key decision makers, use this connection and your influence to turn the decision your direction. Even better if you have predicted the change before they have as it will strengthen the relationship and showcase your ability to think strategically. Look ahead to the potential choices and identify the ones that are most advantageous to you. Put together a justification for these options and present your case to the decision maker. Even if the final decision doesn't go your way, a compelling argument will usually provide some benefit for you.

        Whether you have influence over the potential decision or not, understanding what's coming gives you time to react before the actual decision is made. If processes or technologies are changing, learn everything you can about them beforehand; become the resident expert. If your area will see growth, position yourself to take on higher level work potentially even with a transition to a leadership role. If your department will be impacted by budget cuts, spend time communicating the value you provide to set you apart from others and reducing the chance that you will be impacted by any reductions. Episode 44 (https://www.managingacareer.com/44) provides more insight into Reporting Status.

        A career coach can help you gain the foresight you need to get ahead. I would love to be that coach for you. Reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your situation. If we are a good fit, we can schedule regular sessions to help you get your career on the right track.

        ]]>2ea50997-23f1-4b30-950f-f30fe8d2572eMon, 02 Sep 2024 20:00:00 -050006:08falsefull6868Attending industry conferences - MAC067At some point, you may find yourself in a position where you are able to attend an industry conference. When this happens, with enough planning, you can leverage this conference to help advance your career.

        At any conference, there will be panels, talks, and sessions by industry experts. These can help you understand upcoming changes to any regulations that apply to your industry. They can also offer new techniques and solutions to problems that you may have been facing. Often, the speakers also represent the companies that create the software commonly used in the industry and you can learn about new features that are coming to the tools that you use.

        Before you travel to the conference, review the schedule of talks and identify the ones most relevant to your projects. Also talk with your leader and teammates to see if any of the presentations will cover topics that will benefit them. There will often be overlapping events, so identifying the most important sessions will let you plan your daily schedule. It will also let you identify alternative sessions so that if your primary session is full or underwhelming, you can attend a different presentation that will still provide some value.

        During each presentation, make every effort to remove any distractions. Turn off the alerts from your phone. Position yourself where you can see anything projected on the screens as well as the presenter. Be sure to take notes of the most important points. Over the course of the conference, you will be hearing a lot of new information and it may be difficult to remember it all without good notes.

        Beyond the opportunities for education, the other major activity at a conference is to network and socialize. Try to get to the conference city a day early so that you can attend any kick-off social events. Include time during your day to gather in the common areas and talk to attendees. Make a note of the speakers that had the most insightful talks and look for opportunities to connect with them outside of the meeting rooms; unless they are a major keynote speaker, they are usually excited to talk with conference attendees.

        If this is not the first time you've attended this industry conference, reach out to everyone that you have met during previous years and arrange to meet with them again this year. This will strengthen these connections and allow you to compare notes on how others are progressing in your industry. Have them introduce you to others attending in order to grow your network faster.

        If you are introverted, networking may not come easy to you. Take advantage of the quieter times in the conference when you can mingle in smaller groups. Leverage the fact that those attending the conference work in a similar field as you so there is a common topic for starting conversations. And when in doubt, stand next to someone who is outgoing and wait for them to bring you into their conversation.

        Send an email to each person that you meet as soon as you have any sort of break. In that email summarize the conversation and offer to follow up after the conference. This will help you remember not just who you talked to but what you discussed. Fostering these connections will pave the way for future collaborations or even recruiting opportunities.

        Be sure to visit the expo floor during the conference, too. Beyond just the conference swag, walking the floor can help you find new tools and technologies that may not be covered in any of the presentations that you attended. You can also meet vendor contacts which can help you bypass any of the red tape in getting support for the tools that you use.

        After you return home from the conference, schedule a recap session with your leader and coworkers. Go over the highlights from the important sessions, especially those that discussed upcoming changes to the tools used by your company or any new government regulations that apply to your industry. Send an introductory email between your team and any vendor contacts so that they can extend their network, too.

        Lastly, reflect on what you've learned and look for ways that you can inject new ideas into how your company works. In Episode 049, I covered thinking strategically (https://www.managingacareer.com/49). Use the insights you gained at the conference to understand the competitive landscape of your industry and to guide your solutions to these bigger problems.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>At some point, you may find yourself in a position where you are able to attend an industry conference. When this happens, with enough planning, you can leverage this conference to help advance your career.

        At any conference, there will be panels, talks, and sessions by industry experts. These can help you understand upcoming changes to any regulations that apply to your industry. They can also offer new techniques and solutions to problems that you may have been facing. Often, the speakers also represent the companies that create the software commonly used in the industry and you can learn about new features that are coming to the tools that you use.

        Before you travel to the conference, review the schedule of talks and identify the ones most relevant to your projects. Also talk with your leader and teammates to see if any of the presentations will cover topics that will benefit them. There will often be overlapping events, so identifying the most important sessions will let you plan your daily schedule. It will also let you identify alternative sessions so that if your primary session is full or underwhelming, you can attend a different presentation that will still provide some value.

        During each presentation, make every effort to remove any distractions. Turn off the alerts from your phone. Position yourself where you can see anything projected on the screens as well as the presenter. Be sure to take notes of the most important points. Over the course of the conference, you will be hearing a lot of new information and it may be difficult to remember it all without good notes.

        Beyond the opportunities for education, the other major activity at a conference is to network and socialize. Try to get to the conference city a day early so that you can attend any kick-off social events. Include time during your day to gather in the common areas and talk to attendees. Make a note of the speakers that had the most insightful talks and look for opportunities to connect with them outside of the meeting rooms; unless they are a major keynote speaker, they are usually excited to talk with conference attendees.

        If this is not the first time you've attended this industry conference, reach out to everyone that you have met during previous years and arrange to meet with them again this year. This will strengthen these connections and allow you to compare notes on how others are progressing in your industry. Have them introduce you to others attending in order to grow your network faster.

        If you are introverted, networking may not come easy to you. Take advantage of the quieter times in the conference when you can mingle in smaller groups. Leverage the fact that those attending the conference work in a similar field as you so there is a common topic for starting conversations. And when in doubt, stand next to someone who is outgoing and wait for them to bring you into their conversation.

        Send an email to each person that you meet as soon as you have any sort of break. In that email summarize the conversation and offer to follow up after the conference. This will help you remember not just who you talked to but what you discussed. Fostering these connections will pave the way for future collaborations or even recruiting opportunities.

        Be sure to visit the expo floor during the conference, too. Beyond just the conference swag, walking the floor can help you find new tools and technologies that may not be covered in any of the presentations that you attended. You can also meet vendor contacts which can help you bypass any of the red tape in getting support for the tools that you use.

        After you return home from the conference, schedule a recap session with your leader and coworkers. Go over the highlights from the important sessions, especially those that discussed upcoming changes to the tools used by your company or any new government regulations that apply to your industry. Send an introductory email between your team and any vendor contacts so that they can extend their network, too.

        Lastly, reflect on what you've learned and look for ways that you can inject new ideas into how your company works. In Episode 049, I covered thinking strategically (https://www.managingacareer.com/49). Use the insights you gained at the conference to understand the competitive landscape of your industry and to guide your solutions to these bigger problems.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>3d104ce9-be81-42b0-89f7-ce5ef823d634Mon, 26 Aug 2024 20:00:00 -050006:09falsefull6767Delegation and Leverage - MAC066 I've mentioned Jackie Simon in the past. If you aren't following her on LinkedIn (https://www.linkedin.com/in/jackiesimon1/), you should. She's a leadership coach and regularly posts some insightful content. This week's episode of the ManagingACareer.com podcast is inspired by a post she made this week on Delegation vs Leverage (https://www.linkedin.com/posts/jackiesimon1_delegating-wont-get-you-promoted-activity-7230196646461026304-D_UT). Links to Jackie's profile and the inspiration post will be in the show notes for this episode.

        As with anything, we start with definitions to establish a context for further discussion. Delegation is assigning tasks to others. Leverage is using your resources (including people resources) to complete your work more effectively. While they can seem very similar, the differentiator is the goals and outcomes of the action.

        Way back in Episode 001 of this podcast (https://www.managingacareer.com/1), I covered Higher Level Tasks. In that episode, I covered that your goal should be transitioning from process driven tasks to tasks that rely more on your personal discretion and judgement. Part of this transition is delegating lower level tasks.

        The goal of delegation is to pass activities that distract you from more strategic work to someone else. You do this because the task needs to be done but you are less focused on HOW it's performed. If done well, delegation is an opportunity to build trust with those that you delegate to because it helps them expand their role and provides them a level of autonomy. However, done poorly and they can feel a level of resentment when the delegated tasks are menial or if you continue to inject too much influence into the details of their performance of the task.

        When it comes to leverage, however, the goal is to continue to be involved in the task but to bring others into the activity. You may need to augment your skills by bringing in an expert. If the task requires navigating tough political waters, you may look to leverage someone with the right connections. Another reason to use leverage is when you are mentoring someone and you get them involved in order to expose them to new situations. The focus with leverage is to multiply your efforts through the resources available to you.

        Delegate small, routine tasks. Delegate to divide and conquer. Delegate to grow your team. Use leverage for those impactful, strategic, higher level tasks. Use leverage to augment your abilities. Use leverage to grow your network.

        In Episode 006 (https://www.managingacareer.com/6), I introduced the concept of the Eisenhower Decision Matrix. This matrix divides work based on two scales: Urgency and Importance. This results in four quadrants: Urgent and Important known as the DO NOW quadrant; Important but not Urgent known as the SCHEDULE quadrant; Urgent but not Important known as the DELEGATE quadrant; and neither Important nor Urgent known as the IGNORE quadrant. This can be a useful way to determine which of your tasks would benefit from delegation and which would benefit from leverage.

        By definition, work that is urgent but not important falls into the DELEGATE quadrant, but there may also be opportunities to delegate some of the tasks that are in the DO NOW quadrant. If you have trusted members of your team that have shown growth or when specific skills are needed to accomplish them, consider delegating some of these urgent and important tasks within your team.

        When it comes to Leverage, the SCHEDULE quadrant is the perfect opportunity to take advantage of Leverage. This work is strategic in nature and being able to leverage your connections to make progress on these tasks while continuing to put focus on the work in the DO NOW quadrant will allow you to showcase your impact to the organization. Speaking of the DO NOW quadrant, this is another opportunity to apply leverage to remove any roadblocks preventing you from doing the things that should receive your primary attention.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]> I've mentioned Jackie Simon in the past. If you aren't following her on LinkedIn (https://www.linkedin.com/in/jackiesimon1/), you should. She's a leadership coach and regularly posts some insightful content. This week's episode of the ManagingACareer.com podcast is inspired by a post she made this week on Delegation vs Leverage (https://www.linkedin.com/posts/jackiesimon1_delegating-wont-get-you-promoted-activity-7230196646461026304-D_UT). Links to Jackie's profile and the inspiration post will be in the show notes for this episode.

        As with anything, we start with definitions to establish a context for further discussion. Delegation is assigning tasks to others. Leverage is using your resources (including people resources) to complete your work more effectively. While they can seem very similar, the differentiator is the goals and outcomes of the action.

        Way back in Episode 001 of this podcast (https://www.managingacareer.com/1), I covered Higher Level Tasks. In that episode, I covered that your goal should be transitioning from process driven tasks to tasks that rely more on your personal discretion and judgement. Part of this transition is delegating lower level tasks.

        The goal of delegation is to pass activities that distract you from more strategic work to someone else. You do this because the task needs to be done but you are less focused on HOW it's performed. If done well, delegation is an opportunity to build trust with those that you delegate to because it helps them expand their role and provides them a level of autonomy. However, done poorly and they can feel a level of resentment when the delegated tasks are menial or if you continue to inject too much influence into the details of their performance of the task.

        When it comes to leverage, however, the goal is to continue to be involved in the task but to bring others into the activity. You may need to augment your skills by bringing in an expert. If the task requires navigating tough political waters, you may look to leverage someone with the right connections. Another reason to use leverage is when you are mentoring someone and you get them involved in order to expose them to new situations. The focus with leverage is to multiply your efforts through the resources available to you.

        Delegate small, routine tasks. Delegate to divide and conquer. Delegate to grow your team. Use leverage for those impactful, strategic, higher level tasks. Use leverage to augment your abilities. Use leverage to grow your network.

        In Episode 006 (https://www.managingacareer.com/6), I introduced the concept of the Eisenhower Decision Matrix. This matrix divides work based on two scales: Urgency and Importance. This results in four quadrants: Urgent and Important known as the DO NOW quadrant; Important but not Urgent known as the SCHEDULE quadrant; Urgent but not Important known as the DELEGATE quadrant; and neither Important nor Urgent known as the IGNORE quadrant. This can be a useful way to determine which of your tasks would benefit from delegation and which would benefit from leverage.

        By definition, work that is urgent but not important falls into the DELEGATE quadrant, but there may also be opportunities to delegate some of the tasks that are in the DO NOW quadrant. If you have trusted members of your team that have shown growth or when specific skills are needed to accomplish them, consider delegating some of these urgent and important tasks within your team.

        When it comes to Leverage, the SCHEDULE quadrant is the perfect opportunity to take advantage of Leverage. This work is strategic in nature and being able to leverage your connections to make progress on these tasks while continuing to put focus on the work in the DO NOW quadrant will allow you to showcase your impact to the organization. Speaking of the DO NOW quadrant, this is another opportunity to apply leverage to remove any roadblocks preventing you from doing the things that should receive your primary attention.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>9b0b5589-ba14-4d6a-af18-354e03d1eee6Mon, 19 Aug 2024 20:00:00 -050005:57falsefull6666The Four E's - MAC065In today's episode of the ManagingACareer.com podcast, we take a look at a framework you can use to evaluate whether your current role will have a positive impact on your ability to advance your career. This framework is supported by four E's: Enablement, Empowerment, Engagement, and Enthusiasm.

        Enablement: The first E is Enablement. In Episode 51 - Success or Failure (https://www.managingacareer.com/51), I use the quote from Alexander Graham Bell, "the only difference between success and failure is the ability to take action." A big factor in your ability to take action is whether or not you are enabled you to perform your role.

        Enablement refers to the support you receive to actually perform the duties of your role. Do you have the tools and access you need to be successful? When you face barriers, do your leaders help you break past them? Do you have a clear understanding of the expectations of the role?

        If you are a leader or a senior member of the team, how do you enable the rest of your team to perform their duties? Do you provide the documentation and SOPs that junior members require? Review Episode 5 (https://www.managingacareer.com/5) on how Documenting Your Work can help you get ahead. Do you carve out time from your day to mentor others on your team? Review Episode 3 for more insights about Mentoring (https://www.managingacareer.com/3).

        When you are enabled, you will have confidence that you can be successful in your current role. When you are enabled, you have the tools you need to be efficient.

        Empowerment: The second E is Empowerment. Where Enablement is about having the tools needed to perform your duties, Empowerment is about having the authority to perform your duties. If you have to check in with someone else for every decision you need to make, it can be demoralizing and discouraging. When you are empowered to make decisions, you will take initiative and drive results proactively.

        When you have responsibility of others on the team, do you empower them? Delegating decision making can free you up to do more important tasks. It will also lead to team that is more satisfied and more willing to follow your leadership.

        Engagement: The third E is Engagement. Engagement is when you feel connected to your work and have a desire to complete your duties at the highest level of quality. When there is a clear link between your role and your company goals you will have a higher level of satisfaction and be more willing to see things through.

        When the work you perform aligns with your goals, successful completion will lead to a positive performance review and the rewards and recognition associated with those reviews and ultimately to the advancement you seek.

        Enthusiasm: The final E is Enthusiasm. With Engagement being your connection to your company goals, Enthusiasm is your connection to your personal goals. Alignment with your interests and desires makes work easy. You don't need to be convinced to do the work because ultimately, it's what you want to do.

        I speak often about the Individual Development Plan and how it can help you identify the path you want your career to take. When your role aligns with your Career Vision (see Episode 37 - https://www.managingacareer.com/37), this linkage will provide personal motivation because you see how it will lead you to your ultimate goal.

        As a leader, watch for members of your team who only half-heartedly complete their work. There may be a mismatch between what you are asking them to do and their interests.

        Enablement, Empowerment, Engagement, and Enthusiasm. Resulting in Confidence, Initiative, Satisfaction, and Motivation. When your job provides you with all of these factors, career progression is just a matter of time. When any one of them are missing, reach out to your leaders and have a conversation on how, together, you can resolve that.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>In today's episode of the ManagingACareer.com podcast, we take a look at a framework you can use to evaluate whether your current role will have a positive impact on your ability to advance your career. This framework is supported by four E's: Enablement, Empowerment, Engagement, and Enthusiasm.

        Enablement: The first E is Enablement. In Episode 51 - Success or Failure (https://www.managingacareer.com/51), I use the quote from Alexander Graham Bell, "the only difference between success and failure is the ability to take action." A big factor in your ability to take action is whether or not you are enabled you to perform your role.

        Enablement refers to the support you receive to actually perform the duties of your role. Do you have the tools and access you need to be successful? When you face barriers, do your leaders help you break past them? Do you have a clear understanding of the expectations of the role?

        If you are a leader or a senior member of the team, how do you enable the rest of your team to perform their duties? Do you provide the documentation and SOPs that junior members require? Review Episode 5 (https://www.managingacareer.com/5) on how Documenting Your Work can help you get ahead. Do you carve out time from your day to mentor others on your team? Review Episode 3 for more insights about Mentoring (https://www.managingacareer.com/3).

        When you are enabled, you will have confidence that you can be successful in your current role. When you are enabled, you have the tools you need to be efficient.

        Empowerment: The second E is Empowerment. Where Enablement is about having the tools needed to perform your duties, Empowerment is about having the authority to perform your duties. If you have to check in with someone else for every decision you need to make, it can be demoralizing and discouraging. When you are empowered to make decisions, you will take initiative and drive results proactively.

        When you have responsibility of others on the team, do you empower them? Delegating decision making can free you up to do more important tasks. It will also lead to team that is more satisfied and more willing to follow your leadership.

        Engagement: The third E is Engagement. Engagement is when you feel connected to your work and have a desire to complete your duties at the highest level of quality. When there is a clear link between your role and your company goals you will have a higher level of satisfaction and be more willing to see things through.

        When the work you perform aligns with your goals, successful completion will lead to a positive performance review and the rewards and recognition associated with those reviews and ultimately to the advancement you seek.

        Enthusiasm: The final E is Enthusiasm. With Engagement being your connection to your company goals, Enthusiasm is your connection to your personal goals. Alignment with your interests and desires makes work easy. You don't need to be convinced to do the work because ultimately, it's what you want to do.

        I speak often about the Individual Development Plan and how it can help you identify the path you want your career to take. When your role aligns with your Career Vision (see Episode 37 - https://www.managingacareer.com/37), this linkage will provide personal motivation because you see how it will lead you to your ultimate goal.

        As a leader, watch for members of your team who only half-heartedly complete their work. There may be a mismatch between what you are asking them to do and their interests.

        Enablement, Empowerment, Engagement, and Enthusiasm. Resulting in Confidence, Initiative, Satisfaction, and Motivation. When your job provides you with all of these factors, career progression is just a matter of time. When any one of them are missing, reach out to your leaders and have a conversation on how, together, you can resolve that.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>4031fc0b-e47e-44f6-a7d4-06463b0655a7Mon, 12 Aug 2024 20:00:00 -050005:46falsefull6565Skip Level 1x1 - MAC064 Having regular conversations with your manager is important to ensure that you are on track for your desired career growth. But just as important is to occasionally have similar conversations with your skip level leaders.

        When it comes to skip level one-on-ones, there are three key outcomes to look for. First, is to build a relationship with your leaders. Second is to have an opportunity to highlight your contributions to the organization. And third is to have more insight into the direction that your leader is driving the team. Even just requesting the one-on-one will help you stand out when it comes time for promotions because most people never request a skip level meeting. This one act shows your leader that you are proactive and interested in advancing your career.

        Building a relationship. Unless you work for a very small company, your leaders are responsible for a lot of people; potentially a couple of hundred in larger companies. It is very rare for your skip level manager to know much about you individually. Requesting a one-on-one with them allows you to get to know them on a more personal level and for them to get to know you better. People are more likely to help people they like, so establishing a positive relationship and not just engaging in small talk should improve your chances of better assignments and eventually career advancement.

        Showcasing your contributions. When the conversation eventually turns towards your work, this is your chance to practice your presentation skills. Episode 056 covered Presenting to Leaders (https://www.managingacareer.com/56); revisiting that episode should help you here. If you think about the scope and timelines that you are responsible for compared to those of your skip level leaders, their focus is on larger efforts and longer time horizons. So, as you describe your recent accomplishments, make sure you focus on describing them in relationship to the bigger picture. Many of the insights from Episode 44 - Reporting Status (https://www.managingacareer.com/44) apply when communicating verbally, too. Focusing your contributions in terms of value produced will ensure that your skip level leader can relate what you do to the things that they care about.

        One of the benefits of presenting your contributions in the context of value to the organization is that it signals to your leader that you are starting to think strategically. Back in Episode 49 (https://www.managingacareer.com/49), I cover several ways that you can transition to more strategic work and having your skip level leader recognize that growth should help.

        Gain Insight. The third goal of a skip level one-on-one is to learn about the direction of the organization from your leader. The purpose of this isn't to feed the rumor mill. Use this time to understand the drivers for the decisions that they make and figure out how those drivers can also be applied to your priorities. How can you leverage these insights to devise an idea that involves a bigger scope than your current level of responsibilities? Don't try to formulate the idea and make the pitch during your skip level one-on-one, but by understanding how your leader thinks and knowing what aspects are important to them, you can look for opportunities where you can expand your role.

        After your one-on-one is finished, spend the next few weeks refining your pitch. Reach out to trusted peers and mentors to vet the idea. Along the way, socialize the idea with decision makers and direct reports of your skip level leader. By winning over support, when you finally present your idea, it will be much easier to convince your skip level leader to adopt your idea.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]> Having regular conversations with your manager is important to ensure that you are on track for your desired career growth. But just as important is to occasionally have similar conversations with your skip level leaders.

        When it comes to skip level one-on-ones, there are three key outcomes to look for. First, is to build a relationship with your leaders. Second is to have an opportunity to highlight your contributions to the organization. And third is to have more insight into the direction that your leader is driving the team. Even just requesting the one-on-one will help you stand out when it comes time for promotions because most people never request a skip level meeting. This one act shows your leader that you are proactive and interested in advancing your career.

        Building a relationship. Unless you work for a very small company, your leaders are responsible for a lot of people; potentially a couple of hundred in larger companies. It is very rare for your skip level manager to know much about you individually. Requesting a one-on-one with them allows you to get to know them on a more personal level and for them to get to know you better. People are more likely to help people they like, so establishing a positive relationship and not just engaging in small talk should improve your chances of better assignments and eventually career advancement.

        Showcasing your contributions. When the conversation eventually turns towards your work, this is your chance to practice your presentation skills. Episode 056 covered Presenting to Leaders (https://www.managingacareer.com/56); revisiting that episode should help you here. If you think about the scope and timelines that you are responsible for compared to those of your skip level leaders, their focus is on larger efforts and longer time horizons. So, as you describe your recent accomplishments, make sure you focus on describing them in relationship to the bigger picture. Many of the insights from Episode 44 - Reporting Status (https://www.managingacareer.com/44) apply when communicating verbally, too. Focusing your contributions in terms of value produced will ensure that your skip level leader can relate what you do to the things that they care about.

        One of the benefits of presenting your contributions in the context of value to the organization is that it signals to your leader that you are starting to think strategically. Back in Episode 49 (https://www.managingacareer.com/49), I cover several ways that you can transition to more strategic work and having your skip level leader recognize that growth should help.

        Gain Insight. The third goal of a skip level one-on-one is to learn about the direction of the organization from your leader. The purpose of this isn't to feed the rumor mill. Use this time to understand the drivers for the decisions that they make and figure out how those drivers can also be applied to your priorities. How can you leverage these insights to devise an idea that involves a bigger scope than your current level of responsibilities? Don't try to formulate the idea and make the pitch during your skip level one-on-one, but by understanding how your leader thinks and knowing what aspects are important to them, you can look for opportunities where you can expand your role.

        After your one-on-one is finished, spend the next few weeks refining your pitch. Reach out to trusted peers and mentors to vet the idea. Along the way, socialize the idea with decision makers and direct reports of your skip level leader. By winning over support, when you finally present your idea, it will be much easier to convince your skip level leader to adopt your idea.

        I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement. Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer. Tell me which episodes have had the biggest impact for you. If I get enough feedback, I'll start including them in upcoming episodes.

        ]]>1d580ee8-ef35-4278-b2c7-ed611b9165fdMon, 05 Aug 2024 20:00:00 -050005:25falsefull6464Unsportive Manager - MAC063I was hosting a coaching call the other day and I wanted to share the problem that we discussed in case you are experiencing a similar situation. The person I was speaking to has an issue where their manager is actively sabotaging their career development. If you want to be successful, you have to take control of your career because no one else will do it for you. And when your leader creates roadblocks that prevent you from growing the way that you wish, it becomes even more important to own your own career.

        If you find yourself in a similar situation, the first thing you need to do is to try to identify why your leader might be behaving this way.

        • Your manager may have some form of bias. This could be a form of prejudice such as racism or sexism that should be addressed with HR or it could just be as simple as playing favorites with others on the team.
        • Your manager might feel threatened by you. There are several reasons why your manager could have these feelings from being a below average performer to being new to the role.
        • Another reason that your manager may not support you is that they may just not be aware of what it actually takes for you to advance. Though, if you have been following this podcast for any length of time, I regularly encourage you to have career conversations with your leader to ensure that they are invested in your development.
        
        

        By understanding the source of the problem, you can adjust your approach towards finding a resolution.

        Start by having a conversation with your manager for feedback on your performance. Prior to this conversation, review Episode 012 - Receiving Effective Feedback (https://www.managingacareer.com/12). It may be a difficult conversation given the contentious relationship you may have, but it is important to maintain a level of professionalism and avoid getting defensive about anything your manager says. Ideally, you don't react at all to any faults that your manager indicates -- whether true or not. Even if they are actively preventing your progress, there will still be items that they think you should work on.

        Your goal with this feedback is to spend the rest of the year generating evidence to counter each believe. For instance, if there are skills that your leader thinks you are weak in, look for training that can supplement your abilities and try to find opportunities to showcase them to your organization. Use this evidence during your performance review to prove that these are not weaknesses.

        If your leader believes that you have issues related to your performance on assignments or projects, create a weekly status report. Review Episode 044 - Reporting Status (https://www.managingacareer.com/44) for some guidelines on what makes a good status report. This status report should be sent to your manager, the project manager, and your manager's leader. It is important that your status report include not just the activities that you have completed or made progress on, but also the value that those activities provide to the company -- in dollar amounts if possible. Additionally, relate the status back to your annual goals and your personal career goals.

        By documenting your performance with a full circle view and sending it to a wider audience, you ensure that your manager is not the only person aware of your performance. When it comes time for your annual performance review, you can summarize the details from all of your status reports and provide details of which of your goals you have completed.

        Another strategy to help you when your manager is blocking your career progress is to find an advocate. Episode 029 - Building A Network (https://www.managingacareer.com/29) can give you techniques for meeting and identifying potential advocates. Ideally, your advocate would be someone who is in your organization as either a peer or a senior leader of your manager so that their opinion has weight. When your performance is discussed among the leaders, having and advocate can ensure that someone will be speaking positively about you instead of just hearing the biased opinion of your manager.

        If none of these strategies improve the situation, the more severe options is to look elsewhere. If you have an advocate, they may be able to help your find an internal position that you can transfer to. Just be sure to do your homework to ensure that the new situation isn't just perpetuating the problem. If your would-be new manager is friends with your current manager, any bias may carry forward. If there are no internal positions -- or at least none that provide the opportunities you want -- the next step would be to look outside of the company.

        If you are facing a challenging situation at work and could use a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session much like the one that inspired this episode and if we are a good fit, we can schedule regular sessions to help you get your career on the right track.

        ]]>I was hosting a coaching call the other day and I wanted to share the problem that we discussed in case you are experiencing a similar situation. The person I was speaking to has an issue where their manager is actively sabotaging their career development. If you want to be successful, you have to take control of your career because no one else will do it for you. And when your leader creates roadblocks that prevent you from growing the way that you wish, it becomes even more important to own your own career.

        If you find yourself in a similar situation, the first thing you need to do is to try to identify why your leader might be behaving this way.

        • Your manager may have some form of bias. This could be a form of prejudice such as racism or sexism that should be addressed with HR or it could just be as simple as playing favorites with others on the team.
        • Your manager might feel threatened by you. There are several reasons why your manager could have these feelings from being a below average performer to being new to the role.
        • Another reason that your manager may not support you is that they may just not be aware of what it actually takes for you to advance. Though, if you have been following this podcast for any length of time, I regularly encourage you to have career conversations with your leader to ensure that they are invested in your development.
        
        

        By understanding the source of the problem, you can adjust your approach towards finding a resolution.

        Start by having a conversation with your manager for feedback on your performance. Prior to this conversation, review Episode 012 - Receiving Effective Feedback (https://www.managingacareer.com/12). It may be a difficult conversation given the contentious relationship you may have, but it is important to maintain a level of professionalism and avoid getting defensive about anything your manager says. Ideally, you don't react at all to any faults that your manager indicates -- whether true or not. Even if they are actively preventing your progress, there will still be items that they think you should work on.

        Your goal with this feedback is to spend the rest of the year generating evidence to counter each believe. For instance, if there are skills that your leader thinks you are weak in, look for training that can supplement your abilities and try to find opportunities to showcase them to your organization. Use this evidence during your performance review to prove that these are not weaknesses.

        If your leader believes that you have issues related to your performance on assignments or projects, create a weekly status report. Review Episode 044 - Reporting Status (https://www.managingacareer.com/44) for some guidelines on what makes a good status report. This status report should be sent to your manager, the project manager, and your manager's leader. It is important that your status report include not just the activities that you have completed or made progress on, but also the value that those activities provide to the company -- in dollar amounts if possible. Additionally, relate the status back to your annual goals and your personal career goals.

        By documenting your performance with a full circle view and sending it to a wider audience, you ensure that your manager is not the only person aware of your performance. When it comes time for your annual performance review, you can summarize the details from all of your status reports and provide details of which of your goals you have completed.

        Another strategy to help you when your manager is blocking your career progress is to find an advocate. Episode 029 - Building A Network (https://www.managingacareer.com/29) can give you techniques for meeting and identifying potential advocates. Ideally, your advocate would be someone who is in your organization as either a peer or a senior leader of your manager so that their opinion has weight. When your performance is discussed among the leaders, having and advocate can ensure that someone will be speaking positively about you instead of just hearing the biased opinion of your manager.

        If none of these strategies improve the situation, the more severe options is to look elsewhere. If you have an advocate, they may be able to help your find an internal position that you can transfer to. Just be sure to do your homework to ensure that the new situation isn't just perpetuating the problem. If your would-be new manager is friends with your current manager, any bias may carry forward. If there are no internal positions -- or at least none that provide the opportunities you want -- the next step would be to look outside of the company.

        If you are facing a challenging situation at work and could use a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session much like the one that inspired this episode and if we are a good fit, we can schedule regular sessions to help you get your career on the right track.

        ]]>3fe8864c-703b-4e32-8169-088ca0ee13d3Mon, 29 Jul 2024 20:00:00 -050006:07falsefull6363Mid-year Goal Review - MAC062At the time of this episode, we're a little more than halfway through the current year. Most companies have an annual goal setting process and it's a good time to check in on your progress towards those goals. Waiting until the end of the year to review your progress doesn't give you enough time to react and adjust to ensure success.

        In Episode 47 - Annual Goal Setting (https://www.managingacareer.com/47), I go through several frameworks you can use to help define your goals. If you followed the guidelines I provided in that episode, you should have a series of goals that align with the corporate strategies but still provide opportunities for growth and advancement of your career. Each goal should consist of some sort of long-term objective and a list of supporting activities that will help you achieve the objective.

        As part of a mid-year evaluation, you should review each of the supporting activities and update the status of them. How many of those activities have you completed? How many have had significant progress? Of the ones that haven't been started, what is preventing your progress?

        One aspect of the IDP that I encourage is the section that documents your Successes -- see Episode 39 for more details on this part of the IDP (https://www.managingacareer.com/39). With this review of your progress against your goals, you have an opportunity to boost your motivation by acknowledging the success you have had so far this year and also to spur action knowing that there is still time to achieve everything that you set out to achieve for the year.

        Now that you know where you stand with respect to your goals, consider whether they are all still valid. Companies will adjust their goals based on any events going on in the wider market. The priorities of your team may have shifted. Even your personal roadmap may have changed based on things you have learned. If any of these factors apply, use this opportunity to update your goals to align with these new conditions. Even if the overall goal is still valid, it is also an opportunity to redefine the supporting activities to match your current work assignments.

        For any goals that you are off track or are blocked by something beyond your control, have a conversation with your leader. How can the two of you work together to get things back on track? Is it a matter of missing resources or aligning your assignments with the activities that support the goal?

        Your annual goals should align with both your company and personal objectives, so this midyear review should include progress on your Individual Development Plan (https://www.managingacareer.com/36) as well. Be sure to update your Action Plan (https://www.managingacareer.com/39) but review whether you need to adjust your Roadmap (https://www.managingacareer.com/37) based on how your year has progressed so far.

        As I covered in Episode 51 - Success or Failure (https://www.managingacareer.com/51), a large component of success is taking action. There is still plenty of time left in the year to successfully complete your goals, but this review will show you where you need to focus your attention and take action in order to complete your goals.

        My goal for this podcast is to continue to grow the audience in order to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]>At the time of this episode, we're a little more than halfway through the current year. Most companies have an annual goal setting process and it's a good time to check in on your progress towards those goals. Waiting until the end of the year to review your progress doesn't give you enough time to react and adjust to ensure success.

        In Episode 47 - Annual Goal Setting (https://www.managingacareer.com/47), I go through several frameworks you can use to help define your goals. If you followed the guidelines I provided in that episode, you should have a series of goals that align with the corporate strategies but still provide opportunities for growth and advancement of your career. Each goal should consist of some sort of long-term objective and a list of supporting activities that will help you achieve the objective.

        As part of a mid-year evaluation, you should review each of the supporting activities and update the status of them. How many of those activities have you completed? How many have had significant progress? Of the ones that haven't been started, what is preventing your progress?

        One aspect of the IDP that I encourage is the section that documents your Successes -- see Episode 39 for more details on this part of the IDP (https://www.managingacareer.com/39). With this review of your progress against your goals, you have an opportunity to boost your motivation by acknowledging the success you have had so far this year and also to spur action knowing that there is still time to achieve everything that you set out to achieve for the year.

        Now that you know where you stand with respect to your goals, consider whether they are all still valid. Companies will adjust their goals based on any events going on in the wider market. The priorities of your team may have shifted. Even your personal roadmap may have changed based on things you have learned. If any of these factors apply, use this opportunity to update your goals to align with these new conditions. Even if the overall goal is still valid, it is also an opportunity to redefine the supporting activities to match your current work assignments.

        For any goals that you are off track or are blocked by something beyond your control, have a conversation with your leader. How can the two of you work together to get things back on track? Is it a matter of missing resources or aligning your assignments with the activities that support the goal?

        Your annual goals should align with both your company and personal objectives, so this midyear review should include progress on your Individual Development Plan (https://www.managingacareer.com/36) as well. Be sure to update your Action Plan (https://www.managingacareer.com/39) but review whether you need to adjust your Roadmap (https://www.managingacareer.com/37) based on how your year has progressed so far.

        As I covered in Episode 51 - Success or Failure (https://www.managingacareer.com/51), a large component of success is taking action. There is still plenty of time left in the year to successfully complete your goals, but this review will show you where you need to focus your attention and take action in order to complete your goals.

        My goal for this podcast is to continue to grow the audience in order to help as many people as I can advance their careers. To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers. Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.

        ]]>bc64dccd-3d7a-41a9-93dc-cb41876c0d42Mon, 22 Jul 2024 20:00:00 -050004:52falsefull6262Handling Credit - MAC061 Let's talk about credit. I'm not talking about the financial mechanisms by which you borrow money from a bank using plastic card. I'm talking about the type of credit involved when someone receives recognition for work performed.

        If we consider our relationship to credit: we can TAKE credit; we can GIVE credit; we can STEAL credit; and we can GIVE AWAY credit. In today's episode, I'm going to talk about each of these different modes and how they can impact your career advancement.

        Taking credit. When we perform a task, especially if we do it well, we should be proud and take credit for our work by sharing that information with others; especially with our leaders. Keep a "success diary" of some sort so that you track the things that you do that deserve credit. Whether small or large, track everything. Successes with a more localized impact can still be shared within your project team, but successes with a more wide-spread impact should be shared to higher levels of the organization. Be clear in what was accomplished and your role with bringing it to fruition; just be careful that you don't come across as too braggadocious and share your successes with a level of humility. By making this a regular occurrence, it keeps your leaders aware of the contributions you make which will help them consider you when new opportunities become available.

        Giving credit. If others were involved in the success, we move to the next mode, giving credit. If you are keeping a success diary, include documenting the roles other played in making your activities successful. When you share YOUR success whether in meetings or emails, mention the others, too. Most work is done as part of a team and including them in your successes will lead others to reciprocate providing YOU additional recognition with your leaders.

        Another aspect of giving credit is when the work of others provides a positive impact to you. Call out the work of others by leveraging any appreciation tools provided by your company. By recognizing the work of others, you'll strengthen your relationships and bring others to WANT to work with you.

        If you are a leader of a team, pay special attention to Episode 008 - The Five Recognition Languages. Everyone on your team has a different way that they feel appreciated, so be sure to align giving credit with the form that they prefer. This will ensure that they feel valued and increase the impact of the recognition.

        Stealing credit. The opposite of giving credit is stealing credit. Whether intentionally or unintentionally, if you take credit without including others who contributed to the effort, you are stealing credit that they deserve. Another form of stealing credit is if credit is given to the wrong person. Where giving credit can build up a team, no matter how the credit is stolen, it can cause a rift within the team and undermines your credibility.

        Giving away credit. The last form of relationship that we have with credit for work performed is when we give away credit. If you allow someone to steal your credit or you don't speak up when credit for your work is stolen or misappropriated, you are giving away credit. If you give away your credit by allowing it to be stolen, you run the risk that person gets opportunities ahead of you.

        There may be instances where you might wish to give away credit. An example would be when you have built up significant goodwill but someone else involved in the work has been underappreciated, you may wish to give away your credit to the underappreciated person. In instances like this, you can strengthen your relationship with them. And as I covered in Episode 029 - Building a Network, a strong network is one of the most valuable tools for career advancement.

        Earlier in the episode, I mentioned keeping a success diary. If you would like a free template you can use to track YOUR successes, reach out to me via the contact form at the ManagingACareer.com website. I would be happy to send you one.

        ]]> Let's talk about credit. I'm not talking about the financial mechanisms by which you borrow money from a bank using plastic card. I'm talking about the type of credit involved when someone receives recognition for work performed.

        If we consider our relationship to credit: we can TAKE credit; we can GIVE credit; we can STEAL credit; and we can GIVE AWAY credit. In today's episode, I'm going to talk about each of these different modes and how they can impact your career advancement.

        Taking credit. When we perform a task, especially if we do it well, we should be proud and take credit for our work by sharing that information with others; especially with our leaders. Keep a "success diary" of some sort so that you track the things that you do that deserve credit. Whether small or large, track everything. Successes with a more localized impact can still be shared within your project team, but successes with a more wide-spread impact should be shared to higher levels of the organization. Be clear in what was accomplished and your role with bringing it to fruition; just be careful that you don't come across as too braggadocious and share your successes with a level of humility. By making this a regular occurrence, it keeps your leaders aware of the contributions you make which will help them consider you when new opportunities become available.

        Giving credit. If others were involved in the success, we move to the next mode, giving credit. If you are keeping a success diary, include documenting the roles other played in making your activities successful. When you share YOUR success whether in meetings or emails, mention the others, too. Most work is done as part of a team and including them in your successes will lead others to reciprocate providing YOU additional recognition with your leaders.

        Another aspect of giving credit is when the work of others provides a positive impact to you. Call out the work of others by leveraging any appreciation tools provided by your company. By recognizing the work of others, you'll strengthen your relationships and bring others to WANT to work with you.

        If you are a leader of a team, pay special attention to Episode 008 - The Five Recognition Languages. Everyone on your team has a different way that they feel appreciated, so be sure to align giving credit with the form that they prefer. This will ensure that they feel valued and increase the impact of the recognition.

        Stealing credit. The opposite of giving credit is stealing credit. Whether intentionally or unintentionally, if you take credit without including others who contributed to the effort, you are stealing credit that they deserve. Another form of stealing credit is if credit is given to the wrong person. Where giving credit can build up a team, no matter how the credit is stolen, it can cause a rift within the team and undermines your credibility.

        Giving away credit. The last form of relationship that we have with credit for work performed is when we give away credit. If you allow someone to steal your credit or you don't speak up when credit for your work is stolen or misappropriated, you are giving away credit. If you give away your credit by allowing it to be stolen, you run the risk that person gets opportunities ahead of you.

        There may be instances where you might wish to give away credit. An example would be when you have built up significant goodwill but someone else involved in the work has been underappreciated, you may wish to give away your credit to the underappreciated person. In instances like this, you can strengthen your relationship with them. And as I covered in Episode 029 - Building a Network, a strong network is one of the most valuable tools for career advancement.

        Earlier in the episode, I mentioned keeping a success diary. If you would like a free template you can use to track YOUR successes, reach out to me via the contact form at the ManagingACareer.com website. I would be happy to send you one.

        ]]>164996a0-b27e-4b3a-ba5d-2008bfdb0181Mon, 15 Jul 2024 20:00:00 -050005:16falsefull6161Procrastinating Your Career - MAC060I firmly believe that you have to own your career. If you rely on someone else to drive it, it will likely not go in the direction that you want -- if it actually goes anywhere at all. In each episode of this podcast, I cover a topic that makes you think about your career, but taking action is still up to you. Sometimes, we find ourselves procrastinating even when we know we should be acting.

        This week, I want to cover several reasons why you may be procrastinating and how to get past them. We know what we SHOULD do, but struggle to find the motivation to do it. So, why do we procrastinate?

        The first reason may be the fear of the unknown and the comfort of the known. We know what it's like where we are. It may be "just fine" to continue in our current role. If you've reached a level where you have a fair number of responsibilities and your pay allows you a level of comfort, maintaining the status quo may be more important to you than the risk of what might come next.

        The strategy here is to find ways to reduce the risk and get excited about the future. Find someone within the company that has a role similar to your next role that will serve as your mentor. Set up regular time with them to talk about what their day to day activities look like. Ask them what they find fulfilling about the additional responsibilities of that role. Use their insights to identify the areas you are least comfortable with and find opportunities to strengthen them through training or assignments.

        The next reason that we procrastinate is not having a clear goal of what actually IS next. I'm a big fan of the Individual Development Plan. The primary reason that I like the IDP is that it provides a systematic approach to help you clarify what your next steps should be. For a refresher on the IDP and how you can use it as a tool for career planning, go back to Episodes 036 through 040 and then reach out via the contact form at ManagingACareer.com to request your free IDP template. Once you have completed your IDP using my template, you will have identified your next role and created an action plan to get you there. This clarity will allow you to break past this source of procrastination.

        Another reason that we might procrastinate taking action on our career is being overwhelmed by everything that needs to be done. You may be excited about what is next and have formulated an action plan in your IDP, but if there is too much to do, you may not know how to get started. Pair that with a fear of failure or a desire for perfection and you may feel completely paralyzed when it comes to getting started.

        If you find yourself overwhelmed with everything that you need to do, take a step back and find the smallest, easiest task. Success breeds success. A small win provides momentum to the next win. Once you've gained confidence with small, easy steps, you'll be ready to take on the bigger, more important steps. In Episode 051 - Success or Failure, I talk about how taking action can be inspiring and this snowball effect can jump start your career progression.

        If you are unable to push past your source of procrastination, it can lead to career stagnation. This can lead to a negative perception about having a lack of ambition. You might also face increased stress as you miss out on promotions and opportunities. You may even lose confidence in yourself and your ability to grow. Just like success breeds success, lack of success can lead to further delays.

        One strategy, no matter what is driving your procrastination is to have someone on your side -- your leaders, your mentors, or your coach. Someone that can help you clarify your path forward and provide the motivation you need to take action. If you are interested in career coaching, it is a service I offer. Reach out to me via the contact form on the ManagingACareer.com website and I will set up an introductory session where we can determine if we are a good fit. If we are, we can arrange regular coaching to help you break past your source of procrastination and put your career on the fast track to advancement.

        ]]>I firmly believe that you have to own your career. If you rely on someone else to drive it, it will likely not go in the direction that you want -- if it actually goes anywhere at all. In each episode of this podcast, I cover a topic that makes you think about your career, but taking action is still up to you. Sometimes, we find ourselves procrastinating even when we know we should be acting.

        This week, I want to cover several reasons why you may be procrastinating and how to get past them. We know what we SHOULD do, but struggle to find the motivation to do it. So, why do we procrastinate?

        The first reason may be the fear of the unknown and the comfort of the known. We know what it's like where we are. It may be "just fine" to continue in our current role. If you've reached a level where you have a fair number of responsibilities and your pay allows you a level of comfort, maintaining the status quo may be more important to you than the risk of what might come next.

        The strategy here is to find ways to reduce the risk and get excited about the future. Find someone within the company that has a role similar to your next role that will serve as your mentor. Set up regular time with them to talk about what their day to day activities look like. Ask them what they find fulfilling about the additional responsibilities of that role. Use their insights to identify the areas you are least comfortable with and find opportunities to strengthen them through training or assignments.

        The next reason that we procrastinate is not having a clear goal of what actually IS next. I'm a big fan of the Individual Development Plan. The primary reason that I like the IDP is that it provides a systematic approach to help you clarify what your next steps should be. For a refresher on the IDP and how you can use it as a tool for career planning, go back to Episodes 036 through 040 and then reach out via the contact form at ManagingACareer.com to request your free IDP template. Once you have completed your IDP using my template, you will have identified your next role and created an action plan to get you there. This clarity will allow you to break past this source of procrastination.

        Another reason that we might procrastinate taking action on our career is being overwhelmed by everything that needs to be done. You may be excited about what is next and have formulated an action plan in your IDP, but if there is too much to do, you may not know how to get started. Pair that with a fear of failure or a desire for perfection and you may feel completely paralyzed when it comes to getting started.

        If you find yourself overwhelmed with everything that you need to do, take a step back and find the smallest, easiest task. Success breeds success. A small win provides momentum to the next win. Once you've gained confidence with small, easy steps, you'll be ready to take on the bigger, more important steps. In Episode 051 - Success or Failure, I talk about how taking action can be inspiring and this snowball effect can jump start your career progression.

        If you are unable to push past your source of procrastination, it can lead to career stagnation. This can lead to a negative perception about having a lack of ambition. You might also face increased stress as you miss out on promotions and opportunities. You may even lose confidence in yourself and your ability to grow. Just like success breeds success, lack of success can lead to further delays.

        One strategy, no matter what is driving your procrastination is to have someone on your side -- your leaders, your mentors, or your coach. Someone that can help you clarify your path forward and provide the motivation you need to take action. If you are interested in career coaching, it is a service I offer. Reach out to me via the contact form on the ManagingACareer.com website and I will set up an introductory session where we can determine if we are a good fit. If we are, we can arrange regular coaching to help you break past your source of procrastination and put your career on the fast track to advancement.

        ]]>e64e42e3-6624-43e7-ba85-672d23d0a4ffMon, 08 Jul 2024 20:00:00 -050005:15falsefull6060Communicating with Finesse - MAC059 The other day, I saw a post on LinkedIn by Wes Kao the co-Founder of the Maven learning platform. Her post was a synopsis of an issue of her newsletter that really resonated with me (Link https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). It was on the topic of Finesse in Communications. You could also think of it as communicating like a leader.

        In Wes' article, there was a situation where a customer had asked about the limits of a software system. Several people were in a chat thread formulating a response. The first person offered a factual number based on the highest limit observed in the system. The second person clarified the limit with a lower number that had shown acceptable performance plus a plan to increase the performance for a higher limit. The third person took the response from the second person and reframed it to have less of a negative connotation but still convey the same results.

        Finesse is the ability to refine your message based on understanding the situation and the desired outcomes it is the ability to use good judgement in delicate situations. None of the responses were wrong per se, but the first answer could have led to disappointment by the customer if they approached the technical limit and experienced the performance degradations. The second answer provided additional context around the limits but may have caused the customer to look elsewhere for a solution that didn't have those limits. The final answer with a more positive message invited the customer to be optimistic about the solution being able to scale to meet their needs.

        For some, the ability to have finesse in their communications may come naturally. But for others, like any skill, you can improve your abilities with focus and practice. The more you practice, the easier it will be to know when to apply finesse and the more likely it will come to you without consciously thinking about it.

        First, you need to recognize when situations require finesse to handle. As you start practicing, look for situations where the outcome is not well defined or where there are people involved that you don't regularly interact with. That isn't to say that other situations would not benefit from nuance and finesse, but when you are learning the skill, the situations with the most uncertainty will be the ones most obvious to you that using finesse will be appropriate to lead to a positive result.

        Once you have identified a situation to practice your skills, think about your desired outcome and what aspects have the least clarity. When you discuss them with others, pay attention to how the other people react to what you say and how you say it. You aren't just looking for surface level reactions such as responding verbally -- whether in agreement or to counter your points. Look at those micro-reactions such as that fleeting expression when your point hits home before they recompose and make their point. These types of responses can give you clues as to how your approach has been received such as whether it is too direct or needs more context or whether it's too aggressive or too passive. As the interaction proceeds, make adjustments and pay attention to how that changes how your arguments are received.

        Finesse is not just about what you say and how you say it, but it's also about what you DON'T say. In Episode 56 - Presenting to Leaders, I talked about how my background in an analytical field lends itself to providing every detail because they all matter when solving technical problems, but when presenting to an executive, I had to focus on stripping my message down to only the most relevant bits. This is another part of exhibiting finesse in your communications. Understanding when to include and when to exclude information to direct the situation towards the outcome you are pushing for. This doesn't mean to lie through omission -- that leads to losing trust. But understanding which details are important to your audience and which details are noise is part of framing your message clarity.

        Because finesse is in large part driven by the PEOPLE, there are no hard and fast rules about how to handle each situation. But what you CAN do is bring in someone who has a better handle on how to apply finesse such as Person Three from the example story. Have them observe your approach and provide feedback on how you can do better. You can also watch them when they are interacting with others and then have a review session afterwards where you can ask them about the different decisions they made about how to approach the conversation.

        Go read Wes' full article on finesse which you can find linked in the show notes (https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). There are additional insights and strategies that can help you perfect your finesse skills. Improving your communication skills will help you advance your career no matter what level you are at and finesse is an important aspect of that.

        If you would like to be alerted when I release new content, go to ManagingACareer.com/follow for the various platforms where I can be found. Help me spread the word by sending that link to your friends and co-workers, too.

        ]]> The other day, I saw a post on LinkedIn by Wes Kao the co-Founder of the Maven learning platform. Her post was a synopsis of an issue of her newsletter that really resonated with me (Link https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). It was on the topic of Finesse in Communications. You could also think of it as communicating like a leader.

        In Wes' article, there was a situation where a customer had asked about the limits of a software system. Several people were in a chat thread formulating a response. The first person offered a factual number based on the highest limit observed in the system. The second person clarified the limit with a lower number that had shown acceptable performance plus a plan to increase the performance for a higher limit. The third person took the response from the second person and reframed it to have less of a negative connotation but still convey the same results.

        Finesse is the ability to refine your message based on understanding the situation and the desired outcomes it is the ability to use good judgement in delicate situations. None of the responses were wrong per se, but the first answer could have led to disappointment by the customer if they approached the technical limit and experienced the performance degradations. The second answer provided additional context around the limits but may have caused the customer to look elsewhere for a solution that didn't have those limits. The final answer with a more positive message invited the customer to be optimistic about the solution being able to scale to meet their needs.

        For some, the ability to have finesse in their communications may come naturally. But for others, like any skill, you can improve your abilities with focus and practice. The more you practice, the easier it will be to know when to apply finesse and the more likely it will come to you without consciously thinking about it.

        First, you need to recognize when situations require finesse to handle. As you start practicing, look for situations where the outcome is not well defined or where there are people involved that you don't regularly interact with. That isn't to say that other situations would not benefit from nuance and finesse, but when you are learning the skill, the situations with the most uncertainty will be the ones most obvious to you that using finesse will be appropriate to lead to a positive result.

        Once you have identified a situation to practice your skills, think about your desired outcome and what aspects have the least clarity. When you discuss them with others, pay attention to how the other people react to what you say and how you say it. You aren't just looking for surface level reactions such as responding verbally -- whether in agreement or to counter your points. Look at those micro-reactions such as that fleeting expression when your point hits home before they recompose and make their point. These types of responses can give you clues as to how your approach has been received such as whether it is too direct or needs more context or whether it's too aggressive or too passive. As the interaction proceeds, make adjustments and pay attention to how that changes how your arguments are received.

        Finesse is not just about what you say and how you say it, but it's also about what you DON'T say. In Episode 56 - Presenting to Leaders, I talked about how my background in an analytical field lends itself to providing every detail because they all matter when solving technical problems, but when presenting to an executive, I had to focus on stripping my message down to only the most relevant bits. This is another part of exhibiting finesse in your communications. Understanding when to include and when to exclude information to direct the situation towards the outcome you are pushing for. This doesn't mean to lie through omission -- that leads to losing trust. But understanding which details are important to your audience and which details are noise is part of framing your message clarity.

        Because finesse is in large part driven by the PEOPLE, there are no hard and fast rules about how to handle each situation. But what you CAN do is bring in someone who has a better handle on how to apply finesse such as Person Three from the example story. Have them observe your approach and provide feedback on how you can do better. You can also watch them when they are interacting with others and then have a review session afterwards where you can ask them about the different decisions they made about how to approach the conversation.

        Go read Wes' full article on finesse which you can find linked in the show notes (https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). There are additional insights and strategies that can help you perfect your finesse skills. Improving your communication skills will help you advance your career no matter what level you are at and finesse is an important aspect of that.

        If you would like to be alerted when I release new content, go to ManagingACareer.com/follow for the various platforms where I can be found. Help me spread the word by sending that link to your friends and co-workers, too.

        ]]>ba00b752-67df-46cf-83b4-6e4ce0de5255Mon, 01 Jul 2024 20:00:00 -050006:26falsefull5959Getting Promoted Too Soon - MAC058 The goal of most people in the corporate world is to get promoted. Along with that promotion is usually personal growth, more responsibility, and increased pay. But, what happens if you find yourself promoted too soon?

        There could be many reasons that you receive a promotion. Someone more senior could have left -- either the team or the company. You could have also pushed for it with your leaders and everything aligned for them to promote you. You may have even received a promotion that you weren't expecting.

        When you receive a promotion when you are ready for it, it can be a great experience. But, when you are promoted early, it can lead to possible complications. Check out Episode 26 - Should You Be Promoted for insights into whether you are ready for a promotion or not.

        The first complication is not having the necessary skills to perform the new role. Often promotions build on the skills you've already been using but there are additional new skills that you will need to develop. If you are promoted early, you may not have had the time to build those new skills. The more advanced your position, the more you are expected to just "figure it out". As soon as you are notified of your promotion, you should begin working on those skills in whatever form of learning works for you best.

        Finding training courses for the more technical skills should be fairly straightforward. When it comes to the soft skills, it may be time to reach out to your mentors or your network to find someone who can provide the insights you need to be successful.

        Another complication could be strife within your team. If there is someone else on your team that was angling for the same promotion, they may be resentful if you receive a promotion over them. This may make working with them difficult, especially if you now have a position of authority over them. If you foresee this as being problematic, you will need to work to build -- or rebuild -- that relationship.

        If this leadership position is a new type of role for you, you may not be well positioned to navigate these types of relationship problems. Lean on your leader and your human resources department for insights into how to best smooth this rocky situation.

        If you feel undeserving of the promotion, you may have a sense of Imposter Syndrome. This complication can completely undermine your ability to be successful in your new role and possibly even future roles. Imposter Syndrome as a topic is very large and I should probably do a future episode on the subject, but the number one way to combat it is to build your confidence.

        You probably just said, "That's easier said than done". Confidence comes from skill and experience and support. I've already covered how to build the skills required of your new role. And your mentors, network, leaders, and HR should offer the support you need. The only remaining component is experience and the only way to gain that is to put yourself out there. Go back and review Episode 051 - Success or Failure that talks about how taking action and building on small successes can lead to much greater success. This success will build your confidence and dispel the feeling of Imposter Syndrome.

        The final complication is more of a factor of the environment that we currently face. There are many companies that are looking for ways to cut costs or increase profits and one avenue that they pursue to achieve that goal is to reduce their workforce through some sort of layoff. Being promoted early could put you at higher risk of being selected for any pending layoff. With an early promotion, you will be one of the lower performers at your new level until you have addressed the other potential complications. Lower performance combined with higher pay is usually the attributes that lead to selection.

        There is no easy solution to this complication because it is more of a factor of the situation. The best you can do is to work quickly to bring your level of performance up to the standards of the role.

        If you've listened to most of the other episodes of this podcast, I talk about different things you can focus on that will make you more promotable. You should be prepared with the tools you need so that any promotion does not include any of the above complications.

        If you want to be sure to get new episodes when they are released, go to https://ManagingACareer.com/follow to find all of my social media links.

        ]]> The goal of most people in the corporate world is to get promoted. Along with that promotion is usually personal growth, more responsibility, and increased pay. But, what happens if you find yourself promoted too soon?

        There could be many reasons that you receive a promotion. Someone more senior could have left -- either the team or the company. You could have also pushed for it with your leaders and everything aligned for them to promote you. You may have even received a promotion that you weren't expecting.

        When you receive a promotion when you are ready for it, it can be a great experience. But, when you are promoted early, it can lead to possible complications. Check out Episode 26 - Should You Be Promoted for insights into whether you are ready for a promotion or not.

        The first complication is not having the necessary skills to perform the new role. Often promotions build on the skills you've already been using but there are additional new skills that you will need to develop. If you are promoted early, you may not have had the time to build those new skills. The more advanced your position, the more you are expected to just "figure it out". As soon as you are notified of your promotion, you should begin working on those skills in whatever form of learning works for you best.

        Finding training courses for the more technical skills should be fairly straightforward. When it comes to the soft skills, it may be time to reach out to your mentors or your network to find someone who can provide the insights you need to be successful.

        Another complication could be strife within your team. If there is someone else on your team that was angling for the same promotion, they may be resentful if you receive a promotion over them. This may make working with them difficult, especially if you now have a position of authority over them. If you foresee this as being problematic, you will need to work to build -- or rebuild -- that relationship.

        If this leadership position is a new type of role for you, you may not be well positioned to navigate these types of relationship problems. Lean on your leader and your human resources department for insights into how to best smooth this rocky situation.

        If you feel undeserving of the promotion, you may have a sense of Imposter Syndrome. This complication can completely undermine your ability to be successful in your new role and possibly even future roles. Imposter Syndrome as a topic is very large and I should probably do a future episode on the subject, but the number one way to combat it is to build your confidence.

        You probably just said, "That's easier said than done". Confidence comes from skill and experience and support. I've already covered how to build the skills required of your new role. And your mentors, network, leaders, and HR should offer the support you need. The only remaining component is experience and the only way to gain that is to put yourself out there. Go back and review Episode 051 - Success or Failure that talks about how taking action and building on small successes can lead to much greater success. This success will build your confidence and dispel the feeling of Imposter Syndrome.

        The final complication is more of a factor of the environment that we currently face. There are many companies that are looking for ways to cut costs or increase profits and one avenue that they pursue to achieve that goal is to reduce their workforce through some sort of layoff. Being promoted early could put you at higher risk of being selected for any pending layoff. With an early promotion, you will be one of the lower performers at your new level until you have addressed the other potential complications. Lower performance combined with higher pay is usually the attributes that lead to selection.

        There is no easy solution to this complication because it is more of a factor of the situation. The best you can do is to work quickly to bring your level of performance up to the standards of the role.

        If you've listened to most of the other episodes of this podcast, I talk about different things you can focus on that will make you more promotable. You should be prepared with the tools you need so that any promotion does not include any of the above complications.

        If you want to be sure to get new episodes when they are released, go to https://ManagingACareer.com/follow to find all of my social media links.

        ]]>f177916a-83f4-40a7-bbce-0fe31487d360Mon, 24 Jun 2024 20:00:00 -050005:42falsefull5858Being A AAA Talent - MAC057I was reading an article on LinkedIn by Christine Laperriere that was titled "How to get on the AAA team". This article talks about how a new leader could build a AAA team - a team with the three A's: Accountability, Autonomy, and Authority. From a leader perspective, it's important to build a team that everyone wants to be on, but what about you as an individual, if you are a AAA talent, you can help your leader attract other AAA talent to your team. In this week's episode, I'm going to talk about what it takes for you to become a AAA talent

        Accountability is about taking responsibility for your actions and owning the results of them. But beyond just YOUR actions, if you want to stand out, you need to have a sense of ownership for the results of your project and team.

        In order to build accountability, start with fulfilling your commitments. If you are assigned a task, see it through to the end. Be clear about the deadlines and raise concerns when they are at risk. Be proactive in clearing roadblocks, the earlier you can clear them, the better. When completing a task, don't just do the bare minimum, but complete your work with the highest quality.

        If, in completing your work, you make mistakes, don't be afraid to own them. Go back to Episode 055 - Owning Your Mistakes and review the guidance there.

        Once your commitments have been met, you should also look to help your team complete their tasks as much as is within your ability. Do as much as you can to elevate the quality of the team.

        When your leader knows that, no matter what, you get stuff done with very little of their oversight, you build their trust. If you consistently deliver their trust will grow. Bringing that accountability to the rest of the team will set a good example and show your leadership skills.

        Trust leads to the next A, Autonomy. Once you have proven that you are accountable, your leader will allow you to be more independent and own more decisions. When you are not autonomous, your assignments will sound like a list of tasks to complete - do this, do that. But, as you gain autonomy, your assignments will be less defined and sound more like desired results with a lot of the "how to get there" being left up to you.

        To prepare yourself for more and more autonomy, start by mastering the core skills of your field. This knowledge and understanding will provide confidence as you make decisions. Next, work to understand how your tasks fit into the bigger picture. How do the things you are assigned lead to results in alignment with your team's goals?

        With a better understanding of the mission of the team, you should begin to understand the priorities of your various tasks. As you complete a task, if you know where that task is leading, start working on the next task without being told. By taking initiative to do the "right" thing next, you'll build additional trust with your leader.

        The last thing to work on to build more autonomy is to showcase your decision making skills. When your leader has given you a level of autonomy, they expect you to make some decisions without their input, but larger decisions they may still want to be involved in, at least initially. Instead of bringing the problem to them, bring the problem as well as the solution you would take. By showing them that you would make an acceptable decision, they will let you own larger and larger decisions leading to the final A, Authority.

        Authority is the power to make decisions that impact your projects and your team, not just your assigned tasks. You grow your authority by strengthening your relationships with your extended team and sharing what you've learned as you've progressed from an A talent to a AAA talent. This builds credibility such that, not only will you gain trust with your leader, but you will gain trust with the rest of your team. When your team trusts and supports you and you communicate your decisions clearly, your decisions will be followed and your authority will grow.

        Taking the steps needed to transform into a AAA talent, will help you grow not just as an individual but as a leader and a teammate that other AAA talent will gravitate towards. Helping your leader build a AAA team reinforces the trust you've gained and will put you on a fast track to advancement.

        Do you have questions or topics that you would like me to cover on a future episode? If so, go to the ManagingACareer.com website and submit them via the Contact Form. I would love to be able to help you with your career questions.

        ]]>I was reading an article on LinkedIn by Christine Laperriere that was titled "How to get on the AAA team". This article talks about how a new leader could build a AAA team - a team with the three A's: Accountability, Autonomy, and Authority. From a leader perspective, it's important to build a team that everyone wants to be on, but what about you as an individual, if you are a AAA talent, you can help your leader attract other AAA talent to your team. In this week's episode, I'm going to talk about what it takes for you to become a AAA talent

        Accountability is about taking responsibility for your actions and owning the results of them. But beyond just YOUR actions, if you want to stand out, you need to have a sense of ownership for the results of your project and team.

        In order to build accountability, start with fulfilling your commitments. If you are assigned a task, see it through to the end. Be clear about the deadlines and raise concerns when they are at risk. Be proactive in clearing roadblocks, the earlier you can clear them, the better. When completing a task, don't just do the bare minimum, but complete your work with the highest quality.

        If, in completing your work, you make mistakes, don't be afraid to own them. Go back to Episode 055 - Owning Your Mistakes and review the guidance there.

        Once your commitments have been met, you should also look to help your team complete their tasks as much as is within your ability. Do as much as you can to elevate the quality of the team.

        When your leader knows that, no matter what, you get stuff done with very little of their oversight, you build their trust. If you consistently deliver their trust will grow. Bringing that accountability to the rest of the team will set a good example and show your leadership skills.

        Trust leads to the next A, Autonomy. Once you have proven that you are accountable, your leader will allow you to be more independent and own more decisions. When you are not autonomous, your assignments will sound like a list of tasks to complete - do this, do that. But, as you gain autonomy, your assignments will be less defined and sound more like desired results with a lot of the "how to get there" being left up to you.

        To prepare yourself for more and more autonomy, start by mastering the core skills of your field. This knowledge and understanding will provide confidence as you make decisions. Next, work to understand how your tasks fit into the bigger picture. How do the things you are assigned lead to results in alignment with your team's goals?

        With a better understanding of the mission of the team, you should begin to understand the priorities of your various tasks. As you complete a task, if you know where that task is leading, start working on the next task without being told. By taking initiative to do the "right" thing next, you'll build additional trust with your leader.

        The last thing to work on to build more autonomy is to showcase your decision making skills. When your leader has given you a level of autonomy, they expect you to make some decisions without their input, but larger decisions they may still want to be involved in, at least initially. Instead of bringing the problem to them, bring the problem as well as the solution you would take. By showing them that you would make an acceptable decision, they will let you own larger and larger decisions leading to the final A, Authority.

        Authority is the power to make decisions that impact your projects and your team, not just your assigned tasks. You grow your authority by strengthening your relationships with your extended team and sharing what you've learned as you've progressed from an A talent to a AAA talent. This builds credibility such that, not only will you gain trust with your leader, but you will gain trust with the rest of your team. When your team trusts and supports you and you communicate your decisions clearly, your decisions will be followed and your authority will grow.

        Taking the steps needed to transform into a AAA talent, will help you grow not just as an individual but as a leader and a teammate that other AAA talent will gravitate towards. Helping your leader build a AAA team reinforces the trust you've gained and will put you on a fast track to advancement.

        Do you have questions or topics that you would like me to cover on a future episode? If so, go to the ManagingACareer.com website and submit them via the Contact Form. I would love to be able to help you with your career questions.

        ]]>1688a775-1ac9-42bc-86c0-c452df5b5221Mon, 17 Jun 2024 20:00:00 -050005:53falsefull5757Presenting to Leaders - MAC056 The past few weeks, several of us at my job have been working on a slide deck that will be presented to an executive that is a few levels above mine. The final deck is just three slides, but it took a lot of time to get those three slides nailed down to the ideal content. Most of the time was spent on simplifying the content to only the information that the executive would actually care about and refining the slide design to be more visually focused.

        For a deck to only be three slides but for it to take a few weeks to put together might seem like a really long time, but when you are communicating with your leaders, regardless of whether it's your immediate manager or the CEO of the company, it's important to get the message right. Leaders are responsible for teams of people usually spread across several different projects. The higher in the organization, the more teams and the more projects that the leader is responsible for. They usually don't have the attention for nor the time for minutiae.

        What this means for you, is that you should focus on providing just enough context for the leader to know the situation and then provide a lens into the most relevant information for them to provide the solution or to make the decision you need them to make. Besides guiding your leader to the topic at hand, a well-crafted presentation will make you seem smart and aware and "leaderly" in the mind of your leader; all aspects that can put you on the fast track to advancement.

        Peeling back the layers a little more, what actually makes a well-crafted presentation? It begins with the right structure. Since your leader has limited time, it's important to get to the point quickly. A good structure that maximizes focus with minimal content is the Goal / Problem / Solution structure. This is basically the structure we took with our three slide presentation that we've been working on.

        The Goal should set the context of the meeting. Why is this meeting on your leader's calendar -- as opposed to being an email or being a meeting with one of their direct reports? What is the outcome that you are trying to achieve? Ideally, this message can be condensed to a single slide.

        The Problem should be where you drive their attention to the specific area that you need assistance with. This is an area that I struggle with because I'm in an analytical field where accuracy and completeness are important. But, when dealing with an executive, too much detail just becomes noise. If you feel that you really must include everything, move it to a back-up slide that isn't part of the core presentation. If there are details that your leader needs that you haven't provided, you can share the content from the backup slide or speak to it directly.

        The last area should propose a Solution to your problem. Tell your leader what answer you want them to give you. If you've done all of the leg work and justified your case, your leader will likely agree and send you on your way. If they have insights that you aren't privy to or if your case isn't strong, they may send you back to do more research into possible solutions or they may tell you "no".

        I mentioned that one of the other things we spent time on was making the presentation more visual. There's that old adage that a picture is worth a thousand words, and the same applies in a presentation. If you've spent a lot of time simplifying the message, particularly such that the problem is boiled down to just the information relevant to the decision you need the executive to make, using a more visual representation instead of just a dump of text allows you to hint to all of the information that was culled. It leads the audience to the fact that there is more there if they need it.

        Beyond just making a good presentation and stating your case, there are some other things you can do to increase your chances of a successful request. The first is practice your presentation. The easiest way to combat nervousness -- either from just presenting in general or from addressing senior leadership -- is to just be so comfortable with your content that you can fall back to that to settle your nerves.

        The second thing you can do is get people on your side. If you prepare others who will be in room, especially if they have the trust of the leader you will be presenting to, and convince them that your solution is the ideal choice, they will be able to support you during the presentation and provide additional context when the leader asks questions. They can also offer insights into the quality of your presentation before you actually present it.

        Regardless of whether you are making a request of your direct manager or the head of the company or anywhere in between, making a clear, concise presentation not only has a higher chance of getting the result that you are going for, but it gives you an opportunity to stand out and be memorable. When you are brought up as a promotion candidate, being remembered -- especially positively -- will make your managers case much easier leading to faster promotions.

        If you find the content of the Managing A Career podcast beneficial, share it with your friends and coworkers. And to help me spread the work, go to your podcast platform of choice and leave me a review. Reviews by people like you helps other learn about the value that my podcast provides and helps me grow my audience.

        ]]> The past few weeks, several of us at my job have been working on a slide deck that will be presented to an executive that is a few levels above mine. The final deck is just three slides, but it took a lot of time to get those three slides nailed down to the ideal content. Most of the time was spent on simplifying the content to only the information that the executive would actually care about and refining the slide design to be more visually focused.

        For a deck to only be three slides but for it to take a few weeks to put together might seem like a really long time, but when you are communicating with your leaders, regardless of whether it's your immediate manager or the CEO of the company, it's important to get the message right. Leaders are responsible for teams of people usually spread across several different projects. The higher in the organization, the more teams and the more projects that the leader is responsible for. They usually don't have the attention for nor the time for minutiae.

        What this means for you, is that you should focus on providing just enough context for the leader to know the situation and then provide a lens into the most relevant information for them to provide the solution or to make the decision you need them to make. Besides guiding your leader to the topic at hand, a well-crafted presentation will make you seem smart and aware and "leaderly" in the mind of your leader; all aspects that can put you on the fast track to advancement.

        Peeling back the layers a little more, what actually makes a well-crafted presentation? It begins with the right structure. Since your leader has limited time, it's important to get to the point quickly. A good structure that maximizes focus with minimal content is the Goal / Problem / Solution structure. This is basically the structure we took with our three slide presentation that we've been working on.

        The Goal should set the context of the meeting. Why is this meeting on your leader's calendar -- as opposed to being an email or being a meeting with one of their direct reports? What is the outcome that you are trying to achieve? Ideally, this message can be condensed to a single slide.

        The Problem should be where you drive their attention to the specific area that you need assistance with. This is an area that I struggle with because I'm in an analytical field where accuracy and completeness are important. But, when dealing with an executive, too much detail just becomes noise. If you feel that you really must include everything, move it to a back-up slide that isn't part of the core presentation. If there are details that your leader needs that you haven't provided, you can share the content from the backup slide or speak to it directly.

        The last area should propose a Solution to your problem. Tell your leader what answer you want them to give you. If you've done all of the leg work and justified your case, your leader will likely agree and send you on your way. If they have insights that you aren't privy to or if your case isn't strong, they may send you back to do more research into possible solutions or they may tell you "no".

        I mentioned that one of the other things we spent time on was making the presentation more visual. There's that old adage that a picture is worth a thousand words, and the same applies in a presentation. If you've spent a lot of time simplifying the message, particularly such that the problem is boiled down to just the information relevant to the decision you need the executive to make, using a more visual representation instead of just a dump of text allows you to hint to all of the information that was culled. It leads the audience to the fact that there is more there if they need it.

        Beyond just making a good presentation and stating your case, there are some other things you can do to increase your chances of a successful request. The first is practice your presentation. The easiest way to combat nervousness -- either from just presenting in general or from addressing senior leadership -- is to just be so comfortable with your content that you can fall back to that to settle your nerves.

        The second thing you can do is get people on your side. If you prepare others who will be in room, especially if they have the trust of the leader you will be presenting to, and convince them that your solution is the ideal choice, they will be able to support you during the presentation and provide additional context when the leader asks questions. They can also offer insights into the quality of your presentation before you actually present it.

        Regardless of whether you are making a request of your direct manager or the head of the company or anywhere in between, making a clear, concise presentation not only has a higher chance of getting the result that you are going for, but it gives you an opportunity to stand out and be memorable. When you are brought up as a promotion candidate, being remembered -- especially positively -- will make your managers case much easier leading to faster promotions.

        If you find the content of the Managing A Career podcast beneficial, share it with your friends and coworkers. And to help me spread the work, go to your podcast platform of choice and leave me a review. Reviews by people like you helps other learn about the value that my podcast provides and helps me grow my audience.

        ]]>c21a57d2-3a20-42a2-aa86-3cfbd0bf62a2Mon, 10 Jun 2024 20:00:00 -050006:20falsefull5656Owning Your Mistakes - MAC055I was reading through LinkedIn the other day and there was a post by Jason Feifer, the editor in chief of Entrepreneur magazine, where he had made a mistake but owning up to it and correcting the issue lead to an overall great outcome. That post inspired this podcast episode.

        It can be scary when you make a mistake. Depending on how impactful that mistake is, there is always the possibility of severe repercussions. If you are insecure or unconfident, your first reaction may be to try to hide or cover up the mistake. But, that may actually make the situation worse.

        So, what SHOULD you do when you make a mistake?

        The first thing you should do is acknowledge that you made a mistake. This doesn't have to be an overly complex statement, just state what you did wrong and don't try to deflect blame to others.

        Next, explain the situation that lead to the mistake. This isn't an opportunity to make excuses. If possible, offer potential solutions so that the mistake can be avoided in the future. Even if you don't have a solution, by describing the root cause, your team will have the information they need to make any required adjustments.

        After acknowledging your mistake and explaining the situation, the next thing you should do is apologize. Be clear and genuine and show that the negative results were not intentional.

        Next, you should address the impact your mistake has had and how you are mitigating that impact. What steps have you taken so far to correct it? How have those steps improved the situation? What steps will you be taking in the future?

        The last thing you should do when you make a mistake is reflect on the situation and determine what you can learn from it. In your next one-on-one or coaching session, be sure to bring it up to get insights from your leaders and mentors on how this situation can lead to personal growth.

        If you take those steps to address your mistakes, you will find that once the frustration with the immediate situation has passed, owning your mistake will lead to a greater sense of trust between you and your team. The demonstration of accountability and the willingness to learn and grow allows the team to know that you are team-focused and not self-serving. This can build credibility with the team. If you have a position of leadership, it sets a positive example and encourages the team to be more transparent.

        One thing that WON'T be a mistake is engaging with a career coach the help you learn and grow as you advance your career. Reach out to me via the contact form on the ManagingACareer.com website. I will arrange an introductory session where we can talk about your career goals and how I can help. If we are a good fit, we can schedule regular coaching sessions or I can refer you to other coaches I know that may suit your needs.

        ]]>I was reading through LinkedIn the other day and there was a post by Jason Feifer, the editor in chief of Entrepreneur magazine, where he had made a mistake but owning up to it and correcting the issue lead to an overall great outcome. That post inspired this podcast episode.

        It can be scary when you make a mistake. Depending on how impactful that mistake is, there is always the possibility of severe repercussions. If you are insecure or unconfident, your first reaction may be to try to hide or cover up the mistake. But, that may actually make the situation worse.

        So, what SHOULD you do when you make a mistake?

        The first thing you should do is acknowledge that you made a mistake. This doesn't have to be an overly complex statement, just state what you did wrong and don't try to deflect blame to others.

        Next, explain the situation that lead to the mistake. This isn't an opportunity to make excuses. If possible, offer potential solutions so that the mistake can be avoided in the future. Even if you don't have a solution, by describing the root cause, your team will have the information they need to make any required adjustments.

        After acknowledging your mistake and explaining the situation, the next thing you should do is apologize. Be clear and genuine and show that the negative results were not intentional.

        Next, you should address the impact your mistake has had and how you are mitigating that impact. What steps have you taken so far to correct it? How have those steps improved the situation? What steps will you be taking in the future?

        The last thing you should do when you make a mistake is reflect on the situation and determine what you can learn from it. In your next one-on-one or coaching session, be sure to bring it up to get insights from your leaders and mentors on how this situation can lead to personal growth.

        If you take those steps to address your mistakes, you will find that once the frustration with the immediate situation has passed, owning your mistake will lead to a greater sense of trust between you and your team. The demonstration of accountability and the willingness to learn and grow allows the team to know that you are team-focused and not self-serving. This can build credibility with the team. If you have a position of leadership, it sets a positive example and encourages the team to be more transparent.

        One thing that WON'T be a mistake is engaging with a career coach the help you learn and grow as you advance your career. Reach out to me via the contact form on the ManagingACareer.com website. I will arrange an introductory session where we can talk about your career goals and how I can help. If we are a good fit, we can schedule regular coaching sessions or I can refer you to other coaches I know that may suit your needs.

        ]]>66e378ab-d664-4de7-a543-457395a12d69Mon, 03 Jun 2024 20:00:00 -050004:16falsefull5555Finding Your WHY - MAC054I focus a lot on the Individual Development Plan or IDP as a tool for managing your career. As a singular document, it encapsulates where you want your career to go and the steps it will take to get there. If you need to review the IDP, refer back to Episodes 036 through 040 where I break down each section. But if you are unsure of what that end goal should be, understanding your WHY may help you resolve that problem.

        Have you ever spent time of self-reflection on your motivations for choosing the work that you do? To determine what your primary motivator is, think back to moments in your career when you felt the best. What were you doing at the time? What had you just achieved? Why was that the specific time that mattered most?

        When I talk about motivation, I'm not referring to being able to pay for food, shelter, and basic necessities -- essentially anything required to support your family. Those things are all important but those needs could be met by various jobs. What is it about your current field that keeps you going? Let's take a look at several common motivators.

        Financial - One possible motivator is financial. Beyond just meeting your basic needs, those that are financially motivated choose a career based on its potential for higher levels of income.

        Altruistic - Some people are motivated by the impact their work has on the world. Those that choose humanitarian or environmentally focused careers or that work for socially conscious companies are likely motivated by altruistic impact.

        Intellectual - If you enjoy the quest for knowledge or the challenge of solving complex problems, you might be intellectually motivated. Classic examples of this type of motivation are scientific and engineering focused careers.

        Self-Fulfillment - Some people are motivated when their work aligns with their personal interests. If you find joy and your work aligns with your passions, then personal fulfillment could be the source of your motivation.

        Social - When the relationship and comradery you have with your coworkers or being able to engage with customers is what keeps you going, you are socially motivated.

        Advancement - The final form of motivation that I want to cover is that of career advancement. Some people are motivated by their career growth and the chase of higher and higher titles.

        Regardless of whether you are Financially, Altruistically, Intellectually, Self-Fulfillment, Socially, or Advancement motivated, does your role provide you with opportunities to meet your motivations? What about the company or team that you work on? Based on the typical progression in your job at your company, will you continue to build on the aspects that bring you career satisfaction?

        If the answer to any of those questions is no, you may want to consider a transition to something else. That doesn't necessarily mean that you need to quit your job or leave your current company, but finding a role that aligns with your WHY will allow you to enjoy your work more.

        For example, if you are motivated by social engagement it may just be that your current team is geographically dispersed and you may need to transfer to a team that is all located in the same city. If you are intellectually motivated but have been in the same position for several years, you may no longer be challenged by the problems you face and you just need to work with your leader on being assigned to a project that leverages new technologies or techniques. However, if you are altruistically motivated and want to improve the environment, that may mean switching to a company that better meets that mission.

        Regardless of your motivation, if you are struggling deciding on your career vision, have a conversation with your manager, a mentor, or a trusted peer and explain to them what motivates you and how your current role does or does not satisfy that. They can help brainstorm a career path that helps you find fulfillment. Use this information to revisit your IDP and put a plan in place that will get you there.

        I hope that this episode has helped you think about your WHY and how a career in alignment with it will give you a better sense of success for whatever success means to you. If you need someone to help define a career roadmap that helps bring you a higher level of enjoyment, I'm available for career coaching. If you reach out to me via the contact form on the ManagingACareer.com website, I will arrange an introductory session where we can talk about your career goals. If we are a good fit, we can set up regular coaching sessions or I can refer you to other coaches that may suit your needs.

        ]]>I focus a lot on the Individual Development Plan or IDP as a tool for managing your career. As a singular document, it encapsulates where you want your career to go and the steps it will take to get there. If you need to review the IDP, refer back to Episodes 036 through 040 where I break down each section. But if you are unsure of what that end goal should be, understanding your WHY may help you resolve that problem.

        Have you ever spent time of self-reflection on your motivations for choosing the work that you do? To determine what your primary motivator is, think back to moments in your career when you felt the best. What were you doing at the time? What had you just achieved? Why was that the specific time that mattered most?

        When I talk about motivation, I'm not referring to being able to pay for food, shelter, and basic necessities -- essentially anything required to support your family. Those things are all important but those needs could be met by various jobs. What is it about your current field that keeps you going? Let's take a look at several common motivators.

        Financial - One possible motivator is financial. Beyond just meeting your basic needs, those that are financially motivated choose a career based on its potential for higher levels of income.

        Altruistic - Some people are motivated by the impact their work has on the world. Those that choose humanitarian or environmentally focused careers or that work for socially conscious companies are likely motivated by altruistic impact.

        Intellectual - If you enjoy the quest for knowledge or the challenge of solving complex problems, you might be intellectually motivated. Classic examples of this type of motivation are scientific and engineering focused careers.

        Self-Fulfillment - Some people are motivated when their work aligns with their personal interests. If you find joy and your work aligns with your passions, then personal fulfillment could be the source of your motivation.

        Social - When the relationship and comradery you have with your coworkers or being able to engage with customers is what keeps you going, you are socially motivated.

        Advancement - The final form of motivation that I want to cover is that of career advancement. Some people are motivated by their career growth and the chase of higher and higher titles.

        Regardless of whether you are Financially, Altruistically, Intellectually, Self-Fulfillment, Socially, or Advancement motivated, does your role provide you with opportunities to meet your motivations? What about the company or team that you work on? Based on the typical progression in your job at your company, will you continue to build on the aspects that bring you career satisfaction?

        If the answer to any of those questions is no, you may want to consider a transition to something else. That doesn't necessarily mean that you need to quit your job or leave your current company, but finding a role that aligns with your WHY will allow you to enjoy your work more.

        For example, if you are motivated by social engagement it may just be that your current team is geographically dispersed and you may need to transfer to a team that is all located in the same city. If you are intellectually motivated but have been in the same position for several years, you may no longer be challenged by the problems you face and you just need to work with your leader on being assigned to a project that leverages new technologies or techniques. However, if you are altruistically motivated and want to improve the environment, that may mean switching to a company that better meets that mission.

        Regardless of your motivation, if you are struggling deciding on your career vision, have a conversation with your manager, a mentor, or a trusted peer and explain to them what motivates you and how your current role does or does not satisfy that. They can help brainstorm a career path that helps you find fulfillment. Use this information to revisit your IDP and put a plan in place that will get you there.

        I hope that this episode has helped you think about your WHY and how a career in alignment with it will give you a better sense of success for whatever success means to you. If you need someone to help define a career roadmap that helps bring you a higher level of enjoyment, I'm available for career coaching. If you reach out to me via the contact form on the ManagingACareer.com website, I will arrange an introductory session where we can talk about your career goals. If we are a good fit, we can set up regular coaching sessions or I can refer you to other coaches that may suit your needs.

        ]]>7bca82cf-5fe2-4144-a21d-16acbd9d342aMon, 27 May 2024 20:00:00 -050005:42falsefull5454Getting Laid Off - MAC053 There is a lot of uncertainty in the job market right now with so many news stories talking about this company or that company laying of large portions of their workforce. If you've been following the guidance that I've shared in the various episodes of this podcast, you've likely done all within your power to keep your name off of "the list", but sometimes, no matter what you do, you could find yourself impacted by a layoff.

        When you lose your job, it's ok to have feelings. Acknowledge them. Work through them. Find support for them. In Episode 043 - Mental Health and You, I cover several resources and strategies that may help you in this situation. Additionally, most companies offer counselling services to those affected by a layoff; take advantage of them if you need them. If you need an escape, spend a few days taking a mental vacation so that you can return refreshed and able to focus on finding new employment.

        Once you have recovered from the initial shock, the next phase is to address short-term needs. Begin by understanding what, if any, severance is offered -- not just monetary, but how long will your health insurance continue, what sort of job placement assistance will be offered, etc. Additionally, apply for any government unemployment benefits as soon as possible. It usually takes time for those processes to complete, so starting early ensure a minimal gap before they begin.

        Once your immediate personal needs have been addressed, the next steps are to prepare for the upcoming job search. If you are like most people, you haven't kept your resume up to date because there wasn't a need. Take some time to review and update it. If you were offered job placement assistance as part of your severance package, that usually includes someone available to help revise your resume. Don't forget to review and update any online profiles such as LinkedIn or job boards as well.

        Before you begin the actual job search, it's a good time to reflect on WHY you were let go. Why were you selected instead of your peers? What skills should you work on while you look for a job? This is also a good time to look at new skills that you can develop that can open up additional options for potential jobs. Use your time away from the daily grind to focus on learning and growth.

        In Episode 029 - Building a Network, I had covered how to expand your network. You don't build a network overnight, but if you've spent time building a strong network, now is the perfect time to take advantage of it. As a personal anecdote, other than my very first job in high school, every job I've ever had can be traced back to my network in some capacity. Reach out to those that you know to see if they have leads and connections on a new job.

        At this point, you are ready to begin the actual search. Determine what your ideal situation will be and target jobs that meet that criteria. Will you look for a similar job to the one you had or will you leverage new skills that you are building to transition to a different type of job? Would you be open to considering a freelance or contractor position? Is this a good time to consider a management position? Early in your job search, it's ok to be selective. But the longer the search goes, the more flexible you may need to be, based on your personal situation.

        Job hunting can be trying and stressful. It is good to have someone on your side during this process. Don't be afraid to engage a personal Mentor or a Career Coach to help you with the process. They can help you review your plan and practice interview techniques so that you are better positioned to land the job that you want. There may even be instances where you will want to use a Placement Firm to aid your search -- for instance, many executive positions are not listed on the public job boards and going through a placement firm can get you access to that type of position.

        If you treat your search as your job and track your progress like a project, you can distance yourself from negative emotions and keep the focus on the goal. Use the lay off as an opportunity for personal growth. And if you find you need a Career Coach, reach out to my via the ManagingACareer.com contact form. I will schedule an introductory session where we can talk about your goals. If we're a good fit, we can set up regular coaching or I can refer you to other coaches I know that may suit your needs.

        ]]> There is a lot of uncertainty in the job market right now with so many news stories talking about this company or that company laying of large portions of their workforce. If you've been following the guidance that I've shared in the various episodes of this podcast, you've likely done all within your power to keep your name off of "the list", but sometimes, no matter what you do, you could find yourself impacted by a layoff.

        When you lose your job, it's ok to have feelings. Acknowledge them. Work through them. Find support for them. In Episode 043 - Mental Health and You, I cover several resources and strategies that may help you in this situation. Additionally, most companies offer counselling services to those affected by a layoff; take advantage of them if you need them. If you need an escape, spend a few days taking a mental vacation so that you can return refreshed and able to focus on finding new employment.

        Once you have recovered from the initial shock, the next phase is to address short-term needs. Begin by understanding what, if any, severance is offered -- not just monetary, but how long will your health insurance continue, what sort of job placement assistance will be offered, etc. Additionally, apply for any government unemployment benefits as soon as possible. It usually takes time for those processes to complete, so starting early ensure a minimal gap before they begin.

        Once your immediate personal needs have been addressed, the next steps are to prepare for the upcoming job search. If you are like most people, you haven't kept your resume up to date because there wasn't a need. Take some time to review and update it. If you were offered job placement assistance as part of your severance package, that usually includes someone available to help revise your resume. Don't forget to review and update any online profiles such as LinkedIn or job boards as well.

        Before you begin the actual job search, it's a good time to reflect on WHY you were let go. Why were you selected instead of your peers? What skills should you work on while you look for a job? This is also a good time to look at new skills that you can develop that can open up additional options for potential jobs. Use your time away from the daily grind to focus on learning and growth.

        In Episode 029 - Building a Network, I had covered how to expand your network. You don't build a network overnight, but if you've spent time building a strong network, now is the perfect time to take advantage of it. As a personal anecdote, other than my very first job in high school, every job I've ever had can be traced back to my network in some capacity. Reach out to those that you know to see if they have leads and connections on a new job.

        At this point, you are ready to begin the actual search. Determine what your ideal situation will be and target jobs that meet that criteria. Will you look for a similar job to the one you had or will you leverage new skills that you are building to transition to a different type of job? Would you be open to considering a freelance or contractor position? Is this a good time to consider a management position? Early in your job search, it's ok to be selective. But the longer the search goes, the more flexible you may need to be, based on your personal situation.

        Job hunting can be trying and stressful. It is good to have someone on your side during this process. Don't be afraid to engage a personal Mentor or a Career Coach to help you with the process. They can help you review your plan and practice interview techniques so that you are better positioned to land the job that you want. There may even be instances where you will want to use a Placement Firm to aid your search -- for instance, many executive positions are not listed on the public job boards and going through a placement firm can get you access to that type of position.

        If you treat your search as your job and track your progress like a project, you can distance yourself from negative emotions and keep the focus on the goal. Use the lay off as an opportunity for personal growth. And if you find you need a Career Coach, reach out to my via the ManagingACareer.com contact form. I will schedule an introductory session where we can talk about your goals. If we're a good fit, we can set up regular coaching or I can refer you to other coaches I know that may suit your needs.

        ]]>b95b1593-377b-4e23-a3b9-d899ba46ec3eMon, 20 May 2024 20:00:00 -050005:46falsefull5353Cheering Section - MAC052 Manager, Leader, Mentor, Coach; all four can help you advance your career. This week, we take a look at each role and how each one can help you in your quest for a promotion.

        At the most simplistic level, the roles can be summarized as:

        • A Manager tells you want to do.
        • A Leader enables you so that you can do it.
        • A Mentor shows you how to do it.
        • And a coach changes the way you think about it.
        
        

        Your manager is responsible for what projects you work on. It's important to have a manager that recognizes both your strengths as well as what skills you need to develop. If they take these things into account when giving you assignments, they can ensure that you are successful while still growing as an individual. And, of course, they are ultimately the decider on whether you are considered for a promotion. With that much control over your activities, you don't need to be best friends with your manager, but you certainly need to build a positive relationship with them.

        A leader is someone who inspires and motivates the team. In Episode 016 - What Does It Mean To Be A Leader, I described a leader as someone who enables their team to do MORE. A good leader can remove impediments and provide you with the tools and resources you need to complete your tasks. Leadership can come from people in official leadership positions or from peers that lead informally. Regardless of the source, a good leader will put you in the best position for success.

        A mentor is someone -- sometimes on your team, but not always -- that acts as a teacher. Episode 003 - Mentoring goes into types of mentoring in more detail When you are learning a new skill or working in a new company, having a mentor to show you the ropes can help you learn skills faster but also the way to apply those skills in line with how the company values them.

        The final role that can help you advance your career is a coach. The role of the coach is to challenge your thinking and get you to look at things from a new angle or with a different mindset. Where leaders and mentors are focused on the shorter term tasks, coaches are looking towards the horizon. A good coach will help you set long term career goals and help you put a plan in place to achieve those goals. Where the mentor is focused on skills and tools that address your current assignments, a coach will focus on skills and tools that will help you grow as an individual. Often, a coach will come from outside of your organization where they will not be restricted in their thinking by the limits and attitudes of everyone else.

        If you're lucky, you may find one person that serves all four roles, but that will be rare. More often than not, you will need to find two or three different people to fill them. Managers and Leaders, by their nature, will be people within your team or organization. Mentors and coaches may come from anywhere -- within your company or even externally.

        When looking for a mentor or coach, there are several places that you can look.

        • First, look to more senior or longer tenured members of your team. Even if they are not interested or if they don't feel like a good fit for you specifically, you can leverage their connections to find other candidates.
        • Another source for finding mentors and coaches is to reach out to your network and professional organizations. Ask your personal connections if there is someone that can and will mentor you or if they know someone who will. If you have access to a formal network such as an alumni network of your school or an industry association, they will usually have matching services that will put you in touch with potential mentors and coaches.
        • Lastly, look towards professionals. There are professional coaches that can help with various aspects of your professional career. Whether technical skills or soft skills, look for a coach that is experienced in the areas that you wish to develop.
        
        

        Managers, Leaders, Mentors, and Coaches. Find people who will be on your side and can help you get ahead. Having several people in your cheering section will give you more confidence and support as you continue your career.

        In the Managing A Career podcast, I cover short-form topics to challenge your thinking about career advancement. If you are interested in professional coaching, reach out to me via the contact form on the ManagingACareer.com website. I will schedule an introductory session where we can talk about your coaching goals. If we're a good fit, we can set up regular coaching or I can refer you to other coaches I know that may suit your needs.

        ]]> Manager, Leader, Mentor, Coach; all four can help you advance your career. This week, we take a look at each role and how each one can help you in your quest for a promotion.

        At the most simplistic level, the roles can be summarized as:

        • A Manager tells you want to do.
        • A Leader enables you so that you can do it.
        • A Mentor shows you how to do it.
        • And a coach changes the way you think about it.
        
        

        Your manager is responsible for what projects you work on. It's important to have a manager that recognizes both your strengths as well as what skills you need to develop. If they take these things into account when giving you assignments, they can ensure that you are successful while still growing as an individual. And, of course, they are ultimately the decider on whether you are considered for a promotion. With that much control over your activities, you don't need to be best friends with your manager, but you certainly need to build a positive relationship with them.

        A leader is someone who inspires and motivates the team. In Episode 016 - What Does It Mean To Be A Leader, I described a leader as someone who enables their team to do MORE. A good leader can remove impediments and provide you with the tools and resources you need to complete your tasks. Leadership can come from people in official leadership positions or from peers that lead informally. Regardless of the source, a good leader will put you in the best position for success.

        A mentor is someone -- sometimes on your team, but not always -- that acts as a teacher. Episode 003 - Mentoring goes into types of mentoring in more detail When you are learning a new skill or working in a new company, having a mentor to show you the ropes can help you learn skills faster but also the way to apply those skills in line with how the company values them.

        The final role that can help you advance your career is a coach. The role of the coach is to challenge your thinking and get you to look at things from a new angle or with a different mindset. Where leaders and mentors are focused on the shorter term tasks, coaches are looking towards the horizon. A good coach will help you set long term career goals and help you put a plan in place to achieve those goals. Where the mentor is focused on skills and tools that address your current assignments, a coach will focus on skills and tools that will help you grow as an individual. Often, a coach will come from outside of your organization where they will not be restricted in their thinking by the limits and attitudes of everyone else.

        If you're lucky, you may find one person that serves all four roles, but that will be rare. More often than not, you will need to find two or three different people to fill them. Managers and Leaders, by their nature, will be people within your team or organization. Mentors and coaches may come from anywhere -- within your company or even externally.

        When looking for a mentor or coach, there are several places that you can look.

        • First, look to more senior or longer tenured members of your team. Even if they are not interested or if they don't feel like a good fit for you specifically, you can leverage their connections to find other candidates.
        • Another source for finding mentors and coaches is to reach out to your network and professional organizations. Ask your personal connections if there is someone that can and will mentor you or if they know someone who will. If you have access to a formal network such as an alumni network of your school or an industry association, they will usually have matching services that will put you in touch with potential mentors and coaches.
        • Lastly, look towards professionals. There are professional coaches that can help with various aspects of your professional career. Whether technical skills or soft skills, look for a coach that is experienced in the areas that you wish to develop.
        
        

        Managers, Leaders, Mentors, and Coaches. Find people who will be on your side and can help you get ahead. Having several people in your cheering section will give you more confidence and support as you continue your career.

        In the Managing A Career podcast, I cover short-form topics to challenge your thinking about career advancement. If you are interested in professional coaching, reach out to me via the contact form on the ManagingACareer.com website. I will schedule an introductory session where we can talk about your coaching goals. If we're a good fit, we can set up regular coaching or I can refer you to other coaches I know that may suit your needs.

        ]]>1ba56fd5-6a93-4433-bbae-703620d7d3a0Mon, 13 May 2024 20:00:00 -050005:58falsefull5252Success or Failure - MAC051 The other day, while browsing Facebook, a quote appeared on my feed that I found very inspiring. "The only difference between success and failure is the ability to take action" - Alexander Graham Bell. This week, I want to break down why I find this quote so inspiring.

        In general, I consider myself a fairly successful person. But most of that success has come from not being afraid of the results and just TRYING…..or using the language of the quote, taking action.

        If you are looking to make progress -- on anything -- you can sit an analyze (very likely over analyze), or you can take action. Even when that effort does not produce the desired results, it still provides learnings and guidance for how to refine your approach and take additional action. Regardless of the results, taking action puts you closer to your goal.

        In addition to the aspect of progress, taking action also helps resolve fear. Most fear comes from the unknown. Each time you take action, you become more comfortable and familiar with the situation. This results in eliminating doubt and transitioning the unknown that you fear to the known that you can overcome.

        The final reason that taking action should be inspiring is the snowball effect. Taking small action leads to small wins. Small wins helps build confidence and momentum leading to bigger actions and bigger wins. Over time, those early small actions have led to exponentially bigger and bigger success.

        To reiterate the quote from Alexander Graham Bell, "The only difference between success and failure is the ability to take action." Making progress, removing fear, and exponential momentum all leads to success….because you took action.

        If you, like me, find this inspiring, the next question is how can you apply this to your career? I stress in the intro and outro of this podcast that taking control of your career is entirely up to you because no one else will do it for you. And part of taking control is to consider your situation and take action to move your career forward.

        In previous episodes, I've covered the Individual Development Plan. If you need a refresher on the IDP, a good place to start is Episodes 036 though 040 where I introduce the IDP and then proceed go through the process of creating one. After following the IDP Process, you should have created an Action Plan. If you find yourself struggling to make progress, find the simplest task in the plan and focus on completing it. Let this small action build to others and clarify the unknown.

        In addition to the Action Plan, the IDP includes a Successes section. When you find yourself stuck, reflect on your accomplishments. Remember how completing those actions made you feel. Think about how you may have been unsure before you started the task, but once you took action, it built until you completed it.

        If taking on tasks from your Action Plan and reviewing your Successes doesn't inspire you to move forward, seek out a mentor, coach, or trusted leader that can provide the motivation that helps you break through and resume career progress.

        When you are ready to take action towards advancing your career, go to ManagingACareer.com and request a free IDP Template. The IDP provides a framework for ensuring that the actions you take are in alignment with your career goals and the difference between career success and career failure is taking action that moves you one step closer to your goals.

        ]]> The other day, while browsing Facebook, a quote appeared on my feed that I found very inspiring. "The only difference between success and failure is the ability to take action" - Alexander Graham Bell. This week, I want to break down why I find this quote so inspiring.

        In general, I consider myself a fairly successful person. But most of that success has come from not being afraid of the results and just TRYING…..or using the language of the quote, taking action.

        If you are looking to make progress -- on anything -- you can sit an analyze (very likely over analyze), or you can take action. Even when that effort does not produce the desired results, it still provides learnings and guidance for how to refine your approach and take additional action. Regardless of the results, taking action puts you closer to your goal.

        In addition to the aspect of progress, taking action also helps resolve fear. Most fear comes from the unknown. Each time you take action, you become more comfortable and familiar with the situation. This results in eliminating doubt and transitioning the unknown that you fear to the known that you can overcome.

        The final reason that taking action should be inspiring is the snowball effect. Taking small action leads to small wins. Small wins helps build confidence and momentum leading to bigger actions and bigger wins. Over time, those early small actions have led to exponentially bigger and bigger success.

        To reiterate the quote from Alexander Graham Bell, "The only difference between success and failure is the ability to take action." Making progress, removing fear, and exponential momentum all leads to success….because you took action.

        If you, like me, find this inspiring, the next question is how can you apply this to your career? I stress in the intro and outro of this podcast that taking control of your career is entirely up to you because no one else will do it for you. And part of taking control is to consider your situation and take action to move your career forward.

        In previous episodes, I've covered the Individual Development Plan. If you need a refresher on the IDP, a good place to start is Episodes 036 though 040 where I introduce the IDP and then proceed go through the process of creating one. After following the IDP Process, you should have created an Action Plan. If you find yourself struggling to make progress, find the simplest task in the plan and focus on completing it. Let this small action build to others and clarify the unknown.

        In addition to the Action Plan, the IDP includes a Successes section. When you find yourself stuck, reflect on your accomplishments. Remember how completing those actions made you feel. Think about how you may have been unsure before you started the task, but once you took action, it built until you completed it.

        If taking on tasks from your Action Plan and reviewing your Successes doesn't inspire you to move forward, seek out a mentor, coach, or trusted leader that can provide the motivation that helps you break through and resume career progress.

        When you are ready to take action towards advancing your career, go to ManagingACareer.com and request a free IDP Template. The IDP provides a framework for ensuring that the actions you take are in alignment with your career goals and the difference between career success and career failure is taking action that moves you one step closer to your goals.

        ]]>10a5cff1-53a6-4c24-ab3c-f0219154ade8Mon, 06 May 2024 20:00:00 -050005:00falsefull5151The "Competition" - MAC050If you regularly listen to my podcast, it's either because you know me personally and want to help me out (thanks, I appreciate it) or because you found me because you are looking for advice on how to position yourself for a promotion. I hope that you find my advice targeted and actionable while being presented with simple clarity.

        But, I'll also be the first to tell you that you should listen to multiple people and synthesize your own plan about the best course forward because no one else lives in YOUR personal situation. The advice on my podcast comes from my personal experience or from conversations I've had with others that I have either worked with or lead. Even when inspired from another source, I still try to put my own spin on the content. But the factors that come into play in your life may not line up with my suggestions because they have been filtered through my lens and generalized for a wider audience.

        There are quite a few famous names such as COO of Facebook Sheryl Sandberg, author Brene Brown, entrepreneur Seth Godin, or several other authors, coaches, or executives that you can follow, and if their approach speaks to you, you should certainly do so. But, this week, I wanted to highlight several less well-known public voices that you might also want to follow to hear different takes on similar topics. Combining what you learn from me as well as any of these other people can help you figure out the best option for your personal circumstances.

        The first voice I want to mention is Jackie Simon of Jackie Simon Coaching. I mentioned her in Episode 012 - Receiving Effective Feedback as that episode was inspired by one of her posts. Jackie posts daily on LinkedIn with information targeted at people leaders, but as evidenced by my podcast episode, you can extrapolate the information to people of all levels. I find her posts to be inspirational driving me to want to be a better leader for my team.

        The next person that I follow is Jayme Edwards from Healthy Software Developer. Jayme is someone that I actually know personally and respect highly. He and I worked together for several years. Jayme's podcast and YouTube content is targeted toward helping software developers maintain a healthy work life balance driven by a lot of personal stories. But, I would argue that his content applies to ANYONE because work life balance is crucial for everyone.

        For those in a position of leadership with a goal of reaching the executive level, take a look at the content of Ethan Evans of EthanEvans.com. Ethan is a former VP from Amazon who offers deep knowledge of what it takes to move into the executive ranks. Learning from someone who has been there before, especially in such a challenging environment, is extremely beneficial. If his more direct style is agreeable to you, I can personally recommend his courses as I've paid for some with my own money and gained a lot of value from them. Ethan also have a newsletter that offers insightful answers to questions from his followers.

        Wes Kao, the co-founder of Maven, posts on LinkedIn and offers a valuable newsletter at WesKao.com. She offers insights on how to build a positive relationship with your manager in order to gain more opportunities and build a successful career.

        The last voice that I want to highlight is Randy Mahoney, Jr with his Work With Purpose podcast. Randy releases episodes of his podcast once a month with information targeted at job seekers looking for insights into how to stand out during the job application process.

        Now, you may be wondering something along the lines of "these people are your competition, why are you telling us about them?" And the answer to that is the same thing I would say if there were one available promotion and someone else I knew was also up for that same promotion. One of the best signs of a good leader is how they lift up those around them. I alluded to that same idea in Episode 016 - What Does It Mean To Be A Leader? In that episode, I defined leadership as "enabling your team to do more". If you spend most of your time pushing your competition down, it makes you look petty and small. But if you spend time lifting those around you up, you show leadership and foster an environment where you can build a strong network.

        Be sure to check the page for this episode for links to all of the people mentioned. Also, I'm always looking for other people to follow to round out MY personal approach, so if there someone that you follow that I haven't mentioned, please either send it to me directly via the contact form on my website ManagingACareer.com or better yet, post it in the community so that others can benefit.

        ]]>If you regularly listen to my podcast, it's either because you know me personally and want to help me out (thanks, I appreciate it) or because you found me because you are looking for advice on how to position yourself for a promotion. I hope that you find my advice targeted and actionable while being presented with simple clarity.

        But, I'll also be the first to tell you that you should listen to multiple people and synthesize your own plan about the best course forward because no one else lives in YOUR personal situation. The advice on my podcast comes from my personal experience or from conversations I've had with others that I have either worked with or lead. Even when inspired from another source, I still try to put my own spin on the content. But the factors that come into play in your life may not line up with my suggestions because they have been filtered through my lens and generalized for a wider audience.

        There are quite a few famous names such as COO of Facebook Sheryl Sandberg, author Brene Brown, entrepreneur Seth Godin, or several other authors, coaches, or executives that you can follow, and if their approach speaks to you, you should certainly do so. But, this week, I wanted to highlight several less well-known public voices that you might also want to follow to hear different takes on similar topics. Combining what you learn from me as well as any of these other people can help you figure out the best option for your personal circumstances.

        The first voice I want to mention is Jackie Simon of Jackie Simon Coaching. I mentioned her in Episode 012 - Receiving Effective Feedback as that episode was inspired by one of her posts. Jackie posts daily on LinkedIn with information targeted at people leaders, but as evidenced by my podcast episode, you can extrapolate the information to people of all levels. I find her posts to be inspirational driving me to want to be a better leader for my team.

        The next person that I follow is Jayme Edwards from Healthy Software Developer. Jayme is someone that I actually know personally and respect highly. He and I worked together for several years. Jayme's podcast and YouTube content is targeted toward helping software developers maintain a healthy work life balance driven by a lot of personal stories. But, I would argue that his content applies to ANYONE because work life balance is crucial for everyone.

        For those in a position of leadership with a goal of reaching the executive level, take a look at the content of Ethan Evans of EthanEvans.com. Ethan is a former VP from Amazon who offers deep knowledge of what it takes to move into the executive ranks. Learning from someone who has been there before, especially in such a challenging environment, is extremely beneficial. If his more direct style is agreeable to you, I can personally recommend his courses as I've paid for some with my own money and gained a lot of value from them. Ethan also have a newsletter that offers insightful answers to questions from his followers.

        Wes Kao, the co-founder of Maven, posts on LinkedIn and offers a valuable newsletter at WesKao.com. She offers insights on how to build a positive relationship with your manager in order to gain more opportunities and build a successful career.

        The last voice that I want to highlight is Randy Mahoney, Jr with his Work With Purpose podcast. Randy releases episodes of his podcast once a month with information targeted at job seekers looking for insights into how to stand out during the job application process.

        Now, you may be wondering something along the lines of "these people are your competition, why are you telling us about them?" And the answer to that is the same thing I would say if there were one available promotion and someone else I knew was also up for that same promotion. One of the best signs of a good leader is how they lift up those around them. I alluded to that same idea in Episode 016 - What Does It Mean To Be A Leader? In that episode, I defined leadership as "enabling your team to do more". If you spend most of your time pushing your competition down, it makes you look petty and small. But if you spend time lifting those around you up, you show leadership and foster an environment where you can build a strong network.

        Be sure to check the page for this episode for links to all of the people mentioned. Also, I'm always looking for other people to follow to round out MY personal approach, so if there someone that you follow that I haven't mentioned, please either send it to me directly via the contact form on my website ManagingACareer.com or better yet, post it in the community so that others can benefit.

        ]]>ef9033c9-a2d4-4a9a-8ca9-e48ae8bfe4b0Mon, 29 Apr 2024 20:00:00 -050005:48falsefull5050Strategic Thinking - MAC049In Episode 001, I touched on the subject of Higher Level Tasks. In that episode, I talked about how you can position yourself for advancement by transitioning from process oriented tasks to higher-level tasks that leverage more discretion and judgement. This week, we'll revisit that topic and discuss additional strategies for making this transition.

        Process oriented tasks are those that follow a standard flow and can be done more through rote action than through personal agency. Higher-level tasks are often unique and require more understanding and experience to resolve. These types of tasks usually provide more value to the organization leading to additional responsibilities and, eventually, a coveted promotion.

        Previously, I offered several methods you could use to showcase your creativity, problem solving, and decision making skills. These included optimizing processes that you owned and volunteering to take work from senior members of your team. This week, I'll cover some additional options for stepping into higher-level tasks.

        Understanding the BIG picture

        Higher-level tasks are often focused on decisions that move the organization forward. Having an understanding of the values of the company and its leadership, allows you to align your decisions with them. So, how do you go about learning about other areas of the business?

        First, you can pay attention during organization-wide meetings. During these types of meetings, they will often talk about projects that are important or that have a high, cross-departmental impact. This will give you insight into what ideas and initiatives you could champion in your area that would build on those important projects.

        Next, look for cross-functional teams that give you exposure to people in other areas. Leverage those teams to build your relationships and expand your network. Schedule sessions with these new contacts to discuss what they are working on and how that relates to your work.

        Lastly, keep up with trends in your industry. Dedicate time each week to read up on everything related to your industry and competitors. Are there new approaches or new technologies that you can bring to your organization?

        Strategic Thinking

        Once you've built an understanding of the big picture, you'll be better positioned to develop your strategic thinking skills. There are a few exercises you can undertake that will take your understanding of the big picture and use that to think strategically.

        First, practice Critical Analysis of your existing work. Challenge the assumptions underlying each decision. Use techniques like the "Five Whys" to get to the actual root of them. Ask probing questions to understand why those assumptions are believed and look for evidence that those assumptions are still valid or if they need to be changed. When you determine that the assumptions are incorrect, analyze how that changes the original decision.

        Next, leverage Systems Thinking. With each problem that you face, focus on the interconnections between the different systems involved in the problem. The interconnections will be where changes will have the biggest impact. Start by understanding the system at the highest levels and spiral down to lower and lower levels looking for areas where you can have the highest impact.

        Finally conduct Scenario Planning exercises. Using the knowledge of the industry trends, play "what if" to see how those trends could be beneficial or detrimental to your company. What are some changes you could champion that would turn negative trends to your favor? How would that impact your current projects? What if your competitor is in a better position to take advantage of these trends?

        By understanding the big picture and utilizing strategic thinking, you will be showing your ability to handle higher-level tasks. When you have your one-on-one meetings with your leaders, be sure to highlight how you have continued to grow and that you are interested in taking on additional responsibility and advancing your career.

        Is there something that you would like for me to cover on a future episode? If so, go to the ManagingACareer.com website and drop me a note via the Contact Form. I'll do my best to schedule that topic quickly.

        ]]>In Episode 001, I touched on the subject of Higher Level Tasks. In that episode, I talked about how you can position yourself for advancement by transitioning from process oriented tasks to higher-level tasks that leverage more discretion and judgement. This week, we'll revisit that topic and discuss additional strategies for making this transition.

        Process oriented tasks are those that follow a standard flow and can be done more through rote action than through personal agency. Higher-level tasks are often unique and require more understanding and experience to resolve. These types of tasks usually provide more value to the organization leading to additional responsibilities and, eventually, a coveted promotion.

        Previously, I offered several methods you could use to showcase your creativity, problem solving, and decision making skills. These included optimizing processes that you owned and volunteering to take work from senior members of your team. This week, I'll cover some additional options for stepping into higher-level tasks.

        Understanding the BIG picture

        Higher-level tasks are often focused on decisions that move the organization forward. Having an understanding of the values of the company and its leadership, allows you to align your decisions with them. So, how do you go about learning about other areas of the business?

        First, you can pay attention during organization-wide meetings. During these types of meetings, they will often talk about projects that are important or that have a high, cross-departmental impact. This will give you insight into what ideas and initiatives you could champion in your area that would build on those important projects.

        Next, look for cross-functional teams that give you exposure to people in other areas. Leverage those teams to build your relationships and expand your network. Schedule sessions with these new contacts to discuss what they are working on and how that relates to your work.

        Lastly, keep up with trends in your industry. Dedicate time each week to read up on everything related to your industry and competitors. Are there new approaches or new technologies that you can bring to your organization?

        Strategic Thinking

        Once you've built an understanding of the big picture, you'll be better positioned to develop your strategic thinking skills. There are a few exercises you can undertake that will take your understanding of the big picture and use that to think strategically.

        First, practice Critical Analysis of your existing work. Challenge the assumptions underlying each decision. Use techniques like the "Five Whys" to get to the actual root of them. Ask probing questions to understand why those assumptions are believed and look for evidence that those assumptions are still valid or if they need to be changed. When you determine that the assumptions are incorrect, analyze how that changes the original decision.

        Next, leverage Systems Thinking. With each problem that you face, focus on the interconnections between the different systems involved in the problem. The interconnections will be where changes will have the biggest impact. Start by understanding the system at the highest levels and spiral down to lower and lower levels looking for areas where you can have the highest impact.

        Finally conduct Scenario Planning exercises. Using the knowledge of the industry trends, play "what if" to see how those trends could be beneficial or detrimental to your company. What are some changes you could champion that would turn negative trends to your favor? How would that impact your current projects? What if your competitor is in a better position to take advantage of these trends?

        By understanding the big picture and utilizing strategic thinking, you will be showing your ability to handle higher-level tasks. When you have your one-on-one meetings with your leaders, be sure to highlight how you have continued to grow and that you are interested in taking on additional responsibility and advancing your career.

        Is there something that you would like for me to cover on a future episode? If so, go to the ManagingACareer.com website and drop me a note via the Contact Form. I'll do my best to schedule that topic quickly.

        ]]>d2c6808e-bc65-44ec-8039-3ab5bab99422Mon, 22 Apr 2024 20:00:00 -050005:28falsefull4949Being Innovative - MAC048 Early in your career, advancement is generally easier and is just a matter of doing "more"……more tasks, bigger tasks, more responsibility. But, transitioning to senior levels may require a different approach - being more innovative. Senior members of the team are usually expected to bring new solutions, approaches, and ideas to the problems the team tackles. These expectations can best be met by those on the team that are the most innovative.

        Innovative solutions can often lead to improved efficiencies, reduced costs, or new product lines. Before we look at some techniques that could help you be more innovative, let's talk about some of the benefits of adopting this mindset.

        • Opportunities to lead - those who provide thought leadership are often the ones given the chance to lead the efforts to implement those ideas.
        • Demonstrates value - those who provide the most value are often promoted fastest; by being the one to solve difficult problems, you can give yourself an edge.
        • Drives learning - innovation requires learning new skills and staying abreast of advancements in your field.
        • Inspire teammates - by facing difficult problems with curiosity and determination in order to find a solution, others on the team will follow suit resulting in an elevation of the capabilities of the team.
        
        

        With some of the key benefits outlined, we turn towards some techniques that you can leverage to encourage more innovative thinking. Some of these techniques will work better in person, but several of them can be used in a remote setting, so regardless of whether your company has deemed there to be a Return To Office, you can still find ways to be innovative.

        • Host brainstorming sessions - whether in-person or virtual, hold sessions where anything and everything is considered a viable solution. Spend the first half of the session just listing out possible solutions, regardless of how absurd the idea seems. Then, as new ideas slow, transition to analyzing each idea. Don't consider why an idea WON'T work until every idea has been reviewed as to why it WOULD work. This will ensure that each idea has had adequate consideration and not dismissed unfairly.
        • Bring together cross-functional teams - by working with people in other areas, you may be able to find parallels within their respective fields that can be applied in novel ways to your problem. Additionally, it can help you strengthen your network making it easier to implement the solution once identified.
        • Schedule "thinking" time - one way to foster innovation is to schedule regular time on your calendar to just sit and think. During this scheduled time, turn off all distractions and if possible, get away from your normal workstation. Innovating is a skill and you build skill through repetition and practice. By scheduling recurring time to just think, over time, you'll find that you are able to envision ideas and solutions with less and less effort.
        • Create prototypes - prototypes allow you to test aspects of an idea without focusing on a complete solution. Proving smaller complex pieces reduces the overall risk of adopting an unfamiliar approach and allows the cycle of innovation to proceed faster.
        
        

        Regardless of the techniques you use, there are several tools that can aid you as you work on ideas.

        • Whiteboards - whiteboards are one of my favorite tools because they allow you to capture notes or quickly edit as you think through ideas. Using multiple colored pens provide simple ways to categorize your notes or to make important parts stand out.
        • Idea prompts - There are numerous apps and websites that will generate random words or random prompts. There are also physical books that offer thinking strategies. Using these types of tools allow you to contemplate the problem from angles that you may not normally consider.
        • Idea diagrams - There are also several different popular brainstorming diagrams such as mindmaps, fishbones, flowcharts, bubble maps, and affinity diagrams. The structure of a standard diagram can help ensure that your ideas have traceability back to the problem you are trying to solve.
        
        

        There is no one "right" way for being innovative, but through continued practice, you can get better at coming up with new and novel ideas. Not all of them will be "good" or "great" but by honing the skill you begin being adaptable to unfamiliar situations and open yourself to being receptive of new ideas.

        If you have a friend who should be receptive of the new ideas offered by this podcast, share it with them. Send them to ManagingACareer.com and help them subscribe.

        ]]> Early in your career, advancement is generally easier and is just a matter of doing "more"……more tasks, bigger tasks, more responsibility. But, transitioning to senior levels may require a different approach - being more innovative. Senior members of the team are usually expected to bring new solutions, approaches, and ideas to the problems the team tackles. These expectations can best be met by those on the team that are the most innovative.

        Innovative solutions can often lead to improved efficiencies, reduced costs, or new product lines. Before we look at some techniques that could help you be more innovative, let's talk about some of the benefits of adopting this mindset.

        • Opportunities to lead - those who provide thought leadership are often the ones given the chance to lead the efforts to implement those ideas.
        • Demonstrates value - those who provide the most value are often promoted fastest; by being the one to solve difficult problems, you can give yourself an edge.
        • Drives learning - innovation requires learning new skills and staying abreast of advancements in your field.
        • Inspire teammates - by facing difficult problems with curiosity and determination in order to find a solution, others on the team will follow suit resulting in an elevation of the capabilities of the team.
        
        

        With some of the key benefits outlined, we turn towards some techniques that you can leverage to encourage more innovative thinking. Some of these techniques will work better in person, but several of them can be used in a remote setting, so regardless of whether your company has deemed there to be a Return To Office, you can still find ways to be innovative.

        • Host brainstorming sessions - whether in-person or virtual, hold sessions where anything and everything is considered a viable solution. Spend the first half of the session just listing out possible solutions, regardless of how absurd the idea seems. Then, as new ideas slow, transition to analyzing each idea. Don't consider why an idea WON'T work until every idea has been reviewed as to why it WOULD work. This will ensure that each idea has had adequate consideration and not dismissed unfairly.
        • Bring together cross-functional teams - by working with people in other areas, you may be able to find parallels within their respective fields that can be applied in novel ways to your problem. Additionally, it can help you strengthen your network making it easier to implement the solution once identified.
        • Schedule "thinking" time - one way to foster innovation is to schedule regular time on your calendar to just sit and think. During this scheduled time, turn off all distractions and if possible, get away from your normal workstation. Innovating is a skill and you build skill through repetition and practice. By scheduling recurring time to just think, over time, you'll find that you are able to envision ideas and solutions with less and less effort.
        • Create prototypes - prototypes allow you to test aspects of an idea without focusing on a complete solution. Proving smaller complex pieces reduces the overall risk of adopting an unfamiliar approach and allows the cycle of innovation to proceed faster.
        
        

        Regardless of the techniques you use, there are several tools that can aid you as you work on ideas.

        • Whiteboards - whiteboards are one of my favorite tools because they allow you to capture notes or quickly edit as you think through ideas. Using multiple colored pens provide simple ways to categorize your notes or to make important parts stand out.
        • Idea prompts - There are numerous apps and websites that will generate random words or random prompts. There are also physical books that offer thinking strategies. Using these types of tools allow you to contemplate the problem from angles that you may not normally consider.
        • Idea diagrams - There are also several different popular brainstorming diagrams such as mindmaps, fishbones, flowcharts, bubble maps, and affinity diagrams. The structure of a standard diagram can help ensure that your ideas have traceability back to the problem you are trying to solve.
        
        

        There is no one "right" way for being innovative, but through continued practice, you can get better at coming up with new and novel ideas. Not all of them will be "good" or "great" but by honing the skill you begin being adaptable to unfamiliar situations and open yourself to being receptive of new ideas.

        If you have a friend who should be receptive of the new ideas offered by this podcast, share it with them. Send them to ManagingACareer.com and help them subscribe.

        ]]>8e73c052-bc70-4a05-8dd8-a3917c78ca30Mon, 15 Apr 2024 20:00:00 -050006:16falsefull4848Annual Goal Setting - MAC047 Most companies, at least once per year, go through an annual goal planning process. As part of this process, you are expected to have some number of company-focused goals as well as some number of personal goals. Company goals are usually related to revenue, profit, sales, projects, or initiatives. Your personal goals, however, have more freedom in what they target.

        With the company goals, you'll want to start by analyzing how you can personally impact them. This may take a little bit of creative thinking. For example, if you are in the facilities organization and the corporate goal is related to profit, it may seem like you have no impact on the goal and it shouldn't apply to you. However, there are aspects that you DO have control over that impact the bottom line. If you are responsible for negotiating building leases, a cost savings there could lead to higher profits.

        Before you start writing goals, pick a goal framework. There are several available, but by using a consistent framework, your goals will be clearer and have defined success criteria. A few popular frameworks are OKR - Objectives and Key Results, SMART, and Backwards Goals.

        • OKR - Objectives and Key Results is a popular framework where you take high level objectives (for example the corporate strategy) and provide measurable results that you can achieve that leads to that objective. In my earlier example, renegotiating a building lease to reduce costs by at least 5% could be a key result that supports an objective focused on profitability. A strength of the OKR framework is that goals (key results) are immediately traceable back to objectives.
        • The Backwards Goals framework takes a long term objective and works backwards by consistently asking "if THIS is to be achieved, then THAT has to have happened by WHEN". Personally, I find this framework to be better suited for more targeted objectives than larger corporate strategy. If you have followed my earlier episodes covering the Individual Development Plan it follows a Backwards Goals approach toward defining your career path.
        • SMART goals is another framework based on the attributes of the SMART acronym - Specific, Measurable, Achievable, Relevant, and Time-bound - to provide all of the components that a good goal needs, ensuring that the path to success is understood by everyone. The strength of the SMART framework is that it provides a path for refining goals ensuring that you reach buy-in by all impacted by the goal. Additionally, SMART goals can be combined with OKR or Backwards Goals to ensure that your plan can lead to success.
        
        

        Using the framework you select write your company focused goals using the defining statements where you have personal impact. Be sure to include the appropriate success criteria to ensure that it is clear when the goal has been met.

        When it comes to setting personal goals, you'll find this process easier if you have already gone through the process of creating an IDP. You can take a tactical approach and set goals based on your Action Plan or you can set more strategic goals based on your Roadmap or you can set goals based on some combination of both tactical and strategic goals.

        Whether you have an IDP or not, if you find that you are making slow progress on your career growth, I would put more emphasis on strategic personal goals. If you only create tactical goals, a large part of your focus and a large part of the one-on-ones with your manager will be about short-term activities. If your career growth has slowed, you want to have conversations with your manager are about how to progress on your roadmap and those bigger picture goals ensure that they keep that focus throughout the year.

        If the pace of your advancement is sufficient, I would favor tactical goals. You've already established a cadence you're happy with and by focusing on your Action Plan activities, you'll be able to maintain your existing pace. For your annual goal setting, pick items from your Action Plan that build critical skills and items that lead to higher level tasks.

        Even though the goals are personal in nature, try to tie them back to the corporate strategy somehow, too. When there is a relationship between corporate goals and personal goals, your manager has a vested interest in helping you achieve them. Additionally, review the timing of all of your goals in order to spread them out throughout the year. If they all target the same timeframe, there won't be an urgency early and then, at end of the year, you could be overwhelmed when everything is due at once.

        Once your goals have been documented, have a conversation with your leader about them. Work with your leader to put a plan in place so that you have the proper work assignments to be able to meet the goals. Use the outline in Episode 011 on How to Structure Your One-on-Ones to communicate the progress on your goals -- both corporate and personal. If you follow the advice detailed in Episode 044 - Reporting Status, in addition to the progress reported in your one-on-one, you will be sending out regular emails relating the value you have provided and often, that value ties back to the corporate objectives.

        Annual goal setting is not just something you trudge through just so you can mark some task complete. It's an opportunity for you to relate the work you do back to your career aspirations.

        You can help me reach my goals with this podcast by sharing it with a friend. If you know someone who is looking to advance their career and would benefit from the content in my podcast, send them to ManagingACareer.com and help them subscribe.

        ]]> Most companies, at least once per year, go through an annual goal planning process. As part of this process, you are expected to have some number of company-focused goals as well as some number of personal goals. Company goals are usually related to revenue, profit, sales, projects, or initiatives. Your personal goals, however, have more freedom in what they target.

        With the company goals, you'll want to start by analyzing how you can personally impact them. This may take a little bit of creative thinking. For example, if you are in the facilities organization and the corporate goal is related to profit, it may seem like you have no impact on the goal and it shouldn't apply to you. However, there are aspects that you DO have control over that impact the bottom line. If you are responsible for negotiating building leases, a cost savings there could lead to higher profits.

        Before you start writing goals, pick a goal framework. There are several available, but by using a consistent framework, your goals will be clearer and have defined success criteria. A few popular frameworks are OKR - Objectives and Key Results, SMART, and Backwards Goals.

        • OKR - Objectives and Key Results is a popular framework where you take high level objectives (for example the corporate strategy) and provide measurable results that you can achieve that leads to that objective. In my earlier example, renegotiating a building lease to reduce costs by at least 5% could be a key result that supports an objective focused on profitability. A strength of the OKR framework is that goals (key results) are immediately traceable back to objectives.
        • The Backwards Goals framework takes a long term objective and works backwards by consistently asking "if THIS is to be achieved, then THAT has to have happened by WHEN". Personally, I find this framework to be better suited for more targeted objectives than larger corporate strategy. If you have followed my earlier episodes covering the Individual Development Plan it follows a Backwards Goals approach toward defining your career path.
        • SMART goals is another framework based on the attributes of the SMART acronym - Specific, Measurable, Achievable, Relevant, and Time-bound - to provide all of the components that a good goal needs, ensuring that the path to success is understood by everyone. The strength of the SMART framework is that it provides a path for refining goals ensuring that you reach buy-in by all impacted by the goal. Additionally, SMART goals can be combined with OKR or Backwards Goals to ensure that your plan can lead to success.
        
        

        Using the framework you select write your company focused goals using the defining statements where you have personal impact. Be sure to include the appropriate success criteria to ensure that it is clear when the goal has been met.

        When it comes to setting personal goals, you'll find this process easier if you have already gone through the process of creating an IDP. You can take a tactical approach and set goals based on your Action Plan or you can set more strategic goals based on your Roadmap or you can set goals based on some combination of both tactical and strategic goals.

        Whether you have an IDP or not, if you find that you are making slow progress on your career growth, I would put more emphasis on strategic personal goals. If you only create tactical goals, a large part of your focus and a large part of the one-on-ones with your manager will be about short-term activities. If your career growth has slowed, you want to have conversations with your manager are about how to progress on your roadmap and those bigger picture goals ensure that they keep that focus throughout the year.

        If the pace of your advancement is sufficient, I would favor tactical goals. You've already established a cadence you're happy with and by focusing on your Action Plan activities, you'll be able to maintain your existing pace. For your annual goal setting, pick items from your Action Plan that build critical skills and items that lead to higher level tasks.

        Even though the goals are personal in nature, try to tie them back to the corporate strategy somehow, too. When there is a relationship between corporate goals and personal goals, your manager has a vested interest in helping you achieve them. Additionally, review the timing of all of your goals in order to spread them out throughout the year. If they all target the same timeframe, there won't be an urgency early and then, at end of the year, you could be overwhelmed when everything is due at once.

        Once your goals have been documented, have a conversation with your leader about them. Work with your leader to put a plan in place so that you have the proper work assignments to be able to meet the goals. Use the outline in Episode 011 on How to Structure Your One-on-Ones to communicate the progress on your goals -- both corporate and personal. If you follow the advice detailed in Episode 044 - Reporting Status, in addition to the progress reported in your one-on-one, you will be sending out regular emails relating the value you have provided and often, that value ties back to the corporate objectives.

        Annual goal setting is not just something you trudge through just so you can mark some task complete. It's an opportunity for you to relate the work you do back to your career aspirations.

        You can help me reach my goals with this podcast by sharing it with a friend. If you know someone who is looking to advance their career and would benefit from the content in my podcast, send them to ManagingACareer.com and help them subscribe.

        ]]>22d0843b-1bb6-4354-abf3-e3ce7c67af6fMon, 08 Apr 2024 20:00:00 -050007:02falsefull4747Progress Report - MAC036-MAC045 Periodically, I check back and highlight the last few episodes to remind you of things you can work on to help set you up for career success and this most recent group has a lot of solid content.

        Episodes 036 to 040 was a five-part series that covered the Individual Development plan in detail. It starts with an Introduction that emphasizes the importance of the IDP and is followed by episodes that describe the key sections: the Vision and Roadmap, the Assessment and Next Steps, and the Action Plan and Successes. The series wraps up with an episode that describes The Process you can use to integrate the IDP into your personal career growth.

        After the series on the IDP, Episode 041 covers Gaining Responsibility During Company Change. As many companies are restructuring their workforce, you can take advantage of those changes to strengthen your position and set yourself up for future advancement. This episode outlines several ways that you make your own luck by leveraging this change.

        Episode 042 addresses Mental Health. Taking care of your mental health is more important than any work that you do. If you find yourself struggling with mental stress, reach out to one of the resources I covered in this episode.

        Next up I cover how creating a Personal Brand isn't just for social media influencers in Episode 043. By building a reputation that makes you unique within your company, you be come and expert and make it easier for your leaders to position you for advancement.

        I wrap this group up with Episode 045 that covers Making the Most of Return to Office. As the workforce moves towards requiring staff to be in the office at least part time, I give some tips on how to make best use of your in-office hours.

        I'm always looking for good content to bring to you, so if there's a topic you would like me to cover on an upcoming podcast episode, reach out to me via the Contact Form at ManagingACareer.com.

        ]]> Periodically, I check back and highlight the last few episodes to remind you of things you can work on to help set you up for career success and this most recent group has a lot of solid content.

        Episodes 036 to 040 was a five-part series that covered the Individual Development plan in detail. It starts with an Introduction that emphasizes the importance of the IDP and is followed by episodes that describe the key sections: the Vision and Roadmap, the Assessment and Next Steps, and the Action Plan and Successes. The series wraps up with an episode that describes The Process you can use to integrate the IDP into your personal career growth.

        After the series on the IDP, Episode 041 covers Gaining Responsibility During Company Change. As many companies are restructuring their workforce, you can take advantage of those changes to strengthen your position and set yourself up for future advancement. This episode outlines several ways that you make your own luck by leveraging this change.

        Episode 042 addresses Mental Health. Taking care of your mental health is more important than any work that you do. If you find yourself struggling with mental stress, reach out to one of the resources I covered in this episode.

        Next up I cover how creating a Personal Brand isn't just for social media influencers in Episode 043. By building a reputation that makes you unique within your company, you be come and expert and make it easier for your leaders to position you for advancement.

        I wrap this group up with Episode 045 that covers Making the Most of Return to Office. As the workforce moves towards requiring staff to be in the office at least part time, I give some tips on how to make best use of your in-office hours.

        I'm always looking for good content to bring to you, so if there's a topic you would like me to cover on an upcoming podcast episode, reach out to me via the Contact Form at ManagingACareer.com.

        ]]>9e3483e0-0602-4c12-9bb1-7fc671fc240dMon, 01 Apr 2024 20:00:00 -050003:14falsefull4646Making the most of Return to Office - MAC045 If your company has a hybrid policy, how can you best use your time in the office? Well, first you should make sure you understand and comply with all aspects of the new policy. Are there specific days that you must be in the office? Do you have a designated space or are you participating in Community shared desk system? Which days and what locations will most of your coworkers leverage when they work from the office?

        Most companies, as they roll out these return to office policies, state that the primary driver for them is to foster collaboration. It's very likely that you primarily interact with those on your team, or those that are directly involved in your projects. When you work remotely. So as you go back to the office, look for opportunities to spend face to FaceTime with business partners and key decision makers. You should really understand where those people will be and make it a point of spending time in those areas, especially for those important hallway conversations. When you do meet with team members in the office, focus on using that in person time to brainstorm solutions to difficult problems or to build agreement on next steps in your project.

        Because there will be days that you go into the office and other days where you'll work from home, you're going to need to take full control of your schedule. Don't be afraid to decline meetings or suggest alternative times to ensure that your calendar aligns with the most appropriate work for the location that you're going to be in that day. For the days that you will be in the office, plan adequate networking time to ensure that you focus on those all-important face to face conversations. Reserve your at home days for deeper work where you have fewer disruptions. Additionally, review Episode 023 - "Can you be successful working remote?" For more tips on how to make the best use of your working from home time.

        If you aren't going to have a designated home, Oregon or you find yourself working in a community area, it's going to be harder to be comfortable in your new working environment. Consider purchasing the essentials that you bring with you when you go to the office. Having things such as your own mouse or a headset or USB hub. It ensures that you can work how you want no matter where you're stationed. There are even things like a USB external monitor. If you work best with second monitor. Also consider going paperless to ensure that important documents aren't left behind when moving from one location to another.

        In spite of returning to office, be sure to maintain your work life balance. The additional commute time is already going to have an impact on your personal life, so setting strict boundaries to ensure that you leave the office on time is important. Save your late nights for days when you work from home, especially since those days will be focused on more deep work. This should provide more flexibility, allowing you to still spend time with your family. Episode 019 - "Work / Life Balance" has additional tips on this topic.

        Word of mouth is the single most effective way to grow community, so if you're enjoying this podcast, I would appreciate it if you help me get the word out by sharing it with a friend. I would love to be able to help everyone take control of their career.

        ]]> If your company has a hybrid policy, how can you best use your time in the office? Well, first you should make sure you understand and comply with all aspects of the new policy. Are there specific days that you must be in the office? Do you have a designated space or are you participating in Community shared desk system? Which days and what locations will most of your coworkers leverage when they work from the office?

        Most companies, as they roll out these return to office policies, state that the primary driver for them is to foster collaboration. It's very likely that you primarily interact with those on your team, or those that are directly involved in your projects. When you work remotely. So as you go back to the office, look for opportunities to spend face to FaceTime with business partners and key decision makers. You should really understand where those people will be and make it a point of spending time in those areas, especially for those important hallway conversations. When you do meet with team members in the office, focus on using that in person time to brainstorm solutions to difficult problems or to build agreement on next steps in your project.

        Because there will be days that you go into the office and other days where you'll work from home, you're going to need to take full control of your schedule. Don't be afraid to decline meetings or suggest alternative times to ensure that your calendar aligns with the most appropriate work for the location that you're going to be in that day. For the days that you will be in the office, plan adequate networking time to ensure that you focus on those all-important face to face conversations. Reserve your at home days for deeper work where you have fewer disruptions. Additionally, review Episode 023 - "Can you be successful working remote?" For more tips on how to make the best use of your working from home time.

        If you aren't going to have a designated home, Oregon or you find yourself working in a community area, it's going to be harder to be comfortable in your new working environment. Consider purchasing the essentials that you bring with you when you go to the office. Having things such as your own mouse or a headset or USB hub. It ensures that you can work how you want no matter where you're stationed. There are even things like a USB external monitor. If you work best with second monitor. Also consider going paperless to ensure that important documents aren't left behind when moving from one location to another.

        In spite of returning to office, be sure to maintain your work life balance. The additional commute time is already going to have an impact on your personal life, so setting strict boundaries to ensure that you leave the office on time is important. Save your late nights for days when you work from home, especially since those days will be focused on more deep work. This should provide more flexibility, allowing you to still spend time with your family. Episode 019 - "Work / Life Balance" has additional tips on this topic.

        Word of mouth is the single most effective way to grow community, so if you're enjoying this podcast, I would appreciate it if you help me get the word out by sharing it with a friend. I would love to be able to help everyone take control of their career.

        ]]>6484c55e-6b59-4b67-bf1e-1e9b369633efMon, 25 Mar 2024 20:00:00 -050004:31falsefull4545Reporting Status - MAC044In several of my previous episodes, I've mentioned that one way to stand out is to produce status reports that are value focused instead of task focused. This week, I go into more detail about what that type of status report would look like.

        Purpose and Audience

        The first thing to understand about a status report is its purpose. By knowing who the audience is you can properly tailor the report to meet the purpose that they care about and summarized appropriately. For your clients and stakeholders, it's a means to communicate project progress. For your manager, a status report ensures that they are able to track your performance against your annual goals. For executives, it's an opportunity to update them on company initiatives.

        Did you notice something? The purpose of a status report differs based on the audience and they aren't one-size fits-all. This implies that you would be creating different status reports for each audience.

        The other thing to be aware is that each different audience will likely need a different cadence for reporting status. Clients and stakeholders are more engaged in your day to day activities and would require more frequent updates. Executives have a higher level focus and may only need updates a couple of times per quarter.

        Content

        Status reports that just list the things you've done are very forgettable. Regardless of who your status is for, the key is to transform your status updates from task-focused to value-focused. If you want to make an impression and stand out, focus less on the tasks and more on the outcomes. Activities that do not provide value likely aren't worthy of being included in a status report.

        Instead of saying: "Automated reporting of our KPIs"

        Say this: "Increased the productivity of my business partners leading to a $50k annualized savings by automating the reporting of our KPIs"

        Instead of saying: "Delivered the Artemis project on-time and on-budget"

        Say this: "Delivered the Artemis project within the planned 5 months and $1M budget which is projected to save the company $15M over the next three years"

        These types of statements still reveal the work that you've completed but highlight the value that those activities provide.

        Be sure to align the status with the purpose of your audience. When updating your clients and stakeholders, the focus will be on project deliverables. But if you are sending a status report to your manager, try to align the value with progress against your goals.

        Structure

        My background is in software development and in that field, we have a project management process called Agile SCRUM. In each daily SCRUM meeting, every project participant is expected to speak to three key points: What did you do yesterday? What are you going to do today? and What things are blocked from progress?

        I think a good status report more or less parallels those same three areas. What value have you provided since the last status report? What are your focus priorities going forward? And what risks or impediments are you tracking that could prevent progress?

        Additionally, keep your status reports succinct. The intent is not to detail every single thing you do but to provide key highlights. Noone is going to want to read multiple pages. Try to keep the length to two or three paragraphs or just a handful of bullet points. Develop a standardize template and use it consistently so that over time each recipient can learn to anticipate where the information most relevant to them is located.

        If you haven't been sending status reports before, it may seem awkward at first, but by sending them regularly, the people you send them to will begin to associate "valuable" with you. When it comes time for raises or promotions, that's an association that should give you an advantage. And when faced with potential downsizing, it may even give you a layer of protection compared to others.

        During this next week, identify the different audiences that you should provide with regular updates and create recurring events on your calendar to send those status reports. Also, create a template that you can use when you send them out. As you go through your week, keep track of what you have accomplished and how that provides value to each different audience. When your calendar even occurs, summarize your activities and write the status report. After you've done this for a couple of weeks, send me a note via the contact form on the ManagingACareer.com website to let me know how much of a difference they make.

        ]]>In several of my previous episodes, I've mentioned that one way to stand out is to produce status reports that are value focused instead of task focused. This week, I go into more detail about what that type of status report would look like.

        Purpose and Audience

        The first thing to understand about a status report is its purpose. By knowing who the audience is you can properly tailor the report to meet the purpose that they care about and summarized appropriately. For your clients and stakeholders, it's a means to communicate project progress. For your manager, a status report ensures that they are able to track your performance against your annual goals. For executives, it's an opportunity to update them on company initiatives.

        Did you notice something? The purpose of a status report differs based on the audience and they aren't one-size fits-all. This implies that you would be creating different status reports for each audience.

        The other thing to be aware is that each different audience will likely need a different cadence for reporting status. Clients and stakeholders are more engaged in your day to day activities and would require more frequent updates. Executives have a higher level focus and may only need updates a couple of times per quarter.

        Content

        Status reports that just list the things you've done are very forgettable. Regardless of who your status is for, the key is to transform your status updates from task-focused to value-focused. If you want to make an impression and stand out, focus less on the tasks and more on the outcomes. Activities that do not provide value likely aren't worthy of being included in a status report.

        Instead of saying: "Automated reporting of our KPIs"

        Say this: "Increased the productivity of my business partners leading to a $50k annualized savings by automating the reporting of our KPIs"

        Instead of saying: "Delivered the Artemis project on-time and on-budget"

        Say this: "Delivered the Artemis project within the planned 5 months and $1M budget which is projected to save the company $15M over the next three years"

        These types of statements still reveal the work that you've completed but highlight the value that those activities provide.

        Be sure to align the status with the purpose of your audience. When updating your clients and stakeholders, the focus will be on project deliverables. But if you are sending a status report to your manager, try to align the value with progress against your goals.

        Structure

        My background is in software development and in that field, we have a project management process called Agile SCRUM. In each daily SCRUM meeting, every project participant is expected to speak to three key points: What did you do yesterday? What are you going to do today? and What things are blocked from progress?

        I think a good status report more or less parallels those same three areas. What value have you provided since the last status report? What are your focus priorities going forward? And what risks or impediments are you tracking that could prevent progress?

        Additionally, keep your status reports succinct. The intent is not to detail every single thing you do but to provide key highlights. Noone is going to want to read multiple pages. Try to keep the length to two or three paragraphs or just a handful of bullet points. Develop a standardize template and use it consistently so that over time each recipient can learn to anticipate where the information most relevant to them is located.

        If you haven't been sending status reports before, it may seem awkward at first, but by sending them regularly, the people you send them to will begin to associate "valuable" with you. When it comes time for raises or promotions, that's an association that should give you an advantage. And when faced with potential downsizing, it may even give you a layer of protection compared to others.

        During this next week, identify the different audiences that you should provide with regular updates and create recurring events on your calendar to send those status reports. Also, create a template that you can use when you send them out. As you go through your week, keep track of what you have accomplished and how that provides value to each different audience. When your calendar even occurs, summarize your activities and write the status report. After you've done this for a couple of weeks, send me a note via the contact form on the ManagingACareer.com website to let me know how much of a difference they make.

        ]]>147f873a-2c1f-4908-a9bf-6f5b5a471520Mon, 18 Mar 2024 20:00:00 -050005:58falsefull4444Personal Brand - MAC043 This week, I'm going to talk about your personal brand and how you can build one. When you hear the term, what impression does that give you? For many, I'm sure you associate the term with celebrities, athletes, and social media influencers. But, I'm here to tell you that it applies to everyone.

        So, what is a personal brand? At the simplest level, your personal brand is the impression that others have of you -- your reputation. But it's more than just that. Your personal brand statement is a concise summary of who you are, what you do, and what you stand for -- or rather it's a concise summary of who you want others to think you are and what you want others to think you do and what you want others to think you stand for. Your reputation is based solely on the impression that others have about you, whereas your personal brand is also the aspects about yourself that you work to project and how you go about projecting them.

        As you look to progress your career, often, you are promoted or are not promoted based on your personal brand. When your manager suggests your name as a candidate for promotion, how do his peer leaders react to that request? If they know who you are and have a positive opinion of you, that promotion request will be easy. But if you are unknown or the perception is negative, your leader will have to fight a lot harder to justify your promotion.

        Within your company, are you known -- not just within your team, but within your organization and those organizations that you interact with? If you are known, what are you known for? Is that the reputation that you want to have?

        As you look to build your personal brand, identify what makes you unique. If your strengths are similar to the strengths of everyone else on the team, you will struggle to stand out. Is there something that only you are capable of? Is that something that you want to be known for? Maybe your reputation is that you are the person that can solve the most challenging problems. Or maybe you're the one who can get any project back on schedule. Or maybe you're a great negotiator. Maybe what makes you unique isn't so much what you do or can do, but instead is how you approach things. Are you calm under pressure? Are you a take-charge leader? Are you able to talk anyone into anything? The more uniquely you can define your brand, the easier it will be to highlight those capabilities to the wider organization.

        When you identify what aspect or aspects you are going to concentrate on for building your brand, look around the company to see how others will value them. How can you leverage those aspects to advance the company's goals? How can you leverage those aspects to advance your personal goals? If your company values logic and reason, how would branding yourself as being strongly empathetic play with the organization? Each situation is different -- being antithetical to the values of the organization could be invaluable or it could be ostracizing; you'll need to make that call for yourself. But, once you've decided, you'll need to put in the work to make that the opinion people have of you.

        Your personal brand is about perception, but perception starts with action. As your brand begins to take shape, come up with a brand statement. Actually write it down, like on a sticky note, and place it somewhere that you will see it daily. Use the brand statement as your mantra throughout the day until it becomes a natural part of you. Every action and decision you make should trace back to your brand statement. When your actions support your brand, it almost sells itself.

        If you are struggling to write your brand statement, come up with a short statement (often a phrase or a single sentence) that describes what makes you unique. Here are some examples:

        • I build and grow great teams.
        • I aggressively manage cost in order to maximize profits.
        • I treat everyone with compassion and equality.
        • Nothing is impossible.
        • I apply logic and reason to produce optimal solutions.
        
        

        The second part of perception is communicating your brand. In the social media world, you build your brand by how you present yourself on the various platforms. Within a company there isn't usually a platform for you to use -- but, you can be social. Work to build your network within your company. In Episode 028 - Building a Network, I cover ways to build your external network. However, when building a network within your company, it takes a different approach. Look for projects that allow you to work with people outside of your immediate team. Volunteer for initiatives that put you in contact with new people. Attend social events that you would otherwise avoid. Offer to give presentations on topics related to your brand. Find ways to have your name be associated with the brand you are building. How can you be viewed as the resident expert on your brand specialty?

        Spend the next couple of days formulating your personal brand. Then, visit the Managing A Career community and make it real -- post your personal brand for everyone to see. By posting it publicly, everyone in the community can become your accountability partners. Everyone in the community can help you clarify your brand and ensure that you begin the path towards building it successfully.

        ]]> This week, I'm going to talk about your personal brand and how you can build one. When you hear the term, what impression does that give you? For many, I'm sure you associate the term with celebrities, athletes, and social media influencers. But, I'm here to tell you that it applies to everyone.

        So, what is a personal brand? At the simplest level, your personal brand is the impression that others have of you -- your reputation. But it's more than just that. Your personal brand statement is a concise summary of who you are, what you do, and what you stand for -- or rather it's a concise summary of who you want others to think you are and what you want others to think you do and what you want others to think you stand for. Your reputation is based solely on the impression that others have about you, whereas your personal brand is also the aspects about yourself that you work to project and how you go about projecting them.

        As you look to progress your career, often, you are promoted or are not promoted based on your personal brand. When your manager suggests your name as a candidate for promotion, how do his peer leaders react to that request? If they know who you are and have a positive opinion of you, that promotion request will be easy. But if you are unknown or the perception is negative, your leader will have to fight a lot harder to justify your promotion.

        Within your company, are you known -- not just within your team, but within your organization and those organizations that you interact with? If you are known, what are you known for? Is that the reputation that you want to have?

        As you look to build your personal brand, identify what makes you unique. If your strengths are similar to the strengths of everyone else on the team, you will struggle to stand out. Is there something that only you are capable of? Is that something that you want to be known for? Maybe your reputation is that you are the person that can solve the most challenging problems. Or maybe you're the one who can get any project back on schedule. Or maybe you're a great negotiator. Maybe what makes you unique isn't so much what you do or can do, but instead is how you approach things. Are you calm under pressure? Are you a take-charge leader? Are you able to talk anyone into anything? The more uniquely you can define your brand, the easier it will be to highlight those capabilities to the wider organization.

        When you identify what aspect or aspects you are going to concentrate on for building your brand, look around the company to see how others will value them. How can you leverage those aspects to advance the company's goals? How can you leverage those aspects to advance your personal goals? If your company values logic and reason, how would branding yourself as being strongly empathetic play with the organization? Each situation is different -- being antithetical to the values of the organization could be invaluable or it could be ostracizing; you'll need to make that call for yourself. But, once you've decided, you'll need to put in the work to make that the opinion people have of you.

        Your personal brand is about perception, but perception starts with action. As your brand begins to take shape, come up with a brand statement. Actually write it down, like on a sticky note, and place it somewhere that you will see it daily. Use the brand statement as your mantra throughout the day until it becomes a natural part of you. Every action and decision you make should trace back to your brand statement. When your actions support your brand, it almost sells itself.

        If you are struggling to write your brand statement, come up with a short statement (often a phrase or a single sentence) that describes what makes you unique. Here are some examples:

        • I build and grow great teams.
        • I aggressively manage cost in order to maximize profits.
        • I treat everyone with compassion and equality.
        • Nothing is impossible.
        • I apply logic and reason to produce optimal solutions.
        
        

        The second part of perception is communicating your brand. In the social media world, you build your brand by how you present yourself on the various platforms. Within a company there isn't usually a platform for you to use -- but, you can be social. Work to build your network within your company. In Episode 028 - Building a Network, I cover ways to build your external network. However, when building a network within your company, it takes a different approach. Look for projects that allow you to work with people outside of your immediate team. Volunteer for initiatives that put you in contact with new people. Attend social events that you would otherwise avoid. Offer to give presentations on topics related to your brand. Find ways to have your name be associated with the brand you are building. How can you be viewed as the resident expert on your brand specialty?

        Spend the next couple of days formulating your personal brand. Then, visit the Managing A Career community and make it real -- post your personal brand for everyone to see. By posting it publicly, everyone in the community can become your accountability partners. Everyone in the community can help you clarify your brand and ensure that you begin the path towards building it successfully.

        ]]>b6327140-6178-4e56-9362-3bf15d2de8c0Mon, 11 Mar 2024 20:00:00 -050006:48falsefull4343Mental Health and You - MAC042 This week, we're going to talk about a very critical subject, your mental health. Each episode, I talk about subjects that can help you advance your career and understanding and addressing your mental health is an important one. If you aren't able to be focused on your work because of things happening in your personal life, it's going to impact you. So, let's take a look at what you can do about it.

        First, I want to start by saying, no matter what anyone says, your health and your mental health are far more important than any work that you do. It's kind of like the statement that when the oxygen masks come down in an airplane, you should put your mask on before helping anyone else. It wouldn't do you or anyone else any good if you were unable to help them because you had passed out. The same is true when it comes to your health and your mental health. If you are facing personal stressors, it is better to address them than to ignore it and focus on work.

        It is important to identify the signs of mental stress. Denying that they exists can delay any treatment and likely find them compounding. If you find your work performance falling off or if you have trouble concentrating on your work for an extended period of time, you may be experiencing mental stress. Another sign could be changes in appetite or sleeping patterns. Lastly, if you find yourself reacting strangely to normal situations -- overly aggressively, too lackadaisically, being touchy or sensitive -- these types of reactions can be because of how you bring your personal stressors into other aspects of your life.

        If any of these signs apply to you I would recommend reaching out for help. If available to you, professional help is going to be your best option. Many companies have EAP programs - Employee Assistance Programs. These programs offer counselling services to employees, often by phone so that they are available any time night or day. These services can also refer you to local mental health professionals for in person session. If your company does not offer an EAP program, there are still online websites that are fairly affordable and can serve the same role as an EAP program. I have no affiliation with them and I do not know which countries they are available in, but a site like BetterHelp.com offers online counseling. And if you find yourself having suicidal ideations, most countries have suicide hotlines that you can call -- for example in the US, you can call 988 from any phone at any time to talk to someone at the National Alliance on Mental Health who can help. You can also reach out to the Crisis Text Line at CrisisTextLine.org for issues other than suicide; they have local numbers in several countries including 741741 in the US.

        After the initial assessment, your mental health professional will often work with you to establish strategies that will help you cope with whatever stress you are experiencing. This could be something like mindfulness and meditation where you sit quietly, perform slow, steady breathing, and focus on the immediate. For some, becoming more involved in religion can give them the focus they need to calm their mental state. For others, vigorous exercise may be a way to alleviate stress. There will also be instances where medication is suggested -- this is not a stigma, if there is a chemical imbalance in your body, often medications can help regulate them. Regardless of the technique, it takes time; it doesn't have an immediate effect.

        Once the root cause has been addressed, the next step is to address any triggers that may cause your stress levels to increase. If the triggers are from aspects of your work, have an honest conversation with your leaders to try to change your assignments. Remember, your health and mental health is the most important thing. Taking on less stressful duties will ensure that you can continue to perform your best which is good for both you and your company.

        Everyone faces stress and handles it differently. If you find yourself in a situation where that stress is beyond what you can handle on your own, reach out for help. Personal health, including mental health, is important.

        ]]> This week, we're going to talk about a very critical subject, your mental health. Each episode, I talk about subjects that can help you advance your career and understanding and addressing your mental health is an important one. If you aren't able to be focused on your work because of things happening in your personal life, it's going to impact you. So, let's take a look at what you can do about it.

        First, I want to start by saying, no matter what anyone says, your health and your mental health are far more important than any work that you do. It's kind of like the statement that when the oxygen masks come down in an airplane, you should put your mask on before helping anyone else. It wouldn't do you or anyone else any good if you were unable to help them because you had passed out. The same is true when it comes to your health and your mental health. If you are facing personal stressors, it is better to address them than to ignore it and focus on work.

        It is important to identify the signs of mental stress. Denying that they exists can delay any treatment and likely find them compounding. If you find your work performance falling off or if you have trouble concentrating on your work for an extended period of time, you may be experiencing mental stress. Another sign could be changes in appetite or sleeping patterns. Lastly, if you find yourself reacting strangely to normal situations -- overly aggressively, too lackadaisically, being touchy or sensitive -- these types of reactions can be because of how you bring your personal stressors into other aspects of your life.

        If any of these signs apply to you I would recommend reaching out for help. If available to you, professional help is going to be your best option. Many companies have EAP programs - Employee Assistance Programs. These programs offer counselling services to employees, often by phone so that they are available any time night or day. These services can also refer you to local mental health professionals for in person session. If your company does not offer an EAP program, there are still online websites that are fairly affordable and can serve the same role as an EAP program. I have no affiliation with them and I do not know which countries they are available in, but a site like BetterHelp.com offers online counseling. And if you find yourself having suicidal ideations, most countries have suicide hotlines that you can call -- for example in the US, you can call 988 from any phone at any time to talk to someone at the National Alliance on Mental Health who can help. You can also reach out to the Crisis Text Line at CrisisTextLine.org for issues other than suicide; they have local numbers in several countries including 741741 in the US.

        After the initial assessment, your mental health professional will often work with you to establish strategies that will help you cope with whatever stress you are experiencing. This could be something like mindfulness and meditation where you sit quietly, perform slow, steady breathing, and focus on the immediate. For some, becoming more involved in religion can give them the focus they need to calm their mental state. For others, vigorous exercise may be a way to alleviate stress. There will also be instances where medication is suggested -- this is not a stigma, if there is a chemical imbalance in your body, often medications can help regulate them. Regardless of the technique, it takes time; it doesn't have an immediate effect.

        Once the root cause has been addressed, the next step is to address any triggers that may cause your stress levels to increase. If the triggers are from aspects of your work, have an honest conversation with your leaders to try to change your assignments. Remember, your health and mental health is the most important thing. Taking on less stressful duties will ensure that you can continue to perform your best which is good for both you and your company.

        Everyone faces stress and handles it differently. If you find yourself in a situation where that stress is beyond what you can handle on your own, reach out for help. Personal health, including mental health, is important.

        ]]>147c9d33-f2e4-42c7-9a23-0020e3a060d0Mon, 04 Mar 2024 21:00:00 -050005:20falsefull4242Gaining Responsibility During Company Change - MAC041 There is a lot of corporate downsizing happening right now. In a future episode, I may go into more detail on that subject, but this week, I would like to talk about how you can take advantage of the downsizing to increase your responsibilities within the company.

        If you are one of the ones that remains when a company goes through any sort of organizational change, it is an opportunity for you to increase your sphere of influence and position yourself for increased visibility. Adding responsibilities strategically can provide a measure of security and even accelerate your career growth.

        The first key is to understand the primary drivers of the reduction. By understanding why each area is being impacted, you will have insight into where the opportunities will be. Next, you need to determine which areas were impacted the most and whether the work they performed is important to the business going forward or not.

        • Cost Reductions - If a company is downsizing in order to cut costs, there will be opportunities in increasing the efficiencies across the company. Look for ways that you can help people do more with less. As an individual, look for processes within your larger organization that you can streamline. As a leader, look for cross-functional processes that you can bring under your control.
        • Divesting unprofitable functions - If a company is cutting a business unit that is underperforming or is not considered part of the company's future, you will want to determine what aspects of the business unit will still need to be performed and have those functions assigned to your team.
        • Mergers and Acquisitions - When two companies combine, there will often be overlap in certain organizations; usually the ones that are more for business support such as Human Resources or Accounting. In these instances, the duplication of roles leads to elimination of redundancies and streamlining of costs. In these instances, the opportunities will be in owning the process of aligning the competing processes into a single process.
        • Technological Advancements or Improved Efficiency - Another reason that a company will downsize is when roles have been made obsolete due to improved technology or efficiency. Can you become an expert in the new technology or processes in order to be best suited for leading efforts in its adoption?
        • Restructuring - Sometimes, a company will just make general cuts across every area. In these instances, teams will have to prioritize their efforts on the most important work and let everything else go. Are there areas within the company that you can focus on picking up their slack?
        
        

        Knowing where the gaps are and how they align with the company vision going forward will allow you to assess their value potential. You should also consider how those functions align with your current responsibilities, however, that is less important than the value of the work to the company. Additionally, consider which of the opportunities align with your current skills or the skills you are looking to develop. Focus on areas that provide the most value to the company as well as lead to the most career growth for you.

        Once you have identified which areas you would like to target, start to develop a plan for drawing that work to your team. Start by evaluating your network for any connections to the impacted areas. If you can reach out and offer your help, you can begin to suggest your name as a potential candidate to take over those responsibilities.

        Next, have a conversation with your leader on how you would like to take on this additional work. Be prepared to provide justification on how that additional responsibility aligns with your skills or how it can expand your capabilities going forward.

        If you have enough warning, work to build any skills you will need to take on the additional work. This is what is happening with Generative AIs such as ChatGPT today. Those who are learning everything they can about AI and how they can incorporate it into their work are getting ahead and those who aren't are falling behind.

        The last step to take is to evaluate your current workload and figure out what aspects of your job you can delegate in order to free up the time you will need for the additional responsibilities that you take on.

        As I mentioned in Episode 013 - A Little Bit of Luck, luck is when preparation meets opportunity. Any time there is change, there is opportunity. Are you going to be in position to make your own luck and take advantage of the change, or are you going to fall behind those that are already prepared?

        If there are any topics that you'd love for me to cover in the future, why don't you drop me a note via the contact form on my web page at ManagingACareer.com?

        ]]> There is a lot of corporate downsizing happening right now. In a future episode, I may go into more detail on that subject, but this week, I would like to talk about how you can take advantage of the downsizing to increase your responsibilities within the company.

        If you are one of the ones that remains when a company goes through any sort of organizational change, it is an opportunity for you to increase your sphere of influence and position yourself for increased visibility. Adding responsibilities strategically can provide a measure of security and even accelerate your career growth.

        The first key is to understand the primary drivers of the reduction. By understanding why each area is being impacted, you will have insight into where the opportunities will be. Next, you need to determine which areas were impacted the most and whether the work they performed is important to the business going forward or not.

        • Cost Reductions - If a company is downsizing in order to cut costs, there will be opportunities in increasing the efficiencies across the company. Look for ways that you can help people do more with less. As an individual, look for processes within your larger organization that you can streamline. As a leader, look for cross-functional processes that you can bring under your control.
        • Divesting unprofitable functions - If a company is cutting a business unit that is underperforming or is not considered part of the company's future, you will want to determine what aspects of the business unit will still need to be performed and have those functions assigned to your team.
        • Mergers and Acquisitions - When two companies combine, there will often be overlap in certain organizations; usually the ones that are more for business support such as Human Resources or Accounting. In these instances, the duplication of roles leads to elimination of redundancies and streamlining of costs. In these instances, the opportunities will be in owning the process of aligning the competing processes into a single process.
        • Technological Advancements or Improved Efficiency - Another reason that a company will downsize is when roles have been made obsolete due to improved technology or efficiency. Can you become an expert in the new technology or processes in order to be best suited for leading efforts in its adoption?
        • Restructuring - Sometimes, a company will just make general cuts across every area. In these instances, teams will have to prioritize their efforts on the most important work and let everything else go. Are there areas within the company that you can focus on picking up their slack?
        
        

        Knowing where the gaps are and how they align with the company vision going forward will allow you to assess their value potential. You should also consider how those functions align with your current responsibilities, however, that is less important than the value of the work to the company. Additionally, consider which of the opportunities align with your current skills or the skills you are looking to develop. Focus on areas that provide the most value to the company as well as lead to the most career growth for you.

        Once you have identified which areas you would like to target, start to develop a plan for drawing that work to your team. Start by evaluating your network for any connections to the impacted areas. If you can reach out and offer your help, you can begin to suggest your name as a potential candidate to take over those responsibilities.

        Next, have a conversation with your leader on how you would like to take on this additional work. Be prepared to provide justification on how that additional responsibility aligns with your skills or how it can expand your capabilities going forward.

        If you have enough warning, work to build any skills you will need to take on the additional work. This is what is happening with Generative AIs such as ChatGPT today. Those who are learning everything they can about AI and how they can incorporate it into their work are getting ahead and those who aren't are falling behind.

        The last step to take is to evaluate your current workload and figure out what aspects of your job you can delegate in order to free up the time you will need for the additional responsibilities that you take on.

        As I mentioned in Episode 013 - A Little Bit of Luck, luck is when preparation meets opportunity. Any time there is change, there is opportunity. Are you going to be in position to make your own luck and take advantage of the change, or are you going to fall behind those that are already prepared?

        If there are any topics that you'd love for me to cover in the future, why don't you drop me a note via the contact form on my web page at ManagingACareer.com?

        ]]>98cc3283-f7b4-4dfa-b0d0-bc55f551072dMon, 26 Feb 2024 21:00:00 -050005:58falsefull4141IDP: The Process - MAC040 Over the course of the past four weeks, I've described the Individual Development Plan -- why it's important to your career and what the various components are. This week, I'm going to talk about how you can integrate an IDP into your development processes.

        Initial conversations

        Once you've spent the time creating your IDP, it's important to share it with your leaders and mentors. If you don't already have a recurring one-on-one with your manager, you should schedule one. In Episode 011, I cover How to Structure Your One-on-Ones. I recommend having a career-focused one-on-one every four to six weeks -- more frequently and you haven't had enough time to act on the feedback and any less frequently and you aren't putting adequate focus on personal growth.

        As you speak with your leader, talk about your goals and aspirations -- talk about what aspects of your road map exist within the company. Can your leaders help you get in contact with people who already have those roles? Can someone in that role act as a mentor for you?

        Ongoing conversations

        Beyond just talking about your longer term goals, talk with your manager about the items in action plan. Are there resources available from the company -- such as budget for training -- that will support those activities? Can your manager provide you with assignments that allow you to build the skills you need to progress?

        Remember, your action plan should be targeting activities that can ideally be completed within three months. This would imply that the activity would be discussed in up to four different one-on-ones. In the one-on-one where the activity is introduced, talk with your manager on strategies for achieving the goal so that you start off correctly. In subsequent one-on-ones discuss progress and any roadblocks; verify that you are still on track to meet the target date.

        Once you have completed an activity, spend some time in your one-on-one doing a retrospective on how that activity has impacted you. How has that activity improved you? Were there any obstacles that you had to overcome to accomplish the goal -- whether internal issues or external factors that caused you trouble? Does completing that activity open you up new opportunities? Are there follow up actions you can take that can reinforce or build on the take-aways from the completed activity? Use the notes from the retrospective to record them in the Successes section of your IDP.

        Continue to add new activities to your Action Plan as you identify gaps in your current role or areas of growth towards your next role. Even after you feel that you are ready for the next role, continue to plan actions that expand on your capabilities. In many organizations, being ready doesn't get your promoted -- often, you have to have already been performing at the next level. Work with your leader to increase your responsibilities and scope of work.

        After a promotion

        At some point, you'll reach the next role. When this happens, I recommend archiving your existing IDP and starting a new version. Much like the successes section, having an archive of your IDP gives you something that you can review later to see how much progress you've made. In your new IDP, review each section to make sure that it still applies.

        When you review your Vision Statement, is it still true? Is the timeframe still reasonable; can you reach your goal or can you reach it sooner? Have you learned anything that would lead you to a different goal -- whether a bigger goal or a complete shift in direction? Update your Roadmap based on your revised Vision Statement.

        Now that you have reached your next role, perform a new Assessment of your strengths and weaknesses in this role. You should be able to transfer quite a bit from the previous version of your IDP. Additionally, research what skills you need to build for your new Next Role. While an additional promotion is likely several years away, you start working towards it TODAY.

        If you have any open items in your Action Plan, carry them forward to the new version of your IDP, but work with your leader on a set of activities that set you up for success in your new role.

        If you find this podcast valuable, help me reach a larger audience. Share this podcast with your friends and co-workers. If you leave a rating and a review on the podcast platform of your choice, it will help those looking for career development find my podcast, too.

        ]]> Over the course of the past four weeks, I've described the Individual Development Plan -- why it's important to your career and what the various components are. This week, I'm going to talk about how you can integrate an IDP into your development processes.

        Initial conversations

        Once you've spent the time creating your IDP, it's important to share it with your leaders and mentors. If you don't already have a recurring one-on-one with your manager, you should schedule one. In Episode 011, I cover How to Structure Your One-on-Ones. I recommend having a career-focused one-on-one every four to six weeks -- more frequently and you haven't had enough time to act on the feedback and any less frequently and you aren't putting adequate focus on personal growth.

        As you speak with your leader, talk about your goals and aspirations -- talk about what aspects of your road map exist within the company. Can your leaders help you get in contact with people who already have those roles? Can someone in that role act as a mentor for you?

        Ongoing conversations

        Beyond just talking about your longer term goals, talk with your manager about the items in action plan. Are there resources available from the company -- such as budget for training -- that will support those activities? Can your manager provide you with assignments that allow you to build the skills you need to progress?

        Remember, your action plan should be targeting activities that can ideally be completed within three months. This would imply that the activity would be discussed in up to four different one-on-ones. In the one-on-one where the activity is introduced, talk with your manager on strategies for achieving the goal so that you start off correctly. In subsequent one-on-ones discuss progress and any roadblocks; verify that you are still on track to meet the target date.

        Once you have completed an activity, spend some time in your one-on-one doing a retrospective on how that activity has impacted you. How has that activity improved you? Were there any obstacles that you had to overcome to accomplish the goal -- whether internal issues or external factors that caused you trouble? Does completing that activity open you up new opportunities? Are there follow up actions you can take that can reinforce or build on the take-aways from the completed activity? Use the notes from the retrospective to record them in the Successes section of your IDP.

        Continue to add new activities to your Action Plan as you identify gaps in your current role or areas of growth towards your next role. Even after you feel that you are ready for the next role, continue to plan actions that expand on your capabilities. In many organizations, being ready doesn't get your promoted -- often, you have to have already been performing at the next level. Work with your leader to increase your responsibilities and scope of work.

        After a promotion

        At some point, you'll reach the next role. When this happens, I recommend archiving your existing IDP and starting a new version. Much like the successes section, having an archive of your IDP gives you something that you can review later to see how much progress you've made. In your new IDP, review each section to make sure that it still applies.

        When you review your Vision Statement, is it still true? Is the timeframe still reasonable; can you reach your goal or can you reach it sooner? Have you learned anything that would lead you to a different goal -- whether a bigger goal or a complete shift in direction? Update your Roadmap based on your revised Vision Statement.

        Now that you have reached your next role, perform a new Assessment of your strengths and weaknesses in this role. You should be able to transfer quite a bit from the previous version of your IDP. Additionally, research what skills you need to build for your new Next Role. While an additional promotion is likely several years away, you start working towards it TODAY.

        If you have any open items in your Action Plan, carry them forward to the new version of your IDP, but work with your leader on a set of activities that set you up for success in your new role.

        If you find this podcast valuable, help me reach a larger audience. Share this podcast with your friends and co-workers. If you leave a rating and a review on the podcast platform of your choice, it will help those looking for career development find my podcast, too.

        ]]>07b97d59-cc80-4794-9877-a65fa54d661eMon, 19 Feb 2024 21:00:00 -050005:48falsefull4040IDP: Action Plan and Successes - MAC039 The episodes for the past few weeks are part of a series where I take a deeper look at your Individual Development Plan. Episode 036 introduced the IDP and covered some of the benefits of creating one for yourself. Then, in Episode 037, I covered the Career Vision and Roadmap sections where you define the direction of your career. Last week in Episode 038, I talked about the Assessment and Next Role where you identify the areas of focus for career advancement. This week, we cover the final two sections of the IDP -- Action Plan and Successes.

        Action Plan

        In the assessment, you identified areas where you still had room for growth within your current role and the next role section identified areas where you needed to build skills before you could achieve the next role. In the Action Plan section, you identify specific activities you will undertake in order to address one of those areas of focus. If the Assessment identifies the WHAT, the Action Plan reflects the HOW.

        Like most planning, using a framework such as SMART Goals will ensure that the activities in your Action Plan are well defined. SMART and other similar goal frameworks aim to create clear and practical goals that can be realistically completed. In the case of SMART, goals are expected to be Specific, Measurable, Achievable, Relevant, and Time-Bound.

        I specifically call this the Action Plan and not Goals because it's about doing things….and doing them NOW. It reminds me of the Chinese proverb that "the best time to plant a tree is 20 years ago, the second best time is now". Setting yourself up for a promotion in the future starts today and not the day you expect to get the promotion.

        In my IDP template, for each entry in the Action Plan, I include several details.

        • First is a Target Date. No matter what goal framework you use, having a date when the action is to be completed ensures that you maintain focus on these activities. Unlike annual goal planning, I would recommend that the items in your Action Plan have near-term target dates -- usually within the next three months, but six months at the longest.
        • Next is a description of the Activity. Be very tactical when defining these Actions. For example, you aren't going to "Improve my presentation skills", you are going to "give a 30-minute presentation in front of an audience of at least 30 people". By keeping the activities focused on smaller tactical actions, you'll see immediate progress which will keep you from being discouraged. Very likely, you will need to complete multiple items on your Action Plan in order to fully close any gaps identified by the Assessment.
        • The third detail is the Success Criteria. In this area you will explain what success in the activity looks like and how that success will be measured. You will also describe what new capability you will have after you complete the action. By defining what success looks like, you will have clarity on the action and what you hope to gain by completing it. This will ensure that you put appropriate priority on the actions, especially those that have the most immediate impact on your career.
        • The last detail is the Area Addressed. Tying the activity back to your assessment ensures that you have traceability for the actions back to which gaps or new skills you are working on.
        
        

        In the context of SMART goals, the different aspects of the acronym are all addressed by the details in the template. Specific is addressed by the Activity description. Measurable is captured in the Success Criteria. Achievable is covered by a combination of the Activity description and the Success Criteria. Relevant is ensured through the Area Addressed. And, lastly, Time Bound is obvious from the Target Date.

        As you add items to the Action Plan, be sure to have regular conversations with your leaders to ensure that they are in alignment with the plan. If the activities require specific work assignments, you will need their support in order to gain them. Additionally, if you are struggling with what activities will help you close any gaps or add missing skills, your leaders and mentors can help you devise the Action Plan.

        Successes

        The final section of the IDP is the Successes section. As you complete activities from your Action Plan, record them in the Successes section. By recording your history, you can show the evidence of your growth when it comes time for a promotion. If you find yourself discourage, you can review this section and reflect on how far you've come.

        Where the Action Plan section is focused on the activities you will be performing, the Successes section should be focused on the improvements you have accomplished. As you complete each item in the Action Plan, spends some time reviewing how that activity puts you closer to your career goals. Have you shown an increased level of competency in an existing skill? Have you gained new skills? Has the activity improved how you go about your daily work?

        At this point, I have covered all of the sections of the IDP, but there is one more episode in this series. Next week, we will take a look at the processes around maintaining your IDP and how to integrate it into your career development conversations. As a reminder, if you need a copy of my free IDP template, reach out via the Contact form at my website, ManagingACareer.com.

        ]]> The episodes for the past few weeks are part of a series where I take a deeper look at your Individual Development Plan. Episode 036 introduced the IDP and covered some of the benefits of creating one for yourself. Then, in Episode 037, I covered the Career Vision and Roadmap sections where you define the direction of your career. Last week in Episode 038, I talked about the Assessment and Next Role where you identify the areas of focus for career advancement. This week, we cover the final two sections of the IDP -- Action Plan and Successes.

        Action Plan

        In the assessment, you identified areas where you still had room for growth within your current role and the next role section identified areas where you needed to build skills before you could achieve the next role. In the Action Plan section, you identify specific activities you will undertake in order to address one of those areas of focus. If the Assessment identifies the WHAT, the Action Plan reflects the HOW.

        Like most planning, using a framework such as SMART Goals will ensure that the activities in your Action Plan are well defined. SMART and other similar goal frameworks aim to create clear and practical goals that can be realistically completed. In the case of SMART, goals are expected to be Specific, Measurable, Achievable, Relevant, and Time-Bound.

        I specifically call this the Action Plan and not Goals because it's about doing things….and doing them NOW. It reminds me of the Chinese proverb that "the best time to plant a tree is 20 years ago, the second best time is now". Setting yourself up for a promotion in the future starts today and not the day you expect to get the promotion.

        In my IDP template, for each entry in the Action Plan, I include several details.

        • First is a Target Date. No matter what goal framework you use, having a date when the action is to be completed ensures that you maintain focus on these activities. Unlike annual goal planning, I would recommend that the items in your Action Plan have near-term target dates -- usually within the next three months, but six months at the longest.
        • Next is a description of the Activity. Be very tactical when defining these Actions. For example, you aren't going to "Improve my presentation skills", you are going to "give a 30-minute presentation in front of an audience of at least 30 people". By keeping the activities focused on smaller tactical actions, you'll see immediate progress which will keep you from being discouraged. Very likely, you will need to complete multiple items on your Action Plan in order to fully close any gaps identified by the Assessment.
        • The third detail is the Success Criteria. In this area you will explain what success in the activity looks like and how that success will be measured. You will also describe what new capability you will have after you complete the action. By defining what success looks like, you will have clarity on the action and what you hope to gain by completing it. This will ensure that you put appropriate priority on the actions, especially those that have the most immediate impact on your career.
        • The last detail is the Area Addressed. Tying the activity back to your assessment ensures that you have traceability for the actions back to which gaps or new skills you are working on.
        
        

        In the context of SMART goals, the different aspects of the acronym are all addressed by the details in the template. Specific is addressed by the Activity description. Measurable is captured in the Success Criteria. Achievable is covered by a combination of the Activity description and the Success Criteria. Relevant is ensured through the Area Addressed. And, lastly, Time Bound is obvious from the Target Date.

        As you add items to the Action Plan, be sure to have regular conversations with your leaders to ensure that they are in alignment with the plan. If the activities require specific work assignments, you will need their support in order to gain them. Additionally, if you are struggling with what activities will help you close any gaps or add missing skills, your leaders and mentors can help you devise the Action Plan.

        Successes

        The final section of the IDP is the Successes section. As you complete activities from your Action Plan, record them in the Successes section. By recording your history, you can show the evidence of your growth when it comes time for a promotion. If you find yourself discourage, you can review this section and reflect on how far you've come.

        Where the Action Plan section is focused on the activities you will be performing, the Successes section should be focused on the improvements you have accomplished. As you complete each item in the Action Plan, spends some time reviewing how that activity puts you closer to your career goals. Have you shown an increased level of competency in an existing skill? Have you gained new skills? Has the activity improved how you go about your daily work?

        At this point, I have covered all of the sections of the IDP, but there is one more episode in this series. Next week, we will take a look at the processes around maintaining your IDP and how to integrate it into your career development conversations. As a reminder, if you need a copy of my free IDP template, reach out via the Contact form at my website, ManagingACareer.com.

        ]]>3f245fa4-140f-4392-ae51-3074bbab7058Mon, 12 Feb 2024 21:00:00 -050006:46falsefull3939IDP: Assessment and Next Role - MAC038 This is the third episode of a multi-part series covering the Individual Development Plan. If you have not listened to the first two episodes, go back and review them before listening to this one. If you need the IDP template, you can request on by dropping me a note via the contact form on the ManagingACareer.com website.

        In the first episode of the series, I go over the purpose and benefits of the IDP. The IDP provides a personalized plan that ensures that your career is fulfilling and you maximize your job satisfaction. Additionally, the IDP can help you figure out the next steps when you find you career hitting a plateau.

        The second episode covers the Vision Statement and Career Road map. Your vision statement documents your goal by projecting as far ahead into your career as you can. The career road map lists what roles you need to hold between your current position and the fulfillment of your vision.

        This week, I will cover the Assessment and Next Role sections of the IDP.

        Assessment

        Once the road map is set, take an honest look at where you are in your current role. How long have you been in the role -- have you been recently promoted or have you been in the role for a few years? What strengths are you able to leverage in your current role? What are your areas of weakness with respect to your current role? Have you received any awards for your work in your current role? This would be a good opportunity to ask a trusted peer or leader to help you perform the assessment.

        Your strengths are likely what set you apart in your previous role and were what lead to the promotion to your current role. But, how do those strengths compare to your current peers? How can you continue to showcase those strengths with your current responsibilities? Do those strengths even matter for your current role? For example, if your strength is in how you deal with customers but your new role has less interaction with them, you may need to develop other skills to continue to be successful.

        For weaknesses, you will need to evaluate how important they are to your current role. If a weakness is critical for your role, look for opportunities to delegate those items while you build the skill. For any skill that isn't crucial, you only need to get them to the level of "competent" such that they don't hold you back.

        Next Role

        After you've assessed how you stack up in your current role, take a look at your Career Road Map and do a skills inventory for your next role. I recommend looking at several open job postings for the types of companies that you'd like to work for. Look for what skills are common across them.

        How do your current strengths and weaknesses line up with the skills you will need for the next role? How does that skill change between the two roles? For example, as a junior team member, leadership may be limited to owning a specific process, but as a senior team member, you may be responsible for mentoring others on your team and leading process improvements. Additionally, skills that may be important for your current role may not be needed in your next role.

        These two evaluations will result in a list of areas and skills that you need to focus on for improvement. In next week's episode we will discuss the Action Plan section where we take these focus items and convert them to specific activities.

        If you like this podcast, I would love it if you submitted a Rating and Review in your podcast platform. This will help highlight the value you receive so that others find the podcast, too.

        ]]> This is the third episode of a multi-part series covering the Individual Development Plan. If you have not listened to the first two episodes, go back and review them before listening to this one. If you need the IDP template, you can request on by dropping me a note via the contact form on the ManagingACareer.com website.

        In the first episode of the series, I go over the purpose and benefits of the IDP. The IDP provides a personalized plan that ensures that your career is fulfilling and you maximize your job satisfaction. Additionally, the IDP can help you figure out the next steps when you find you career hitting a plateau.

        The second episode covers the Vision Statement and Career Road map. Your vision statement documents your goal by projecting as far ahead into your career as you can. The career road map lists what roles you need to hold between your current position and the fulfillment of your vision.

        This week, I will cover the Assessment and Next Role sections of the IDP.

        Assessment

        Once the road map is set, take an honest look at where you are in your current role. How long have you been in the role -- have you been recently promoted or have you been in the role for a few years? What strengths are you able to leverage in your current role? What are your areas of weakness with respect to your current role? Have you received any awards for your work in your current role? This would be a good opportunity to ask a trusted peer or leader to help you perform the assessment.

        Your strengths are likely what set you apart in your previous role and were what lead to the promotion to your current role. But, how do those strengths compare to your current peers? How can you continue to showcase those strengths with your current responsibilities? Do those strengths even matter for your current role? For example, if your strength is in how you deal with customers but your new role has less interaction with them, you may need to develop other skills to continue to be successful.

        For weaknesses, you will need to evaluate how important they are to your current role. If a weakness is critical for your role, look for opportunities to delegate those items while you build the skill. For any skill that isn't crucial, you only need to get them to the level of "competent" such that they don't hold you back.

        Next Role

        After you've assessed how you stack up in your current role, take a look at your Career Road Map and do a skills inventory for your next role. I recommend looking at several open job postings for the types of companies that you'd like to work for. Look for what skills are common across them.

        How do your current strengths and weaknesses line up with the skills you will need for the next role? How does that skill change between the two roles? For example, as a junior team member, leadership may be limited to owning a specific process, but as a senior team member, you may be responsible for mentoring others on your team and leading process improvements. Additionally, skills that may be important for your current role may not be needed in your next role.

        These two evaluations will result in a list of areas and skills that you need to focus on for improvement. In next week's episode we will discuss the Action Plan section where we take these focus items and convert them to specific activities.

        If you like this podcast, I would love it if you submitted a Rating and Review in your podcast platform. This will help highlight the value you receive so that others find the podcast, too.

        ]]>492a5619-c1e4-43af-8f05-381d09450783Mon, 05 Feb 2024 21:00:00 -050004:56falsefull3838IDP: Vision and Roadmap - MAC037 Last week's episode provided a high-level overview of the IDP and gave several reasons why it should be an important part of your career development plan. This week, we will cover the first two sections, the Vision and the Roadmap. And as a reminder, if you'd like to get my IDP template, go to the Contact form at ManagingACareer.com and drop me a note.

        Career Vision

        The career vision is a statement about where you want to be in your career as far into the future as you can imagine. For some, this could be where you see yourself at retirement; for others, it may be where you see yourself in 5 to 10 years. It's a statement about what will make you feel fulfilled or be happy with the direction your career has taken. This is really a statement that only you can make.

        As you contemplate your vision, brainstorm how the various options that you are considering align with your personal values. Ask yourself questions similar to these:

        • Will you remain in an individual role?
        • Do you aspire to management or even executive level work?
        • Are you interested in changing fields of work or progressing in your current field?
        • Do you find your current industry interesting or would you prefer to be in a different industry?
        • How does the size of your current company compare to your ideal company size?
        • Would you prefer to be doing work that is more charitable or altruistic?
        • If you reach this goal, what would you do "next"?
        
        

        Don't rush through this. If necessary, spend several days mulling this over -- if you are so inclined, pray or meditate on this. This statement will be setting the direction for the rest of the IDP.

        But at the same time, don't fret if you can only think a few years ahead. Your Vision Statement is not set in stone. As you learn more about yourself and your desired direction, you can always revisit and revise the Vision Statement.

        Your vision statement should clarify the timeline, the desired job title, and the list of expected duties. Be sure to add any other details to make the vision statement as specific as possible such as the industry or company size. If you consider the SMART goal template, the Vision Statement should be specific, measurable, achievable, relevant, and time-bound. It should be possible for you to review this statement every year and clearly determine whether it has been met or not.

        Road Map

        Once you have determined your vision statement, the next section is the Road Map. The Road Map is a breakdown of all of the steps it will take to go from your current role to reach your vision. If you are unsure of what those steps may be, this would be a good time to have a conversation with your manager or your mentor.

        When referencing the roles, try not to get too hung up on job titles as those may be specific to your current company. For example, a senior level accountant role may be split across two different job titles (Sr. Accountant and Lead Accountant) at some companies but as a role, they represent the same type and level of work.

        As you document the various roles that you will need to have, capture the primary responsibilities of this role and the key skills that you will need to have in order to perform it. As you get to later sections, you can use this skill list to develop your action plan to ensure that you gain these skills beforehand. This would be a good time to review current job openings to compare what the common duties for similar roles are across multiple companies.

        Additionally, write down how long you expect to be in the role before progressing to the next one. On average people are promoted every 5 to 7 years. Earlier in your career, this number will skew lower and later in your career, this number will skew higher. As you reach the executive level, you need those above you to get promoted or leave before there's an opportunity for you to be promoted.

        As you create this timeline, remember to consider how much time do you have left before you retire. I'm currently in my 50s. I might have 15 to 20 more working years. I probably have 2 or 3 more promotions before the end of my career. If you are just starting your career, you could easily have 40 years and 8 to 10 promotions before you retire.

        When you've listed the roles and how long you need to be in each one, compare that timeline to how long you expect to work. Is it achievable? Do you need to revise your expectations and redo your Vision Statement, or are there other things you can do accelerate the timeline?

        Remember, though, not every position on your road map equates to a promotion. There may be points in your career when you need to make a lateral or lesser move such as when you are changing fields. These lateral moves may take longer as you are learning a new area.

        If you're following along and creating your IDP, spend the next week thinking about where you want your career to go and write down your Vision Statement. If you have questions or need some pointers for defining your Road Map, drop me a note through the Contact Form on my website. If you don't have the template and would like a copy so that you can create your own IDP, send a request through the same contact form. Next week, we will continue the IDP series and look at the Assessment and Next Role sections of the IDP.

        ]]> Last week's episode provided a high-level overview of the IDP and gave several reasons why it should be an important part of your career development plan. This week, we will cover the first two sections, the Vision and the Roadmap. And as a reminder, if you'd like to get my IDP template, go to the Contact form at ManagingACareer.com and drop me a note.

        Career Vision

        The career vision is a statement about where you want to be in your career as far into the future as you can imagine. For some, this could be where you see yourself at retirement; for others, it may be where you see yourself in 5 to 10 years. It's a statement about what will make you feel fulfilled or be happy with the direction your career has taken. This is really a statement that only you can make.

        As you contemplate your vision, brainstorm how the various options that you are considering align with your personal values. Ask yourself questions similar to these:

        • Will you remain in an individual role?
        • Do you aspire to management or even executive level work?
        • Are you interested in changing fields of work or progressing in your current field?
        • Do you find your current industry interesting or would you prefer to be in a different industry?
        • How does the size of your current company compare to your ideal company size?
        • Would you prefer to be doing work that is more charitable or altruistic?
        • If you reach this goal, what would you do "next"?
        
        

        Don't rush through this. If necessary, spend several days mulling this over -- if you are so inclined, pray or meditate on this. This statement will be setting the direction for the rest of the IDP.

        But at the same time, don't fret if you can only think a few years ahead. Your Vision Statement is not set in stone. As you learn more about yourself and your desired direction, you can always revisit and revise the Vision Statement.

        Your vision statement should clarify the timeline, the desired job title, and the list of expected duties. Be sure to add any other details to make the vision statement as specific as possible such as the industry or company size. If you consider the SMART goal template, the Vision Statement should be specific, measurable, achievable, relevant, and time-bound. It should be possible for you to review this statement every year and clearly determine whether it has been met or not.

        Road Map

        Once you have determined your vision statement, the next section is the Road Map. The Road Map is a breakdown of all of the steps it will take to go from your current role to reach your vision. If you are unsure of what those steps may be, this would be a good time to have a conversation with your manager or your mentor.

        When referencing the roles, try not to get too hung up on job titles as those may be specific to your current company. For example, a senior level accountant role may be split across two different job titles (Sr. Accountant and Lead Accountant) at some companies but as a role, they represent the same type and level of work.

        As you document the various roles that you will need to have, capture the primary responsibilities of this role and the key skills that you will need to have in order to perform it. As you get to later sections, you can use this skill list to develop your action plan to ensure that you gain these skills beforehand. This would be a good time to review current job openings to compare what the common duties for similar roles are across multiple companies.

        Additionally, write down how long you expect to be in the role before progressing to the next one. On average people are promoted every 5 to 7 years. Earlier in your career, this number will skew lower and later in your career, this number will skew higher. As you reach the executive level, you need those above you to get promoted or leave before there's an opportunity for you to be promoted.

        As you create this timeline, remember to consider how much time do you have left before you retire. I'm currently in my 50s. I might have 15 to 20 more working years. I probably have 2 or 3 more promotions before the end of my career. If you are just starting your career, you could easily have 40 years and 8 to 10 promotions before you retire.

        When you've listed the roles and how long you need to be in each one, compare that timeline to how long you expect to work. Is it achievable? Do you need to revise your expectations and redo your Vision Statement, or are there other things you can do accelerate the timeline?

        Remember, though, not every position on your road map equates to a promotion. There may be points in your career when you need to make a lateral or lesser move such as when you are changing fields. These lateral moves may take longer as you are learning a new area.

        If you're following along and creating your IDP, spend the next week thinking about where you want your career to go and write down your Vision Statement. If you have questions or need some pointers for defining your Road Map, drop me a note through the Contact Form on my website. If you don't have the template and would like a copy so that you can create your own IDP, send a request through the same contact form. Next week, we will continue the IDP series and look at the Assessment and Next Role sections of the IDP.

        ]]>5a8bd914-019d-4cd7-b1d7-90c66a98d89bMon, 29 Jan 2024 21:00:00 -050006:39falsefull3737IDP: Introduction - MAC036 The beginning of the year is often a time of renewed focused on planning and growth. When it comes to career development, the Individual Development Plan, or IDP, is my preferred tool for documenting that plan. Back in Episode 002, I introduced the concept and named the various components of an IDP and what type of information you include in them. For the next few episodes, I will be taking a deeper dive into the IDP. If you would like to follow along and create your own IDP as this series progresses, I have an IDP template available if you reach out to me via the Contact Form on ManagingACareer.com.

        The Individual Development Plan is a roadmap for your career. If you think about planning a road trip the first thing you usually do is figure out where you want to go. After that, you look at what routes are available and choose which one you will take. Next you determine in which cities along the way that you might want to visit some of the local attractions or where you need to book a hotel. Basically, you start with the big picture and break it down into smaller and smaller pieces of the trip.

        The IDP follows a similar flow. The beginning of the document is the Vision Statement which represents the end destination of the plan. The Roadmap section covers what the various stops will be along the way. The Action Plan is similar to which roads you will take. Together, they set your course and keep you focused on the things you need to achieve to ensure that you stay on track for your career.

        Beyond anything, the most important aspect of the document is that it's for YOU. It's your career and the plan should be in alignment with YOUR goals. And when those goals change, you should update your IDP. Every job you take, every promotion you get, every work assignment you accept should be evaluated against your IDP and how those changes help you get one step closer to your destination. If they don't provide some benefit that helps you along your career path, you should consider turning them down.

        If you haven't put thought into your career plan, whether formally documented in an IDP or not, you can still progress, but that progression will often be dictated by the company you work for. I usually describe this as having your career happen TO you. It can still be considered a successful career, but it is usually much less fulfilling with a lower level of job satisfaction. Also, if your personal investment is low, you will likely reach a plateau earlier in your career.

        If an IDP is the most important tool for career advancement, the second most important resource for success is to have a network of people who support your growth. As you talk with your manager, your mentor, or your career champions, be sure to communicate with them the content of your IDP. By knowing your goals, when they encounter opportunities that match up with those goals, they can make you aware of them. As covered in Episode 013 - A Little Bit of Luck, I subscribe to the Seneca quote that luck is when preparation meets opportunity. If you have been working the Action Plan in your IDP and your strong network can bring those opportunities to you, you will be in the best position to take advantage of that luck. Review Episode 029 - Building A Network for ways to find those champions.

        This episode, we've taken a look at what the IDP is and why it should be important to you. In the next few episodes, I will be taking a look at each of the sections and giving some insights into how to fill them out. If you have questions about the IDP, please reach out to me via the Contact Form on ManagingACareer.com and I will try to answer them as part of this series.

        ]]> The beginning of the year is often a time of renewed focused on planning and growth. When it comes to career development, the Individual Development Plan, or IDP, is my preferred tool for documenting that plan. Back in Episode 002, I introduced the concept and named the various components of an IDP and what type of information you include in them. For the next few episodes, I will be taking a deeper dive into the IDP. If you would like to follow along and create your own IDP as this series progresses, I have an IDP template available if you reach out to me via the Contact Form on ManagingACareer.com.

        The Individual Development Plan is a roadmap for your career. If you think about planning a road trip the first thing you usually do is figure out where you want to go. After that, you look at what routes are available and choose which one you will take. Next you determine in which cities along the way that you might want to visit some of the local attractions or where you need to book a hotel. Basically, you start with the big picture and break it down into smaller and smaller pieces of the trip.

        The IDP follows a similar flow. The beginning of the document is the Vision Statement which represents the end destination of the plan. The Roadmap section covers what the various stops will be along the way. The Action Plan is similar to which roads you will take. Together, they set your course and keep you focused on the things you need to achieve to ensure that you stay on track for your career.

        Beyond anything, the most important aspect of the document is that it's for YOU. It's your career and the plan should be in alignment with YOUR goals. And when those goals change, you should update your IDP. Every job you take, every promotion you get, every work assignment you accept should be evaluated against your IDP and how those changes help you get one step closer to your destination. If they don't provide some benefit that helps you along your career path, you should consider turning them down.

        If you haven't put thought into your career plan, whether formally documented in an IDP or not, you can still progress, but that progression will often be dictated by the company you work for. I usually describe this as having your career happen TO you. It can still be considered a successful career, but it is usually much less fulfilling with a lower level of job satisfaction. Also, if your personal investment is low, you will likely reach a plateau earlier in your career.

        If an IDP is the most important tool for career advancement, the second most important resource for success is to have a network of people who support your growth. As you talk with your manager, your mentor, or your career champions, be sure to communicate with them the content of your IDP. By knowing your goals, when they encounter opportunities that match up with those goals, they can make you aware of them. As covered in Episode 013 - A Little Bit of Luck, I subscribe to the Seneca quote that luck is when preparation meets opportunity. If you have been working the Action Plan in your IDP and your strong network can bring those opportunities to you, you will be in the best position to take advantage of that luck. Review Episode 029 - Building A Network for ways to find those champions.

        This episode, we've taken a look at what the IDP is and why it should be important to you. In the next few episodes, I will be taking a look at each of the sections and giving some insights into how to fill them out. If you have questions about the IDP, please reach out to me via the Contact Form on ManagingACareer.com and I will try to answer them as part of this series.

        ]]>c698144c-ba1f-4806-89f9-116a7bf3180fMon, 22 Jan 2024 21:00:00 -050005:03falsefull3636Progress Report MAC029-MAC034 After every six episodes, I have a review episode to highlight some of the episodes you may have missed. This progress report covers episodes 029 to 034.

        Episode 029 - Building a Network covers several ways that you can grow your network. Much like Seven Degrees of Kevin Bacon, you are only a few connections away from someone you can help you advance your career. Through formal professional organizations or local informal groups, the key to building your network is meeting new people. Make connections and leverage them to build additional connections.

        The next episode was Episode 030 - Getting Ahead By Saying "No". There is often a desire to say yes when offered an opportunity. It shows that you are a team player, willing to do whatever it takes to help the organization. However, it is sometimes better to pass up an offered opportunity. If the new role will upset your work/life balance or isn't in alignment with your long-term career goals, saying "no" may be better for you personally.

        When it comes to gaining additional responsibilities within your team and organization, being trusted is one of the most important aspects for achieving it. In Episode 031 - Does Your Manager Trust You, I talk about some techniques you can use to increase the trust your leader has in you. Understand how your manager makes decisions so that you can make the same decisions, escalate appropriately, and communicate clearly and concisely.

        In Episode 032 - What If I Don't Want the "Next" Role, I talk about my relative who isn't interested in a promotion that appears to be eminent. This episode is the culmination of the previous two. My relative has been building trust with his leaders which is putting him in a position for a promotion. But he is unsure that the next role will be in alignment with his career goals. But, this could be an opportunity to negotiate a different mode for the promotion. This episode covers how this situation could apply to you and how to deal with it.

        I wrap up this block of episodes with Episodes 033 and 034 which are a two part series of episodes covering Office Politics. In part one, I talk about the different roles within office politics as well as strategies you can leverage to work within the politics of your office. Building a decision map to know which people will play each role, building your network to have people on your side, and becoming the go-to person for some aspect within your organization allow you to navigate the corporate politics and continue your career success. In part two I cover some of the most common challenges you will face when it comes to office politics and some ways that you can mitigate them.

        Building trust and building a network can put you on the fast track to opportunities. If you missed any of these recent episodes, go back and listen to them. The should all be available in the podcast player of your choice.

        For the upcoming block of episodes, you should go back and review Episode 002 - Individual Development Plan and then go to the Contact form at ManagingACareer.com to request your free IDP template. The next few episodes will be taking a deeper dive into putting together a solid IDP.

        ]]> After every six episodes, I have a review episode to highlight some of the episodes you may have missed. This progress report covers episodes 029 to 034.

        Episode 029 - Building a Network covers several ways that you can grow your network. Much like Seven Degrees of Kevin Bacon, you are only a few connections away from someone you can help you advance your career. Through formal professional organizations or local informal groups, the key to building your network is meeting new people. Make connections and leverage them to build additional connections.

        The next episode was Episode 030 - Getting Ahead By Saying "No". There is often a desire to say yes when offered an opportunity. It shows that you are a team player, willing to do whatever it takes to help the organization. However, it is sometimes better to pass up an offered opportunity. If the new role will upset your work/life balance or isn't in alignment with your long-term career goals, saying "no" may be better for you personally.

        When it comes to gaining additional responsibilities within your team and organization, being trusted is one of the most important aspects for achieving it. In Episode 031 - Does Your Manager Trust You, I talk about some techniques you can use to increase the trust your leader has in you. Understand how your manager makes decisions so that you can make the same decisions, escalate appropriately, and communicate clearly and concisely.

        In Episode 032 - What If I Don't Want the "Next" Role, I talk about my relative who isn't interested in a promotion that appears to be eminent. This episode is the culmination of the previous two. My relative has been building trust with his leaders which is putting him in a position for a promotion. But he is unsure that the next role will be in alignment with his career goals. But, this could be an opportunity to negotiate a different mode for the promotion. This episode covers how this situation could apply to you and how to deal with it.

        I wrap up this block of episodes with Episodes 033 and 034 which are a two part series of episodes covering Office Politics. In part one, I talk about the different roles within office politics as well as strategies you can leverage to work within the politics of your office. Building a decision map to know which people will play each role, building your network to have people on your side, and becoming the go-to person for some aspect within your organization allow you to navigate the corporate politics and continue your career success. In part two I cover some of the most common challenges you will face when it comes to office politics and some ways that you can mitigate them.

        Building trust and building a network can put you on the fast track to opportunities. If you missed any of these recent episodes, go back and listen to them. The should all be available in the podcast player of your choice.

        For the upcoming block of episodes, you should go back and review Episode 002 - Individual Development Plan and then go to the Contact form at ManagingACareer.com to request your free IDP template. The next few episodes will be taking a deeper dive into putting together a solid IDP.

        ]]>cf5d1c9f-57a6-454e-b7be-8c784792a452Mon, 15 Jan 2024 21:00:00 -050004:30falsefull3535Office Politics (pt. 2) - MAC034 Let's start with a quick review of last week's episode, but for the full details go back to that episode and listen there.

        We started by covering the key players in office politics. Decision Makers, Gatekeepers, Connectors, Influencers, Observers, and Champions. After that, we talked about strategies: Build a decision map, Build your network, Build your people skills, and Become "the one".

        But things don't always go smoothly. Sometimes, beyond the simple issue of learning who the players are and working with them in a way that allows you to accomplish your tasks, you'll find yourself facing challenges to get things done.

        The first challenge you may face is when someone plays favorites. This is even more problematic when the person who plays favorites is the gatekeeper or the decision maker because they can completely stall your work.

        If someone consistently gives deferential treatment to someone else, even when your suggestions are better, start by evaluating why they always defer to that person. It is often a question of trust. If so, review Episode 31 - Does your manager trust you for strategies for building trust. Additionally, try to find opportunities to meet with that person in an informal one-on-one setting such as a coffee break. Leverage your people skills and spend time building a relationship with them. Another option you have is to take your request to their favorites. Use the favorite as an influencer to convince the decision maker that your request is sound.

        If the person still continues to play favorites, it may be necessary to escalate the decision to the next level. Be up front with them that you intend to escalate and don't just go around them. There will already be some contention because you are taking the decision away from them, but if you go around them, it will make all future interactions more contentious.

        The next challenge you may face is when there are communication issues. This could be simple issues like lack of clarity or it could be dealing with secrets and rumors.

        If it's a case of clarity, make an effort to gather the details you need and share them openly with others. If someone is consistently vague, find a way to bring the team together to come to a consensus on the appropriate level of detail that should be included -- this can often be resolved with a form or template.

        If information is protected through secrets you can often break through by working with the connector to get introduced to the person who holds the information.

        If you find yourself dealing with rumors, the best course of action is to stay out of any corporate gossip and respond to rumors only with known facts. Gossip and rumors erode trust within an organization and can make it more difficult for anyone who is a subject of them to do their job. Shutting down rumors with facts will keep things moving forward and focused on the job at hand.

        The third challenge you may face is when someone places blame or steals credit. These two issues are related and often indicate someone who is insecure in their position who is trying to advance their own career. In both instances, the best way to handle them is to consistently document your results and communicate them to your leader. If you are sending a regular status report to your manager, they will be less likely to believe the negative information.

        All of these challenges can be overcome. However, if you still find yourself struggling with a specific situation, find a mentor within the company you can coach you on how to deal with the person causing you problems. If there are office politics that are holding you back, I would love to help. Go to ManagingACareer.com and drop me a note through the contact form. I can give you insights into how you might handle them and start moving forward.

        ]]> Let's start with a quick review of last week's episode, but for the full details go back to that episode and listen there.

        We started by covering the key players in office politics. Decision Makers, Gatekeepers, Connectors, Influencers, Observers, and Champions. After that, we talked about strategies: Build a decision map, Build your network, Build your people skills, and Become "the one".

        But things don't always go smoothly. Sometimes, beyond the simple issue of learning who the players are and working with them in a way that allows you to accomplish your tasks, you'll find yourself facing challenges to get things done.

        The first challenge you may face is when someone plays favorites. This is even more problematic when the person who plays favorites is the gatekeeper or the decision maker because they can completely stall your work.

        If someone consistently gives deferential treatment to someone else, even when your suggestions are better, start by evaluating why they always defer to that person. It is often a question of trust. If so, review Episode 31 - Does your manager trust you for strategies for building trust. Additionally, try to find opportunities to meet with that person in an informal one-on-one setting such as a coffee break. Leverage your people skills and spend time building a relationship with them. Another option you have is to take your request to their favorites. Use the favorite as an influencer to convince the decision maker that your request is sound.

        If the person still continues to play favorites, it may be necessary to escalate the decision to the next level. Be up front with them that you intend to escalate and don't just go around them. There will already be some contention because you are taking the decision away from them, but if you go around them, it will make all future interactions more contentious.

        The next challenge you may face is when there are communication issues. This could be simple issues like lack of clarity or it could be dealing with secrets and rumors.

        If it's a case of clarity, make an effort to gather the details you need and share them openly with others. If someone is consistently vague, find a way to bring the team together to come to a consensus on the appropriate level of detail that should be included -- this can often be resolved with a form or template.

        If information is protected through secrets you can often break through by working with the connector to get introduced to the person who holds the information.

        If you find yourself dealing with rumors, the best course of action is to stay out of any corporate gossip and respond to rumors only with known facts. Gossip and rumors erode trust within an organization and can make it more difficult for anyone who is a subject of them to do their job. Shutting down rumors with facts will keep things moving forward and focused on the job at hand.

        The third challenge you may face is when someone places blame or steals credit. These two issues are related and often indicate someone who is insecure in their position who is trying to advance their own career. In both instances, the best way to handle them is to consistently document your results and communicate them to your leader. If you are sending a regular status report to your manager, they will be less likely to believe the negative information.

        All of these challenges can be overcome. However, if you still find yourself struggling with a specific situation, find a mentor within the company you can coach you on how to deal with the person causing you problems. If there are office politics that are holding you back, I would love to help. Go to ManagingACareer.com and drop me a note through the contact form. I can give you insights into how you might handle them and start moving forward.

        ]]>ea333d93-6b81-48dc-a4b3-6a8df4e92e48Mon, 08 Jan 2024 21:00:00 -050005:06falsefull3434Office Politics (pt. 1) - MAC033At some point in your career, you will find yourself in a position where you have to deal with office politics. Office politics aren't bad in and of themselves, but it is important to understand how they work and what your place is within them.

        First, we should put some clarity around what I mean by the phrase "office politics". They are really just the unwritten rules and informal structure of the organization.

        The key to navigating the political landscape is to understand the various roles and who holds them. From situation to situation, there may be different people playing each role, but understanding who plays them in your current situation will make it easier for you to do what you need.

        Decision Makers - someone who has final say on critical decisions. For bigger decisions, this is usually a manager or executive. But for smaller items, this could be a team member or a team with approval authority over a specific process.

        Gatekeeper - someone who controls access to a key person or resource. The gatekeeper for an executive might be their executive assistant from a time scheduling perspective, but it is often a trusted manager when it comes to processes and decisions. You may need to make your case to the gatekeeper before the decision is brought to the leader. In the case of a process, there may be someone responsible for managing the agenda for approvals that you must convince to prioritize your request for a decision.

        Connector - someone who has connections across multiple departments. The connector can be invaluable, especially when you are new to an organization, because they can provide introductions to decision makers and gatekeepers.

        Influencer - someone who's opinion is revered by many in the organization, often including key decision makers. The difference between a connector and an influencer is that an influencer may hold sway with others just based on reputation without actually having a personal relationship with the people involved. Whereas a connector has the relationship but may not have the expertise needed to provide the influence.

        Observer - someone who understands who are the current political players. An observer knows who the players are but may not be able to introduce or influence them.

        Champion - someone who advocates for others within the organization. Having a leader that acts as your advocate can speed up the decision making process through the additional authority that they bring.

        Beyond understanding the roles of the people who can help you, the next step is to look at what strategies you can take to be successful within the politics of your office.

        Build a decision map. For each situation, build a map of who plays each role and how you can engage them. When you are unsure of who can fill a role, look to the Observer to help you complete the map. Unrelated tasks and decisions may have different maps, but similar tasks may have a fair bit of overlap.

        Build your own network. Having a strong network is beneficial in terms of career advancement, but it is also useful in terms of getting things done. The Connector is an important role for cross-organizational work and if you can be the Connector for your organization, it puts you in a more visible position which can lead to more important assignments. Review Episode 029 - Building a Network for ways that you can build your network.

        Build your people skills. Many of the roles involved in office politics require interacting with others. Building influence and making positive relationships will not just help your current situation but will serve you well for the future, too.

        Become "the one". The final strategy is to become the go-to person for something within your organization. This could be by becoming the expert such that you become an influencer or by having a strong network to be the connector. You could also take ownership of a process so that you become a decision maker or gatekeeper. Regardless of which role you take, you can use this position of importance to negotiate favors from others allowing you to accomplish your tasks while assisting them in their tasks.

        This episode, we've looked at the positive side of office politics. Next week, we will take a look at some of the challenges that you may face and how you can address them. Be sure to subscribe in your podcast player of choice so that you get the next episode as soon as it's available.

        ]]>At some point in your career, you will find yourself in a position where you have to deal with office politics. Office politics aren't bad in and of themselves, but it is important to understand how they work and what your place is within them.

        First, we should put some clarity around what I mean by the phrase "office politics". They are really just the unwritten rules and informal structure of the organization.

        The key to navigating the political landscape is to understand the various roles and who holds them. From situation to situation, there may be different people playing each role, but understanding who plays them in your current situation will make it easier for you to do what you need.

        Decision Makers - someone who has final say on critical decisions. For bigger decisions, this is usually a manager or executive. But for smaller items, this could be a team member or a team with approval authority over a specific process.

        Gatekeeper - someone who controls access to a key person or resource. The gatekeeper for an executive might be their executive assistant from a time scheduling perspective, but it is often a trusted manager when it comes to processes and decisions. You may need to make your case to the gatekeeper before the decision is brought to the leader. In the case of a process, there may be someone responsible for managing the agenda for approvals that you must convince to prioritize your request for a decision.

        Connector - someone who has connections across multiple departments. The connector can be invaluable, especially when you are new to an organization, because they can provide introductions to decision makers and gatekeepers.

        Influencer - someone who's opinion is revered by many in the organization, often including key decision makers. The difference between a connector and an influencer is that an influencer may hold sway with others just based on reputation without actually having a personal relationship with the people involved. Whereas a connector has the relationship but may not have the expertise needed to provide the influence.

        Observer - someone who understands who are the current political players. An observer knows who the players are but may not be able to introduce or influence them.

        Champion - someone who advocates for others within the organization. Having a leader that acts as your advocate can speed up the decision making process through the additional authority that they bring.

        Beyond understanding the roles of the people who can help you, the next step is to look at what strategies you can take to be successful within the politics of your office.

        Build a decision map. For each situation, build a map of who plays each role and how you can engage them. When you are unsure of who can fill a role, look to the Observer to help you complete the map. Unrelated tasks and decisions may have different maps, but similar tasks may have a fair bit of overlap.

        Build your own network. Having a strong network is beneficial in terms of career advancement, but it is also useful in terms of getting things done. The Connector is an important role for cross-organizational work and if you can be the Connector for your organization, it puts you in a more visible position which can lead to more important assignments. Review Episode 029 - Building a Network for ways that you can build your network.

        Build your people skills. Many of the roles involved in office politics require interacting with others. Building influence and making positive relationships will not just help your current situation but will serve you well for the future, too.

        Become "the one". The final strategy is to become the go-to person for something within your organization. This could be by becoming the expert such that you become an influencer or by having a strong network to be the connector. You could also take ownership of a process so that you become a decision maker or gatekeeper. Regardless of which role you take, you can use this position of importance to negotiate favors from others allowing you to accomplish your tasks while assisting them in their tasks.

        This episode, we've looked at the positive side of office politics. Next week, we will take a look at some of the challenges that you may face and how you can address them. Be sure to subscribe in your podcast player of choice so that you get the next episode as soon as it's available.

        ]]>edf59c75-562a-428d-8dea-f1b4ebfb4e7eMon, 01 Jan 2024 21:00:00 -050005:49falsefull3333What if I don't want the "next" role? - MAC032 When I was talking to my relative the other day, he was describing how his bosses have gained a lot of trust in him and are giving him more and more responsibility and more and more autonomy. As someone who leads a team, everything he described and a few other factors pointed towards the possibility that he'll be considered for a promotion soon --- possibly even as soon as the next promotion cycle. But, my relative isn't really interested in the next role.

        I can actually understand his position. My background is in software development. For me, my love of programming started when I was in elementary school when I learned BASIC on a Commodore 64. For most of my career, I could never see myself doing anything different than being a technical member of the team. It's only in the past few years that I seriously considered the transition to management…..and that was only because I was getting older and knew that if I was ever going to try management, I needed to transition "soon" or "never". Turns out, I actually enjoy it -- something that has led to this podcast.

        So, let's take a look at some of the reasons that someone would prefer to stay in their current role instead of taking a promotion.

        If someone is being considered for a promotion, it usually means that they are doing their current job well. But, they may be doing their job well because they are finally in a role that they love; they enjoy what they do and the level of responsibility that they have. If this is the case, why would they want a promotion that takes that away?

        Most go into a field for the love of the subject. However, as you move further and further up the management chain, you do less and less "hands-on" work. If you had asked me early in my career, this would be the reason that I gave. I didn't see myself as a manager because I loved doing the actual programming work.

        Another reason that someone may opt not to take a promotion that is offered is if the promotion would interfere with their work / life balance. A promotion could require longer or a change in working hours which could reduce the amount of time they have available to spend with their family or on hobbies. Work / Life balance should be important to everyone and I cover it in more detail in Episode 019.

        Along those same lines, a promotion may require additional travel. Maybe a promotion includes a change from being responsible for a district to being responsible for a region. This could take you away from personal responsibilities or impact your Work / Life balance.

        Even if the promotion does not require more travel, it may require someone to relocate. This could be to move to the location of a new team or it could be to relocate to corporate headquarters. There could be several reasons why someone would not want to move cities.

        Someone may also turn down a promotion if they don't believe that the compensation is adequate based on the additional stress and duties. Not every promotion includes a significant raise or an increase in bonuses. Even if someone is ok with the additional hours or additional travel, they may feel like the new pay isn't enough to account for the additional inconveniences.

        There are many reasons why someone would opt not to accept a promotion and they are all perfectly valid. It's also fine for this stance to change over time. In the first twenty years of my career, my position was that I never wanted to take a manager role, but along the way, my opinion changed. Now, I've been leading teams for several years, I am glad that I made the transition.

        If you feel like you do not want to take a promotion, my suggestion would be to communicate with your manager. Don't just tell them "no thanks" but tell them WHY you are declining. There may be other advancement opportunities that do not have the same drawbacks as the position you are declining.

        When I took a management role, I was leading a small team and still able to continue doing the hands-on work of programming. Over time, as my team grew and my skill as a manager increased, I transitioned to more and more managerial tasks and fewer and fewer programming tasks. This transitory role allowed me to still grow my career but address my reservations. That all started by being clear about what I wanted and negotiating for a position that allowed me to get what I wanted.

        If you find these episodes insightful, I would appreciate it if you would help me spread the word. The more people that listen, the more people that can benefit. Go to your podcast app of choice and leave me a review; these reviews provide social proof to help others find my podcast. Even better would be if you would share it with a friend and get them to listen. If you're a new listener, go back to the previous episodes and listen to them.

        ]]> When I was talking to my relative the other day, he was describing how his bosses have gained a lot of trust in him and are giving him more and more responsibility and more and more autonomy. As someone who leads a team, everything he described and a few other factors pointed towards the possibility that he'll be considered for a promotion soon --- possibly even as soon as the next promotion cycle. But, my relative isn't really interested in the next role.

        I can actually understand his position. My background is in software development. For me, my love of programming started when I was in elementary school when I learned BASIC on a Commodore 64. For most of my career, I could never see myself doing anything different than being a technical member of the team. It's only in the past few years that I seriously considered the transition to management…..and that was only because I was getting older and knew that if I was ever going to try management, I needed to transition "soon" or "never". Turns out, I actually enjoy it -- something that has led to this podcast.

        So, let's take a look at some of the reasons that someone would prefer to stay in their current role instead of taking a promotion.

        If someone is being considered for a promotion, it usually means that they are doing their current job well. But, they may be doing their job well because they are finally in a role that they love; they enjoy what they do and the level of responsibility that they have. If this is the case, why would they want a promotion that takes that away?

        Most go into a field for the love of the subject. However, as you move further and further up the management chain, you do less and less "hands-on" work. If you had asked me early in my career, this would be the reason that I gave. I didn't see myself as a manager because I loved doing the actual programming work.

        Another reason that someone may opt not to take a promotion that is offered is if the promotion would interfere with their work / life balance. A promotion could require longer or a change in working hours which could reduce the amount of time they have available to spend with their family or on hobbies. Work / Life balance should be important to everyone and I cover it in more detail in Episode 019.

        Along those same lines, a promotion may require additional travel. Maybe a promotion includes a change from being responsible for a district to being responsible for a region. This could take you away from personal responsibilities or impact your Work / Life balance.

        Even if the promotion does not require more travel, it may require someone to relocate. This could be to move to the location of a new team or it could be to relocate to corporate headquarters. There could be several reasons why someone would not want to move cities.

        Someone may also turn down a promotion if they don't believe that the compensation is adequate based on the additional stress and duties. Not every promotion includes a significant raise or an increase in bonuses. Even if someone is ok with the additional hours or additional travel, they may feel like the new pay isn't enough to account for the additional inconveniences.

        There are many reasons why someone would opt not to accept a promotion and they are all perfectly valid. It's also fine for this stance to change over time. In the first twenty years of my career, my position was that I never wanted to take a manager role, but along the way, my opinion changed. Now, I've been leading teams for several years, I am glad that I made the transition.

        If you feel like you do not want to take a promotion, my suggestion would be to communicate with your manager. Don't just tell them "no thanks" but tell them WHY you are declining. There may be other advancement opportunities that do not have the same drawbacks as the position you are declining.

        When I took a management role, I was leading a small team and still able to continue doing the hands-on work of programming. Over time, as my team grew and my skill as a manager increased, I transitioned to more and more managerial tasks and fewer and fewer programming tasks. This transitory role allowed me to still grow my career but address my reservations. That all started by being clear about what I wanted and negotiating for a position that allowed me to get what I wanted.

        If you find these episodes insightful, I would appreciate it if you would help me spread the word. The more people that listen, the more people that can benefit. Go to your podcast app of choice and leave me a review; these reviews provide social proof to help others find my podcast. Even better would be if you would share it with a friend and get them to listen. If you're a new listener, go back to the previous episodes and listen to them.

        ]]>9e15e72c-b749-4294-a8a9-458305b0b60bMon, 25 Dec 2023 21:00:00 -050005:56falsefull3232Does Your Manager Trust You? - MAC031At my job, I have the title of "Director" and I have responsibility for the team that builds an internal application that is important to the sales team of the company I work for. I also manage -- either directly or indirectly -- a team of around 40 software developers, none of which are in the same city as I am. There are not enough hours in the week for me to spend time on everything that I am responsible for. As such, I must delegate some of those responsibilities and TRUST that my team will complete the work without my direct involvement.

        Gaining the trust of your leader is an important component of career advancement. If your manager trusts you, it leads to more responsibility and eventually to the promotion you desire. But trust isn't something that's gained instantaneously, it's built over time.

        The first key to gaining your managers trust is to understand the decisions that they make and why. When your manager delegates tasks to you, they are trusting that you are going to complete the task successfully. They are also trusting that you are going to make the same decisions that your manager would when facing a similar situation. The more closely your decisions match your leader's, the more they will trust you with future decisions.

        The next key is knowing how and when to escalate. There will be times when you don't know what decision your manager would make or if you feel strongly that a different decision should be made. In those instances, you'll likely need to escalate to your manager. This is another opportunity to gain trust with your manager. When you escalate appropriately to your manager, it's a chance for you to show them that you understand what things are important to the overall goals of the team. It also gives you an opportunity to show your manager you can be an independent thinker. Conversely, if you escalate every little decision or do not have a strong case for making a different decision, your manager may lose trust in you.

        Another way to build trust with your manager is in how you communicate. As I mentioned at the beginning of the episode, I have a lot of responsibilities and don't often have time to deal with all of them. When someone on my team needs my input, it's important for them to be clear and concise about their needs. If it takes a lot of time for me to understand the request or if it's too deep in the weeds, I can feel like I'm wasting my time or that I've delegated the task to the wrong person. Present a summary of the situation and what decision is required. If I need details, I can ask for them, but if I trust that you have accurately portrayed the situation, I often won't need them.

        Saying that you'll do something and then following through with that statement goes a long way towards building trust. This allows me to delegate a task and shift my focus to other issues because I know that it will be handled. This also shows consistency and honesty -- two factors that enhance the level of trust that your leader has in you.

        Speaking of honesty, the final key to building the trust of your manager is owning your mistakes and working to correct them. There will be times when you make the wrong decision or miss a key deliverable. It happens, no one is perfect, but it's how you react to those mistakes that matters. There may be an initial impact to the level of trust you manager has, but over time, the integrity you've shown can result in a stronger level of trust.

        If you find yourself struggling to gain trust, take a look across your team and try to figure out which team members your manager trusts most and then emulate them. Your peers often have more time to help you understand your manager's decision making processes and priorities. Watch which issues they escalate and how they present them. If you continue to do these key things, over time, you'll become more trusted. With trust, comes additional responsibility and often, more autonomy.

        What other topics would you like me to cover? Head over to the Managing A Career feedback page and let me know what career development questions you have. I will discuss them in an upcoming episode.

        ]]>At my job, I have the title of "Director" and I have responsibility for the team that builds an internal application that is important to the sales team of the company I work for. I also manage -- either directly or indirectly -- a team of around 40 software developers, none of which are in the same city as I am. There are not enough hours in the week for me to spend time on everything that I am responsible for. As such, I must delegate some of those responsibilities and TRUST that my team will complete the work without my direct involvement.

        Gaining the trust of your leader is an important component of career advancement. If your manager trusts you, it leads to more responsibility and eventually to the promotion you desire. But trust isn't something that's gained instantaneously, it's built over time.

        The first key to gaining your managers trust is to understand the decisions that they make and why. When your manager delegates tasks to you, they are trusting that you are going to complete the task successfully. They are also trusting that you are going to make the same decisions that your manager would when facing a similar situation. The more closely your decisions match your leader's, the more they will trust you with future decisions.

        The next key is knowing how and when to escalate. There will be times when you don't know what decision your manager would make or if you feel strongly that a different decision should be made. In those instances, you'll likely need to escalate to your manager. This is another opportunity to gain trust with your manager. When you escalate appropriately to your manager, it's a chance for you to show them that you understand what things are important to the overall goals of the team. It also gives you an opportunity to show your manager you can be an independent thinker. Conversely, if you escalate every little decision or do not have a strong case for making a different decision, your manager may lose trust in you.

        Another way to build trust with your manager is in how you communicate. As I mentioned at the beginning of the episode, I have a lot of responsibilities and don't often have time to deal with all of them. When someone on my team needs my input, it's important for them to be clear and concise about their needs. If it takes a lot of time for me to understand the request or if it's too deep in the weeds, I can feel like I'm wasting my time or that I've delegated the task to the wrong person. Present a summary of the situation and what decision is required. If I need details, I can ask for them, but if I trust that you have accurately portrayed the situation, I often won't need them.

        Saying that you'll do something and then following through with that statement goes a long way towards building trust. This allows me to delegate a task and shift my focus to other issues because I know that it will be handled. This also shows consistency and honesty -- two factors that enhance the level of trust that your leader has in you.

        Speaking of honesty, the final key to building the trust of your manager is owning your mistakes and working to correct them. There will be times when you make the wrong decision or miss a key deliverable. It happens, no one is perfect, but it's how you react to those mistakes that matters. There may be an initial impact to the level of trust you manager has, but over time, the integrity you've shown can result in a stronger level of trust.

        If you find yourself struggling to gain trust, take a look across your team and try to figure out which team members your manager trusts most and then emulate them. Your peers often have more time to help you understand your manager's decision making processes and priorities. Watch which issues they escalate and how they present them. If you continue to do these key things, over time, you'll become more trusted. With trust, comes additional responsibility and often, more autonomy.

        What other topics would you like me to cover? Head over to the Managing A Career feedback page and let me know what career development questions you have. I will discuss them in an upcoming episode.

        ]]>07ccaf0f-8f92-455f-b17b-323f14be4928Mon, 18 Dec 2023 21:00:00 -050005:12falsefull3131Getting Ahead By Saying "No" - MAC030 When you are looking towards career advancement, you may have heard advice along the lines of "say yes to every opportunity". And sometimes, that advice is perfectly fine. But today, we're going to look at when the better choice is to say "no".

        The first consideration is just your time in general. You might think that you need to say "yes" to everything to be seen as a team player - this is often the stance taken by those new to a job or team. But, you should also consider whether taking on additional tasks could impact your ability to complete your other work while maintaining the same level of quality. Saying "no" could allow you to maintain a good work/life balance or keep you from burning yourself out.

        Back in Episode 001 - Higher Level Tasks, I talk about how transitioning from process driven tasks to tasks that involve more discretion and judgement helps you advance your career. These types of tasks are often reserve for the more senior team members and showcase your readiness for promotion. However, what if a particular tasks isn't in alignment with your personal goals?

        In Episode 002 - Individual Development Plan , I outline a template for planning out the future of your career. If you've taken advantage of the free template, you should have a roadmap that outlines your next two or three positions. You should also have an action plan of what areas you need to focus on improving in order to reach your next step.

        If someone offers an opportunity that isn't in alignment with you career goals or your action plan, saying "Yes" could delay or possibly derail your plans. You should strongly consider whether that diversion is something you want to take on or whether you should decline the task.

        If you feel like you don't have the option to say "no" or if there is some other reason to say "yes", consider using it as leverage in negotiating to be given tasks that ARE in alignment with your IDP as well.

        When you lead a team, there are often requests from other organizations. Saying "no" is often about ensuring that your team's work is in alignment with the team's assigned goals. Saying "no" could also be about protecting your team from overwork and burnout.

        At the executive level, "no" is almost expected. Decisions are often made based on limited budgets and resources and considerations must be made to the corporate strategy as well, so every decision is about making trade-offs. Without strong justification and payback, "no" is often the default.

        There are plenty of reasons to say "no" when an opportunity is presented. And if approached properly, can keep you on track to the advancement you are looking for. If you haven't requested your FREE IDP template, go to the ManagingACareer.com contact page and request one today.

        ]]> When you are looking towards career advancement, you may have heard advice along the lines of "say yes to every opportunity". And sometimes, that advice is perfectly fine. But today, we're going to look at when the better choice is to say "no".

        The first consideration is just your time in general. You might think that you need to say "yes" to everything to be seen as a team player - this is often the stance taken by those new to a job or team. But, you should also consider whether taking on additional tasks could impact your ability to complete your other work while maintaining the same level of quality. Saying "no" could allow you to maintain a good work/life balance or keep you from burning yourself out.

        Back in Episode 001 - Higher Level Tasks, I talk about how transitioning from process driven tasks to tasks that involve more discretion and judgement helps you advance your career. These types of tasks are often reserve for the more senior team members and showcase your readiness for promotion. However, what if a particular tasks isn't in alignment with your personal goals?

        In Episode 002 - Individual Development Plan , I outline a template for planning out the future of your career. If you've taken advantage of the free template, you should have a roadmap that outlines your next two or three positions. You should also have an action plan of what areas you need to focus on improving in order to reach your next step.

        If someone offers an opportunity that isn't in alignment with you career goals or your action plan, saying "Yes" could delay or possibly derail your plans. You should strongly consider whether that diversion is something you want to take on or whether you should decline the task.

        If you feel like you don't have the option to say "no" or if there is some other reason to say "yes", consider using it as leverage in negotiating to be given tasks that ARE in alignment with your IDP as well.

        When you lead a team, there are often requests from other organizations. Saying "no" is often about ensuring that your team's work is in alignment with the team's assigned goals. Saying "no" could also be about protecting your team from overwork and burnout.

        At the executive level, "no" is almost expected. Decisions are often made based on limited budgets and resources and considerations must be made to the corporate strategy as well, so every decision is about making trade-offs. Without strong justification and payback, "no" is often the default.

        There are plenty of reasons to say "no" when an opportunity is presented. And if approached properly, can keep you on track to the advancement you are looking for. If you haven't requested your FREE IDP template, go to the ManagingACareer.com contact page and request one today.

        ]]>7c776439-c92a-4ef6-b115-58ddb520bae6Mon, 11 Dec 2023 21:00:00 -050004:02falsefull3030Building a Network - MAC029 Networking is not about the quantity of connections, but rather the quality and depth of those connections. It's not just about amassing a hundreds of LinkedIn connections; it's about nurturing meaningful relationships that add value to both parties involved. Genuine connections can provide insights, support, and access to resources that would otherwise be out of reach. After all, your network is not just a collection of contacts; it is a web of potential collaborators, mentors, and champions who can help you navigate the twists and turns of your career journey.

        Professional organizations or conferences specific to a certain expertise or industry are filled with people who are specifically involved in order to build their network. These events offer many ways to expand on those skills and capabilities through seminars, workshops, and access to specialized publications. Additionally, the specialized membership can help you meet people that can serve as mentors or experts in that field. The downside is that you may need to work harder to meet people when the organization or conference is at a national scale. If the organization has a local regional chapter, it may make it easier to form a relationship with key connections.

        If the scale of a national organization scares you, you may prefer to start with more informal groups such as those that you can find through a site like MeetUp.com. The local groups are usually less structured, but the smaller, more intimate meetings can alleviate the stress of meeting new people.

        Another place could be online groups. Sites like LinkedIn have groups targeting many different industries and sub-industries. Participating in the conversation threads can raise your profile and over time, you can identify people that you'll want to add to your network. As you look for online groups, make sure it's fairly active with a strong core group of members. Just be aware that, due to the anonymity of the Internet, it could take longer or additional work to build meaning relationships in these groups.

        But the easiest way to see the power of a network is to leverage your current network -- friends, family, and co-workers -- to grow your network. In the early days of the Internet, there was a game that was started called Seven Degrees of Kevin Bacon. The basic premise is that every actor is within seven degrees - or seven connections - away from Kevin Bacon. With a more globally connected world, that concept has been extended to all people. In 2011, a study showed that everyone was now within four degrees of anyone else thanks to social media. So, if there is someone you are looking to connect with, figure out who in your network can put you one step closer to the connection you want to form and ask for an introduction.

        And don't discount finding connections in unexpected places. I met my business partner because his wife and my wife were working towards their degrees and were in several classes together. I met someone in my bowling league that I can talk to about programming problems. Being open to meeting people, for example through social clubs, civic organizations, or religious groups could create opportunities you didn't know existed.

        Regardless of which approach appeals to you, think about how, in the next month, you can expand your network. Then, make a commitment to yourself to meet at least 10 new people.

        ]]> Networking is not about the quantity of connections, but rather the quality and depth of those connections. It's not just about amassing a hundreds of LinkedIn connections; it's about nurturing meaningful relationships that add value to both parties involved. Genuine connections can provide insights, support, and access to resources that would otherwise be out of reach. After all, your network is not just a collection of contacts; it is a web of potential collaborators, mentors, and champions who can help you navigate the twists and turns of your career journey.

        Professional organizations or conferences specific to a certain expertise or industry are filled with people who are specifically involved in order to build their network. These events offer many ways to expand on those skills and capabilities through seminars, workshops, and access to specialized publications. Additionally, the specialized membership can help you meet people that can serve as mentors or experts in that field. The downside is that you may need to work harder to meet people when the organization or conference is at a national scale. If the organization has a local regional chapter, it may make it easier to form a relationship with key connections.

        If the scale of a national organization scares you, you may prefer to start with more informal groups such as those that you can find through a site like MeetUp.com. The local groups are usually less structured, but the smaller, more intimate meetings can alleviate the stress of meeting new people.

        Another place could be online groups. Sites like LinkedIn have groups targeting many different industries and sub-industries. Participating in the conversation threads can raise your profile and over time, you can identify people that you'll want to add to your network. As you look for online groups, make sure it's fairly active with a strong core group of members. Just be aware that, due to the anonymity of the Internet, it could take longer or additional work to build meaning relationships in these groups.

        But the easiest way to see the power of a network is to leverage your current network -- friends, family, and co-workers -- to grow your network. In the early days of the Internet, there was a game that was started called Seven Degrees of Kevin Bacon. The basic premise is that every actor is within seven degrees - or seven connections - away from Kevin Bacon. With a more globally connected world, that concept has been extended to all people. In 2011, a study showed that everyone was now within four degrees of anyone else thanks to social media. So, if there is someone you are looking to connect with, figure out who in your network can put you one step closer to the connection you want to form and ask for an introduction.

        And don't discount finding connections in unexpected places. I met my business partner because his wife and my wife were working towards their degrees and were in several classes together. I met someone in my bowling league that I can talk to about programming problems. Being open to meeting people, for example through social clubs, civic organizations, or religious groups could create opportunities you didn't know existed.

        Regardless of which approach appeals to you, think about how, in the next month, you can expand your network. Then, make a commitment to yourself to meet at least 10 new people.

        ]]>c4e6838d-3b15-44bd-acaa-5028c8078ffcMon, 04 Dec 2023 21:00:00 -050004:41falsefull2929Progress Report - MAC022 - MAC027As always, it's good to periodically look back and review your accomplishments and progress. So, every few episodes, we take a look back and call out the highlights of the recent episodes.

        In Episode 022 - Interviewing Candidates I cover how I evaluate candidates for positions by focusing on critical thinking and a desire to learn and share. As you progress through your career, it will often be necessary to help bring in new team members to take over responsibilities that you've progressed beyond.

        Next, we took a look at how you can be successful while working remotely in Episode 023. Focusing on being active and visible in remote meetings and putting the effort into building relationships will keep you front of mind for those you work with. While there is talk about RTO - return to office in a lot of companies, there are still a lot of people who will continue to work remotely and building the skills required to continue to progress will become critical. Even if you do return to the office, you may still have team members who work in other cities or even countries, so those same skills will be beneficial in those situations, too.

        The next four episodes as a unit are all focused on aspects of the end of year process and the value that you've provided to the company.

        In Episode 024, I provide a framework for gathering the information that you need to provide in your self-assessment and preparing for next year's goals. Documenting the plan forward for incomplete goals, seeking feedback from your peers, and showcasing the value you provide will help make your annual review a positive result.

        Episode 025 - Who is driving your career covers how being proactive in your development and pushing towards more fulfilling goals will keep you more motivated leading to generally faster progression as well as overall more job satisfaction.

        And in probably the most important episode to date, Episode 026, I talk about key things to consider about whether you should be considered for a promotion. It's not just important to perform your duties well, sometimes you need to help your manager make a case for your promotion. Make sure that you are visible within the organization. Provide value and document it. Set yourself apart from your competition. Show interest in advancement. Position yourself on a growing team. And build a network of champions.

        And last week's Episode 027 - Knowing Your Worth covers tracing the value you provide back to the key metrics of the company - revenue or expenses. By giving your updates in terms of the value to the company, it becomes easier for your leaders to justify your advancement.

        That was a lot in the past six episodes. One of the reasons that I keep episodes short is so that you aren't overwhelmed with too much information at once. But, when you step back and look at everything together, you can start to see how they all fit together to give a clear roadmap towards driving your career forward. If you know someone else who could benefit from this podcast, help them to subscribe to Managing A Career in their favorite podcast app.

        ]]>As always, it's good to periodically look back and review your accomplishments and progress. So, every few episodes, we take a look back and call out the highlights of the recent episodes.

        In Episode 022 - Interviewing Candidates I cover how I evaluate candidates for positions by focusing on critical thinking and a desire to learn and share. As you progress through your career, it will often be necessary to help bring in new team members to take over responsibilities that you've progressed beyond.

        Next, we took a look at how you can be successful while working remotely in Episode 023. Focusing on being active and visible in remote meetings and putting the effort into building relationships will keep you front of mind for those you work with. While there is talk about RTO - return to office in a lot of companies, there are still a lot of people who will continue to work remotely and building the skills required to continue to progress will become critical. Even if you do return to the office, you may still have team members who work in other cities or even countries, so those same skills will be beneficial in those situations, too.

        The next four episodes as a unit are all focused on aspects of the end of year process and the value that you've provided to the company.

        In Episode 024, I provide a framework for gathering the information that you need to provide in your self-assessment and preparing for next year's goals. Documenting the plan forward for incomplete goals, seeking feedback from your peers, and showcasing the value you provide will help make your annual review a positive result.

        Episode 025 - Who is driving your career covers how being proactive in your development and pushing towards more fulfilling goals will keep you more motivated leading to generally faster progression as well as overall more job satisfaction.

        And in probably the most important episode to date, Episode 026, I talk about key things to consider about whether you should be considered for a promotion. It's not just important to perform your duties well, sometimes you need to help your manager make a case for your promotion. Make sure that you are visible within the organization. Provide value and document it. Set yourself apart from your competition. Show interest in advancement. Position yourself on a growing team. And build a network of champions.

        And last week's Episode 027 - Knowing Your Worth covers tracing the value you provide back to the key metrics of the company - revenue or expenses. By giving your updates in terms of the value to the company, it becomes easier for your leaders to justify your advancement.

        That was a lot in the past six episodes. One of the reasons that I keep episodes short is so that you aren't overwhelmed with too much information at once. But, when you step back and look at everything together, you can start to see how they all fit together to give a clear roadmap towards driving your career forward. If you know someone else who could benefit from this podcast, help them to subscribe to Managing A Career in their favorite podcast app.

        ]]>84ad909e-d489-4aa5-adba-ea481901c1daMon, 27 Nov 2023 21:00:00 -050004:09falsefull2828Knowing Your Worth - MAC027 When most people think about providing a status on their work, they usually think in terms of completed tasks. At some level, this is relevant to ensure that projects remain on time. But if you'd like to set yourself apart from others, consider framing that status in terms of value provided. Obviously, not every task is going to provide easily measured value in terms of dollars or time savings, but there should be some identifiable value to the company……otherwise, why are you asked to do it?

        Most companies are for-profit entities, so the true measure of value is ultimately going to be how much profit is generated. Since profit is revenue minus costs, you will need to evaluate how your work relates to at least one of those two factors.

        For some people, there is a direct, one-to-one correspondence from the job they perform to the profit of the company. For others, you'll have to take a deeper look to understand how your work relates to the revenue or costs of the company. If there is no direct relationship, your role is often classified as overhead and your primary statement of value will be focused on how the results of your work has saved the company time or money.

        Let's take a look at a few of these roles and how you could frame the results of your work in terms of value to the company.

        If your roles is in sales, it should be easy to detail the value of your work. You're very likely already measured by how much revenue you generate because your compensation is tied to your quota. If you don't already report your status in terms of revenue generated, I would be surprised. If you also have authority to negotiate deals, you can also impact profit based on how those deals are structured.

        For someone who creates the product sold -- for example manufacturing for physical products or programming for software products -- the faster or more efficiently you create the product, the more you contribute to the profit of the company. When reporting the status of your efforts, instead of just listing the number of widgets produced, report on how that compares to average production rates and report how much additional profit can be generated by those production levels.

        Documenting your value when there is a direct connection to revenue or profit is easier and more straightforward, but what if your role is less direct -- more traditionally overhead?

        If you work in a department such as accounting or finance, speedy and accurate results can allow operations to better manage inventory or understand when to discount certain products. Finding opportunities to reduce costs or to spend more efficiently can further increase profits. These are the types of activities that you will want to highlight in your status reporting.

        Working in information technology, your tie to profit and revenue is through the business unit that you support. Providing software that allows that business unit to perform their tasks more efficiently can be calculated in terms of hours saved times average salary. Software that implements new processes could facilitate expanding product offerings or new markets. As you give status on your tasks, be sure to emphasize these impacts to your leaders.

        These are just a few examples of how ones work can be tracked back to either revenue or profit, but if you apply the same lens to your work, you should be able to find similar connections. As you focus on documenting your value in these terms, it becomes easier to justify your advancement.

        How has your value increased by listening to Managing A Career? Access the Community and let me know!

        ]]> When most people think about providing a status on their work, they usually think in terms of completed tasks. At some level, this is relevant to ensure that projects remain on time. But if you'd like to set yourself apart from others, consider framing that status in terms of value provided. Obviously, not every task is going to provide easily measured value in terms of dollars or time savings, but there should be some identifiable value to the company……otherwise, why are you asked to do it?

        Most companies are for-profit entities, so the true measure of value is ultimately going to be how much profit is generated. Since profit is revenue minus costs, you will need to evaluate how your work relates to at least one of those two factors.

        For some people, there is a direct, one-to-one correspondence from the job they perform to the profit of the company. For others, you'll have to take a deeper look to understand how your work relates to the revenue or costs of the company. If there is no direct relationship, your role is often classified as overhead and your primary statement of value will be focused on how the results of your work has saved the company time or money.

        Let's take a look at a few of these roles and how you could frame the results of your work in terms of value to the company.

        If your roles is in sales, it should be easy to detail the value of your work. You're very likely already measured by how much revenue you generate because your compensation is tied to your quota. If you don't already report your status in terms of revenue generated, I would be surprised. If you also have authority to negotiate deals, you can also impact profit based on how those deals are structured.

        For someone who creates the product sold -- for example manufacturing for physical products or programming for software products -- the faster or more efficiently you create the product, the more you contribute to the profit of the company. When reporting the status of your efforts, instead of just listing the number of widgets produced, report on how that compares to average production rates and report how much additional profit can be generated by those production levels.

        Documenting your value when there is a direct connection to revenue or profit is easier and more straightforward, but what if your role is less direct -- more traditionally overhead?

        If you work in a department such as accounting or finance, speedy and accurate results can allow operations to better manage inventory or understand when to discount certain products. Finding opportunities to reduce costs or to spend more efficiently can further increase profits. These are the types of activities that you will want to highlight in your status reporting.

        Working in information technology, your tie to profit and revenue is through the business unit that you support. Providing software that allows that business unit to perform their tasks more efficiently can be calculated in terms of hours saved times average salary. Software that implements new processes could facilitate expanding product offerings or new markets. As you give status on your tasks, be sure to emphasize these impacts to your leaders.

        These are just a few examples of how ones work can be tracked back to either revenue or profit, but if you apply the same lens to your work, you should be able to find similar connections. As you focus on documenting your value in these terms, it becomes easier to justify your advancement.

        How has your value increased by listening to Managing A Career? Access the Community and let me know!

        ]]>3f247a60-5c58-4909-9867-c54e9b964bcdMon, 20 Nov 2023 21:00:00 -050004:52falsefull2727Should you be promoted? - MAC026As we approach the end of the calendar year, it's the time of year when many employees are evaluated against their goals and considered for merit increases and potentially promotions. Have you positioned yourself to be one of the ones to be promoted this year? Let's take a look.

        The first question you have to ask yourself is whether you are ready for a promotion. Early in your career, this primarily means mastering your current role and having "paid your dues" in terms of time. Later in your career, you will need to continue to exhibit mastery of your current role, but also begin to show signs of leadership and eventually to show that you are capable of the next role. Review Episode 017 - The Corporate Ladder for more details on this progression.

        If you've mastered your current role and are starting to take on projects with a larger scope and a bigger impact to the company, you may feel like you've done everything you need to do to be promoted. If your promotion is solely within the control of your manager, this may even be enough. As I mentioned in Episode 17, being in a specific level (junior, mid-level, or senior) may have multiple titles such as "Analyst 1" and "Analyst 2". These "in-level" types of promotion are often solely at the discretion of your manager. If that is the case, just by doing "more" you can often justify the promotion. But, when the promotion is across levels, the decisions are often considered by a larger committee.

        Moving between levels becomes a harder task. Think of the levels as a pyramid. There is one CEO. There are a handful of Chief "something" Officers that report to the CEO. There are slightly more Presidents and Vice-Presidents. And so forth and so on. Transitioning between levels often means competing against all of the other candidates. And the higher the level, there are more candidates competing for fewer roles. You may even need someone ahead of you to leave a role -- either through promotion or leaving the company -- to even have an opportunity for a promotion.

        So, when the next promotion is one that moves you from one tier to another, the next question you have to ask yourself is whether you've done enough to be promoted. Beyond just mastering your role and taking on larger projects, you need help your manager make a strong case. When there are ten people competing for two promotions, you need to be the "obvious" choice.

        What does it mean to do "enough" to be promoted? How can you help your manager make a strong case? I think there are six things to consider.

        Are you visible? Have you engaged with other teams in your organization in such a way that the other members of the committee know who you are? Do you attend and participate in corporate events and work on your networking? If your name is brought up to the committee, you don't want them saying "Who?" you want them saying "Oh! Them!". Having multiple champions in the room increase the chances that you receive the promotion over the other candidates.

        Have you shown value? Most companies are for-profit entities. Have you shown how your work contributes to this profit either by increasing revenue or decreasing expenses? Project assignments plays some part in this, but if you are performing well, you will typically be assigned more and more valuable projects. And if you are specifically trying for a promotion, you should be requesting those projects that allow you to provide the most value.

        Do you bring something unique? As I mentioned, you're competing against others in a similar position. What makes you a stronger candidate than them? Have you brought something unique to the role? New approaches? Stronger decision making skills? Better leadership? What sets you apart from everyone else?

        Have you expressed interest in the next level? This may seem simple, but have you communicated with your leader that you feel like you are ready for a promotion? When the leader has to make a case before a committee, it may feel to them like a lot of work. If they aren't being pressed for a promotion, even if they submit your name, they may not put the same level of effort into making a case before the committee. By expressing your desire, they are more likely to put together a stronger statement for why you should be considered for a promotion.

        Is your company or group growing or shrinking? It's far easier to receive a promotion during times of growth than it is during tougher times. If your company is growing, there is often higher budgets for promotions; there are also often more projects needing more leaders. If your company is stagnant or struggling, projects are cancelled and there will be fewer positions making competition harder. Just because your company is growing or shrinking, your group could be doing the opposite, which also needs to be taken into consideration.

        In addition to the points I've made here, review Episode 018 - Selling Yourself for ways that you can increase your chances of a promotion. So, if you're ready for a promotion and you've done enough to be promoted, one thing you can do to help you manager is to help them prepare for the committee. Go back to Episode 024 - Preparing for the end of the year and make sure that everything is properly documented so that when your manager presents your case, it's all organized and nothing is forgotten.

        Has Managing A Career helped you be in position for a promotion this year? I'd love to hear about it. As I mentioned in Episode 002 - Individual Development Plan, it's important to celebrate success. I would love it if you go to the Contact form at ManagingACareer.com and let me know how this podcast helped you get ahead so that I can celebrate those successes with you.

        ]]>As we approach the end of the calendar year, it's the time of year when many employees are evaluated against their goals and considered for merit increases and potentially promotions. Have you positioned yourself to be one of the ones to be promoted this year? Let's take a look.

        The first question you have to ask yourself is whether you are ready for a promotion. Early in your career, this primarily means mastering your current role and having "paid your dues" in terms of time. Later in your career, you will need to continue to exhibit mastery of your current role, but also begin to show signs of leadership and eventually to show that you are capable of the next role. Review Episode 017 - The Corporate Ladder for more details on this progression.

        If you've mastered your current role and are starting to take on projects with a larger scope and a bigger impact to the company, you may feel like you've done everything you need to do to be promoted. If your promotion is solely within the control of your manager, this may even be enough. As I mentioned in Episode 17, being in a specific level (junior, mid-level, or senior) may have multiple titles such as "Analyst 1" and "Analyst 2". These "in-level" types of promotion are often solely at the discretion of your manager. If that is the case, just by doing "more" you can often justify the promotion. But, when the promotion is across levels, the decisions are often considered by a larger committee.

        Moving between levels becomes a harder task. Think of the levels as a pyramid. There is one CEO. There are a handful of Chief "something" Officers that report to the CEO. There are slightly more Presidents and Vice-Presidents. And so forth and so on. Transitioning between levels often means competing against all of the other candidates. And the higher the level, there are more candidates competing for fewer roles. You may even need someone ahead of you to leave a role -- either through promotion or leaving the company -- to even have an opportunity for a promotion.

        So, when the next promotion is one that moves you from one tier to another, the next question you have to ask yourself is whether you've done enough to be promoted. Beyond just mastering your role and taking on larger projects, you need help your manager make a strong case. When there are ten people competing for two promotions, you need to be the "obvious" choice.

        What does it mean to do "enough" to be promoted? How can you help your manager make a strong case? I think there are six things to consider.

        Are you visible? Have you engaged with other teams in your organization in such a way that the other members of the committee know who you are? Do you attend and participate in corporate events and work on your networking? If your name is brought up to the committee, you don't want them saying "Who?" you want them saying "Oh! Them!". Having multiple champions in the room increase the chances that you receive the promotion over the other candidates.

        Have you shown value? Most companies are for-profit entities. Have you shown how your work contributes to this profit either by increasing revenue or decreasing expenses? Project assignments plays some part in this, but if you are performing well, you will typically be assigned more and more valuable projects. And if you are specifically trying for a promotion, you should be requesting those projects that allow you to provide the most value.

        Do you bring something unique? As I mentioned, you're competing against others in a similar position. What makes you a stronger candidate than them? Have you brought something unique to the role? New approaches? Stronger decision making skills? Better leadership? What sets you apart from everyone else?

        Have you expressed interest in the next level? This may seem simple, but have you communicated with your leader that you feel like you are ready for a promotion? When the leader has to make a case before a committee, it may feel to them like a lot of work. If they aren't being pressed for a promotion, even if they submit your name, they may not put the same level of effort into making a case before the committee. By expressing your desire, they are more likely to put together a stronger statement for why you should be considered for a promotion.

        Is your company or group growing or shrinking? It's far easier to receive a promotion during times of growth than it is during tougher times. If your company is growing, there is often higher budgets for promotions; there are also often more projects needing more leaders. If your company is stagnant or struggling, projects are cancelled and there will be fewer positions making competition harder. Just because your company is growing or shrinking, your group could be doing the opposite, which also needs to be taken into consideration.

        In addition to the points I've made here, review Episode 018 - Selling Yourself for ways that you can increase your chances of a promotion. So, if you're ready for a promotion and you've done enough to be promoted, one thing you can do to help you manager is to help them prepare for the committee. Go back to Episode 024 - Preparing for the end of the year and make sure that everything is properly documented so that when your manager presents your case, it's all organized and nothing is forgotten.

        Has Managing A Career helped you be in position for a promotion this year? I'd love to hear about it. As I mentioned in Episode 002 - Individual Development Plan, it's important to celebrate success. I would love it if you go to the Contact form at ManagingACareer.com and let me know how this podcast helped you get ahead so that I can celebrate those successes with you.

        ]]>ee0cf348-04b8-4f47-ae07-de2076b38093Mon, 13 Nov 2023 21:00:00 -050006:57falsefull2626Who is driving your career? - MAC025 Today, we're tackling a question that's crucial for everyone navigating the professional landscape: how much faster does your career progress if you actively own it instead of waiting for your career to happen to you?

        To truly grasp the impact of taking control of your career, let's start by understanding the consequences of a passive approach. Imagine sitting idly by, waiting for opportunities to fall into your lap without actively seeking ways to enhance your skills or expand your network. In this scenario, the clock ticks on, but your professional growth remains stagnant. You may eventually get promoted, but it will depend more on hitting "time in grade" limits for your current pay grade or when people ahead of you move on and you're just "next in line" and promoted by default.

        However, the narrative shifts when you decide to take the wheel. Proactivity becomes the driving force behind your career journey. Instead of waiting, you start identifying your career goals, mapping out the steps needed to achieve them, and actively seeking opportunities for growth. This mindset shift can trigger a significant difference in the speed and direction of your career progression. This is essentially the process I detail in Episode 002 - Individual Development Plan.

        But how exactly does this proactive approach fast-track your career progression? It's about taking strategic action. By actively owning your career, you're more likely to set ambitious yet achievable goals, create a clear roadmap for professional advancement, and actively seek out opportunities for growth. This intentionality and focus lead to quicker skill development, increased visibility, and a stronger professional network.

        Additionally, owning your career allows you to become a master of your own narrative. Instead of being defined solely by external circumstances, you shape your story through your actions, achievements, and perseverance. Your proactive approach enables you to showcase your capabilities, expertise, and potential, positioning you as a valuable asset in your field.

        It's crucial to recognize that owning your career isn't just about speed. It's also about direction. Taking charge of your professional trajectory empowers you to align your career path with your passions, values, and long-term aspirations. You can steer your journey toward roles and opportunities that resonate with your true calling, leading to a more fulfilling and purpose-driven professional life.

        But it's not just about career advancement, by owning your career, you also contribute to your overall job satisfaction. When your career aligns with your personal goals, you will be more fulfilled. Even when you face challenges, they will be more enjoyable because you know they are helping you reach the next level. It's building on YOUR vision and not someone else's.

        Owning your career demands dedication, resilience, and adaptability. It requires a willingness to step out of your comfort zone, embrace continuous learning, and navigate through obstacles and setbacks. However, it's precisely these challenges that foster personal growth and resilience, ultimately contributing to your overall career acceleration.

        The speed at which your career progresses is intricately tied to your level of ownership and proactive engagement. By taking the initiative, setting goals, showcasing your value, and aligning your path with your aspirations, you not only accelerate your career but also shape it in a way that aligns with your true purpose. Remember, your career is a journey you actively shape, not a destination someone takes you to.

        Just by being a subscriber to this podcast, you've already shown that these things matter to you, take the extra steps of building your IDP and communicating it with your leaders. If you need an IDP template, I have a free template available by request. Go to the ManagingACareer.com website and request the IDP template via the contact form.

        ]]> Today, we're tackling a question that's crucial for everyone navigating the professional landscape: how much faster does your career progress if you actively own it instead of waiting for your career to happen to you?

        To truly grasp the impact of taking control of your career, let's start by understanding the consequences of a passive approach. Imagine sitting idly by, waiting for opportunities to fall into your lap without actively seeking ways to enhance your skills or expand your network. In this scenario, the clock ticks on, but your professional growth remains stagnant. You may eventually get promoted, but it will depend more on hitting "time in grade" limits for your current pay grade or when people ahead of you move on and you're just "next in line" and promoted by default.

        However, the narrative shifts when you decide to take the wheel. Proactivity becomes the driving force behind your career journey. Instead of waiting, you start identifying your career goals, mapping out the steps needed to achieve them, and actively seeking opportunities for growth. This mindset shift can trigger a significant difference in the speed and direction of your career progression. This is essentially the process I detail in Episode 002 - Individual Development Plan.

        But how exactly does this proactive approach fast-track your career progression? It's about taking strategic action. By actively owning your career, you're more likely to set ambitious yet achievable goals, create a clear roadmap for professional advancement, and actively seek out opportunities for growth. This intentionality and focus lead to quicker skill development, increased visibility, and a stronger professional network.

        Additionally, owning your career allows you to become a master of your own narrative. Instead of being defined solely by external circumstances, you shape your story through your actions, achievements, and perseverance. Your proactive approach enables you to showcase your capabilities, expertise, and potential, positioning you as a valuable asset in your field.

        It's crucial to recognize that owning your career isn't just about speed. It's also about direction. Taking charge of your professional trajectory empowers you to align your career path with your passions, values, and long-term aspirations. You can steer your journey toward roles and opportunities that resonate with your true calling, leading to a more fulfilling and purpose-driven professional life.

        But it's not just about career advancement, by owning your career, you also contribute to your overall job satisfaction. When your career aligns with your personal goals, you will be more fulfilled. Even when you face challenges, they will be more enjoyable because you know they are helping you reach the next level. It's building on YOUR vision and not someone else's.

        Owning your career demands dedication, resilience, and adaptability. It requires a willingness to step out of your comfort zone, embrace continuous learning, and navigate through obstacles and setbacks. However, it's precisely these challenges that foster personal growth and resilience, ultimately contributing to your overall career acceleration.

        The speed at which your career progresses is intricately tied to your level of ownership and proactive engagement. By taking the initiative, setting goals, showcasing your value, and aligning your path with your aspirations, you not only accelerate your career but also shape it in a way that aligns with your true purpose. Remember, your career is a journey you actively shape, not a destination someone takes you to.

        Just by being a subscriber to this podcast, you've already shown that these things matter to you, take the extra steps of building your IDP and communicating it with your leaders. If you need an IDP template, I have a free template available by request. Go to the ManagingACareer.com website and request the IDP template via the contact form.

        ]]>a0167f6d-9571-4328-9610-aee2fb93fae8Mon, 06 Nov 2023 21:00:00 -050005:13falsefull2525Preparing for the end of the year - MAC024 For many companies, the end of the year is a time when employees have their annual reviews. Today, we'll talk about the things you can do with what's left of the year to prepare.

        Review your incomplete goals. Start by looking at the goals that were set for you at the beginning of the year. If there are any that are incomplete, are you on track to complete them by the end of the year? How do your current priorities align with completing them? If your priorities have changed, can you negotiate updates to your goals? These conversations should be ongoing throughout the year, but as you approach the end of the year, it's even more important to address them before your annual review.

        Prepare your self-assessment. For most people, writing a self-assessment generally feels like a chore, but for those looking to get ahead, it should be an opportunity to make your case. Obviously, cover all of the goals that you have been able to complete, but also use your self-assessment to document the value that you have provided during the past year. If your tasks can be traced back to key performance indicators such as revenue or profit, showcase your contribution. If your work impacts the number of widgets your company produces, document how many additional widgets were produced because of your actions.

        For the goals that will not be completed by the end of the year, document why they weren't completed. If possible, you will also want to document what changes you will make so that you'll be able to complete them in the future.

        Seek peer feedback. If your company does not include a formal peer review process, make an effort to collect feedback from your peers to be included in your self-assessment. Have them describe what it was like to work with you and how you contributed to THEIR success. As covered in Episode 016 - What does it mean to be a leader, being a leader is about enabling your team to do MORE; feedback from peers is a great way to document your leadership skills. Be sure to review Episode 012 - Receiving Effective Feedback to make the most of the comments from your peers.

        Prepare your personal goals for the coming year. Closely associated with the annual review is the goal setting process for the following year. If you have incomplete goals from this year, include goals that address the deficiencies that lead to them. Also, instead of just relying on corporate goals, include personal goals for next year. This will ensure that both you AND your leader are more invested in accomplishing them.

        As you prepare for your end of year, I'm in the process of planning the next year for Managing a Career. In order to best help you, I need your input. What episodes have been the most beneficial? What topics would you like to hear more about? Head over to ManagainACareer.com and leave me a message. As Tom Cruise said in Jerry Maguire, "Help me…..help you."

        ]]> For many companies, the end of the year is a time when employees have their annual reviews. Today, we'll talk about the things you can do with what's left of the year to prepare.

        Review your incomplete goals. Start by looking at the goals that were set for you at the beginning of the year. If there are any that are incomplete, are you on track to complete them by the end of the year? How do your current priorities align with completing them? If your priorities have changed, can you negotiate updates to your goals? These conversations should be ongoing throughout the year, but as you approach the end of the year, it's even more important to address them before your annual review.

        Prepare your self-assessment. For most people, writing a self-assessment generally feels like a chore, but for those looking to get ahead, it should be an opportunity to make your case. Obviously, cover all of the goals that you have been able to complete, but also use your self-assessment to document the value that you have provided during the past year. If your tasks can be traced back to key performance indicators such as revenue or profit, showcase your contribution. If your work impacts the number of widgets your company produces, document how many additional widgets were produced because of your actions.

        For the goals that will not be completed by the end of the year, document why they weren't completed. If possible, you will also want to document what changes you will make so that you'll be able to complete them in the future.

        Seek peer feedback. If your company does not include a formal peer review process, make an effort to collect feedback from your peers to be included in your self-assessment. Have them describe what it was like to work with you and how you contributed to THEIR success. As covered in Episode 016 - What does it mean to be a leader, being a leader is about enabling your team to do MORE; feedback from peers is a great way to document your leadership skills. Be sure to review Episode 012 - Receiving Effective Feedback to make the most of the comments from your peers.

        Prepare your personal goals for the coming year. Closely associated with the annual review is the goal setting process for the following year. If you have incomplete goals from this year, include goals that address the deficiencies that lead to them. Also, instead of just relying on corporate goals, include personal goals for next year. This will ensure that both you AND your leader are more invested in accomplishing them.

        As you prepare for your end of year, I'm in the process of planning the next year for Managing a Career. In order to best help you, I need your input. What episodes have been the most beneficial? What topics would you like to hear more about? Head over to ManagainACareer.com and leave me a message. As Tom Cruise said in Jerry Maguire, "Help me…..help you."

        ]]>49ffa121-4e1a-4d1c-8cb5-8d99ab687b8fMon, 30 Oct 2023 20:00:00 -050004:12falsefull2424Can you be successful working remotely? - MAC023 During a recent one-on-one with a member of my team, the question came up as to whether someone can be successful when working remote. I'll start with the answer. Yes…..assuming your work can actually be done somewhere other than the office and if you put in the work, you can be successful working remote. But that caveat -- if you put in the work -- is the important part. So, for the rest of the episode, I'm going to dive into that in more detail.

        Obviously, the first question is are you able to complete your actual work when you work remotely. If you need the structure of an office environment or if you have too many distractions at home, you may find it difficult. But, if you have a way to remove the distractions such as having a dedicated office and have sufficient discipline completing the tasks regularly assigned to you shouldn't be an issue.

        Regardless of where you are in your career, your success when working remote will be predicated on your ability to build relationships with others at your company. The types of relationships will differ based on the phase of your career, but ultimately, it will boil down to building and maintaining relationships across your company.

        To start, humans are visual creatures. Utilize your webcam as often as possible. There's something to be said for the adage of "out of sight, out of mind". By working remotely, you aren't going to be there for others to observe. By using your webcam in every meeting, you can offset some of that perception. If you're worried about people seeing where you live, look for a way to position your camera so that your room is shielded, either by putting a wall behind you or hanging some sort of backdrop like a sheet --- or even purchasing a green screen. They have products that include a stand so that they can be easily put up and taken down if you don't have the ability to keep it up all of the time.

        When you are early in your career, you are learning. Learning how the company works….how to do your work…..what are the processes you need to follow. When this information is not readily available in the SOP documents provided by your team, you will need to be able to reach out to more senior members of your team to get their insights; this will require that you have a good relationship with those senior members. When you work in the same office, these types of relationships can be fostered through casual conversations that happen during down time such as lunch of a coffee break -- or even just in the hall when passing.

        In a remote world, you can build these casual relationships by being ACTIVE in every team and project meeting. If you're quiet, can be overlooked or forgotten; make a point of speaking up and providing input. If there are non-work conversations -- either before or at the end of a meeting -- participate. Pay attention to the answers given by the group and reference them in the future. If you show an interest in people, they'll take an interest in you. Don't be afraid to schedule regular virtual coffee breaks with members of your team. It may be awkward at first because they don't have the impromptu nature of in-person coffee breaks, but over time, things will normalize and they can be productive in building relationships. Lastly, be helpful to others. People will reciprocate when they receive help.

        As you transition from a more junior role to a more senior role, you'll still need to build relationships within your team, but you also need to begin building and maintaining relationships with people outside of your team. When those people are still peers, building those relationships is still just a matter of the same guidelines as before -- participate in project meetings, schedule virtual coffee breaks, and in general, show an interest in the other people. However, when the people you need to build relationships with are leaders or executives, you might need to take a different approach.

        Many leaders sponsor or champion initiatives within the company. These initiatives often fall into categories called Diversity Councils or Employee Resource Groups. They have other names, but these groups are often "extracurricular" groups that gather to support various sub-groups of the employees at the company. If you can determine which groups the leader is involved with, you can join those groups and BE active. This will lead to visibility and can be a catalyst to creating the relationships with those leaders.

        If you have the ability, even when working remotely, try to schedule some days that you can travel to the office, even if it's only once or twice per month. Schedule your in-office days to maximize your in-person meetings with those you need to engage with. Schedule a lunch with someone you don't have project related meetings with. In the days that you are in the office, put a priority on relationship building activities -- even over completing actual work.

        As you've seen, there is a lot of work in building relationships remotely, but by putting in the effort, you can still build real meaningful relationships. With strong relationships, you can be successful while still working remotely. I'd like to hear from you about how you are maintaining relationships while working remotely. Go to ManagingACareer.com and leave me feedback telling me the strategies you are using.

        ]]> During a recent one-on-one with a member of my team, the question came up as to whether someone can be successful when working remote. I'll start with the answer. Yes…..assuming your work can actually be done somewhere other than the office and if you put in the work, you can be successful working remote. But that caveat -- if you put in the work -- is the important part. So, for the rest of the episode, I'm going to dive into that in more detail.

        Obviously, the first question is are you able to complete your actual work when you work remotely. If you need the structure of an office environment or if you have too many distractions at home, you may find it difficult. But, if you have a way to remove the distractions such as having a dedicated office and have sufficient discipline completing the tasks regularly assigned to you shouldn't be an issue.

        Regardless of where you are in your career, your success when working remote will be predicated on your ability to build relationships with others at your company. The types of relationships will differ based on the phase of your career, but ultimately, it will boil down to building and maintaining relationships across your company.

        To start, humans are visual creatures. Utilize your webcam as often as possible. There's something to be said for the adage of "out of sight, out of mind". By working remotely, you aren't going to be there for others to observe. By using your webcam in every meeting, you can offset some of that perception. If you're worried about people seeing where you live, look for a way to position your camera so that your room is shielded, either by putting a wall behind you or hanging some sort of backdrop like a sheet --- or even purchasing a green screen. They have products that include a stand so that they can be easily put up and taken down if you don't have the ability to keep it up all of the time.

        When you are early in your career, you are learning. Learning how the company works….how to do your work…..what are the processes you need to follow. When this information is not readily available in the SOP documents provided by your team, you will need to be able to reach out to more senior members of your team to get their insights; this will require that you have a good relationship with those senior members. When you work in the same office, these types of relationships can be fostered through casual conversations that happen during down time such as lunch of a coffee break -- or even just in the hall when passing.

        In a remote world, you can build these casual relationships by being ACTIVE in every team and project meeting. If you're quiet, can be overlooked or forgotten; make a point of speaking up and providing input. If there are non-work conversations -- either before or at the end of a meeting -- participate. Pay attention to the answers given by the group and reference them in the future. If you show an interest in people, they'll take an interest in you. Don't be afraid to schedule regular virtual coffee breaks with members of your team. It may be awkward at first because they don't have the impromptu nature of in-person coffee breaks, but over time, things will normalize and they can be productive in building relationships. Lastly, be helpful to others. People will reciprocate when they receive help.

        As you transition from a more junior role to a more senior role, you'll still need to build relationships within your team, but you also need to begin building and maintaining relationships with people outside of your team. When those people are still peers, building those relationships is still just a matter of the same guidelines as before -- participate in project meetings, schedule virtual coffee breaks, and in general, show an interest in the other people. However, when the people you need to build relationships with are leaders or executives, you might need to take a different approach.

        Many leaders sponsor or champion initiatives within the company. These initiatives often fall into categories called Diversity Councils or Employee Resource Groups. They have other names, but these groups are often "extracurricular" groups that gather to support various sub-groups of the employees at the company. If you can determine which groups the leader is involved with, you can join those groups and BE active. This will lead to visibility and can be a catalyst to creating the relationships with those leaders.

        If you have the ability, even when working remotely, try to schedule some days that you can travel to the office, even if it's only once or twice per month. Schedule your in-office days to maximize your in-person meetings with those you need to engage with. Schedule a lunch with someone you don't have project related meetings with. In the days that you are in the office, put a priority on relationship building activities -- even over completing actual work.

        As you've seen, there is a lot of work in building relationships remotely, but by putting in the effort, you can still build real meaningful relationships. With strong relationships, you can be successful while still working remotely. I'd like to hear from you about how you are maintaining relationships while working remotely. Go to ManagingACareer.com and leave me feedback telling me the strategies you are using.

        ]]>22f96583-d1ed-4b50-b34f-705c658909dcMon, 23 Oct 2023 20:00:00 -050006:18falsefull2323Interviewing Candidates - MAC022If you are in any of the LinkedIn groups related to your profession, you've likely come across posts that list questions and answers that are core to your field. These are the types of questions I would expect to see on a university or certification exam. These questions are intended to show a level of mastery but, as evidenced by the number of posts offering common examples, a candidate can study for the interview whether they have any first-hand knowledge of the content or not.

        I have been interviewing candidates for over twenty years and have never resorted to using this "test question" style of interview. In that time, I have had very few "misses" in terms of choosing a candidate that is successful within the team. Instead of asking a lot of test questions, I simply have a conversation with the candidate.

        My field is software development, so the conversations I have with candidates is to have them describe the projects they've worked on and what design decisions were made to create it. I'm not listening for the specifics of the project but to see if they understand the constraints that lead to those decisions. There are often multiple ways to solve a problem and each one has pros and cons. If they understand the relationship of those criteria and how the environment of the company influenced them, they are showing more critical thinking than just being able to recite the nuances of any particular design pattern.

        Your field likely has similar types of decision points and hiring a candidate with good critical thinking skills is far more important than someone who knows the answers to some contrived questions. In the real world, people do not work in a vacuum and they have access to various resources such as search engines and books that and provide the specifics of industry accepted practices…..which often change over time anyway.

        If you watch for non-verbal cues as they describe their previous projects such as when their eyes glint from excitement or the cadence of their speech quickens, you can see what concepts they understand best without directly asking. If you're asking test questions, these cues will be harder to discern as they'll be focused on the correctness of their answers.

        The other things that I look for in a candidate are the desire to learn and the willingness to share knowledge. With the desire to learn, I know that even without specific experience they'll still be able to be productive over time as the learn the processes of the team. And because the other members of the team were hired for THEIR willingness to share knowledge, I know that the team will support the new member to help them progress quickly. What I've found is that with these three attributes -- critical thinking, desire to learn, and willingness to share -- a candidate will usually fit in with the team and have the potential to be a top performer.

        So, what attributes do you look for when you are expanding your team? Hop over to the Managing A Career community and tell us what you think is important.

        ]]>If you are in any of the LinkedIn groups related to your profession, you've likely come across posts that list questions and answers that are core to your field. These are the types of questions I would expect to see on a university or certification exam. These questions are intended to show a level of mastery but, as evidenced by the number of posts offering common examples, a candidate can study for the interview whether they have any first-hand knowledge of the content or not.

        I have been interviewing candidates for over twenty years and have never resorted to using this "test question" style of interview. In that time, I have had very few "misses" in terms of choosing a candidate that is successful within the team. Instead of asking a lot of test questions, I simply have a conversation with the candidate.

        My field is software development, so the conversations I have with candidates is to have them describe the projects they've worked on and what design decisions were made to create it. I'm not listening for the specifics of the project but to see if they understand the constraints that lead to those decisions. There are often multiple ways to solve a problem and each one has pros and cons. If they understand the relationship of those criteria and how the environment of the company influenced them, they are showing more critical thinking than just being able to recite the nuances of any particular design pattern.

        Your field likely has similar types of decision points and hiring a candidate with good critical thinking skills is far more important than someone who knows the answers to some contrived questions. In the real world, people do not work in a vacuum and they have access to various resources such as search engines and books that and provide the specifics of industry accepted practices…..which often change over time anyway.

        If you watch for non-verbal cues as they describe their previous projects such as when their eyes glint from excitement or the cadence of their speech quickens, you can see what concepts they understand best without directly asking. If you're asking test questions, these cues will be harder to discern as they'll be focused on the correctness of their answers.

        The other things that I look for in a candidate are the desire to learn and the willingness to share knowledge. With the desire to learn, I know that even without specific experience they'll still be able to be productive over time as the learn the processes of the team. And because the other members of the team were hired for THEIR willingness to share knowledge, I know that the team will support the new member to help them progress quickly. What I've found is that with these three attributes -- critical thinking, desire to learn, and willingness to share -- a candidate will usually fit in with the team and have the potential to be a top performer.

        So, what attributes do you look for when you are expanding your team? Hop over to the Managing A Career community and tell us what you think is important.

        ]]>8bc5273d-6aaa-4d3e-967c-38002ff5f5e9Mon, 16 Oct 2023 20:00:00 -050004:12falsefull2222Progress Report - MAC015 to MAC020 These past six episodes have covered a lot of good content. Have you spent any time implementing the ideas in your career?

        Episode 015 - Asking vs Guessing was about how some people default to Ask mode where they will ask for everything expecting to get a "Yes" only to the things that really matter. Whereas other people default to Guess mode where they try to guess when they will get a "Yes" and only ask then. But, asking a guesser or guessing with an asker can lead to potential team dynamic issues that you'll need to correctly navigate.

        In Episode 016 - What does it mean to be a leader? I cover some internally focused activities you can engage in to show leadership and then I cover some externally focused activities. As your career progresses, you will need to make the transition from internal to external facing leadership in order to reach higher levels.

        I spend some time talking about The Career Ladder in Episode 017. Looking at Junior Level, Senior Level, Management Level, and Executive Level and the expectations in terms of responsibilities as well as length of tenure should give you an idea of where you are and where you should be based on typical progression timelines.

        Episode 018 - Selling Yourself provides a lot of insight into how providing a strong message of the value you provide to the company can set you apart from other people when it comes time to get ahead. Start by having something to "sell", so build up your skills and deliver on your projects. Know your strengths because those are going to be the aspects that you showcase. Identify your value to the company and make sure that the key decision makers are aware of it. And lastly, look for a champion who can vouch for you.

        Probably the most important episode of these last six weeks is Episode 019 - Work / Life balance. Make sure you are spending an appropriate amount of time on non-work related activities and relationships to ensure that you don't find yourself in a position of burn-out.

        And the last Episode, number 020 - Re-organizations, I talk about how this time of year is when companies like to start talking about shaking up the organization. If you are prepared, it can be a time of great opportunity to gain new and higher-level responsibilities. This can put you on a faster path to the next level.

        If you missed any of this information or just need a refresher, the links to each episode are in the show notes as well as on the website at https://ManagingACareer.com. Click back through and listen to them again. The episodes are short, but are dense with information.

        ]]> These past six episodes have covered a lot of good content. Have you spent any time implementing the ideas in your career?

        Episode 015 - Asking vs Guessing was about how some people default to Ask mode where they will ask for everything expecting to get a "Yes" only to the things that really matter. Whereas other people default to Guess mode where they try to guess when they will get a "Yes" and only ask then. But, asking a guesser or guessing with an asker can lead to potential team dynamic issues that you'll need to correctly navigate.

        In Episode 016 - What does it mean to be a leader? I cover some internally focused activities you can engage in to show leadership and then I cover some externally focused activities. As your career progresses, you will need to make the transition from internal to external facing leadership in order to reach higher levels.

        I spend some time talking about The Career Ladder in Episode 017. Looking at Junior Level, Senior Level, Management Level, and Executive Level and the expectations in terms of responsibilities as well as length of tenure should give you an idea of where you are and where you should be based on typical progression timelines.

        Episode 018 - Selling Yourself provides a lot of insight into how providing a strong message of the value you provide to the company can set you apart from other people when it comes time to get ahead. Start by having something to "sell", so build up your skills and deliver on your projects. Know your strengths because those are going to be the aspects that you showcase. Identify your value to the company and make sure that the key decision makers are aware of it. And lastly, look for a champion who can vouch for you.

        Probably the most important episode of these last six weeks is Episode 019 - Work / Life balance. Make sure you are spending an appropriate amount of time on non-work related activities and relationships to ensure that you don't find yourself in a position of burn-out.

        And the last Episode, number 020 - Re-organizations, I talk about how this time of year is when companies like to start talking about shaking up the organization. If you are prepared, it can be a time of great opportunity to gain new and higher-level responsibilities. This can put you on a faster path to the next level.

        If you missed any of this information or just need a refresher, the links to each episode are in the show notes as well as on the website at https://ManagingACareer.com. Click back through and listen to them again. The episodes are short, but are dense with information.

        ]]>253b22e0-cb77-4eb2-b577-e026e0692b45Mon, 09 Oct 2023 20:00:00 -050003:47falsefull2121Reorganizations - MAC020If you're listening to this podcast in real time, the calendar has just flipped to October. This is often when discussions begin within a company that a reorganization (often shortened to "reorg") might be necessary. Many reorgs take effect as the fiscal year changes for the company and the fiscal calendar for many companies follows the regular calendar. With all of the holiday and vacation time taken in the final months of the year, initial discussions typically start in October.

        Let's take a look at the various reasons why a company may decide to reorganize and what sort of personal impact each reorg could have for you.

        The first reason for a reorg is a significant change in the business. This could be something like a merger or acquisition or changing market conditions. These reorganizations are focused on streamlining the business and bringing functions that are closely related under a common management structure. This allows for decisions that optimize these functions to be made faster because they can be made at a lower level of management without needing to escalate everything to the executive level.

        Another reason that could lead a company to reorganize is when they change their product mix. This could include eliminating an obsolete product or launching a new product. Similar to a merger, these reorgs will often be focused on higher level changes with less impact to the individual teams unless the team is directly involved with the products being changed.

        The third condition that could lead to a reorganization is change in executive level personnel. When a new high level executive takes the reigns, they often have their own ideas of how their department will work best. These reorgs are often more disruptive to the management chain because they are changing the fundamental method by which teams are formed. For example, teams could be organized by function or by region or by product line.

        Regardless of the fundamental reason for the reorganization, there are several ways that you can use them to your advantage.

        The first and most obvious benefit is that if decisions are pushed to lower management chains, you can look for opportunities to either contribute to or possibly even completely own larger decisions than you previously did. Pay attention to the changes going on above you and see which responsibilities your management chain is gaining. Look for new and unexpected challenges and proactively offer solutions.

        Another thing to consider is that any time there is chaos, look to see what is falling through the cracks. What processes are lacking an owner? Claiming these overlooked processes can show initiative putting you on a fast track for advancement. For large enough processes, you may even be able to carve out a team, giving a chance to transition from an individual role to a management role. Just be careful to make sure that the process isn't one slated to be eliminated or replaced as part of the new structure.

        If you find yourself part of a newly formed team, it's time to establish yourself as a decisive leader. Grasping new responsibilities quickly and leading by example can help you stand out. When your manager is new to the team you can become the trusted confidant gaining prestige within the team.

        Lastly, during times of reorganization, look for ways to expand your network. Leverage your former teammates to be introduced to their new management chain. Also, join cross-functional transition teams to be exposed to people across the new organization. And, of course, build relationships with your new team.

        Reorganizations bring change an uncertainty, but they also bring opportunities. As I covered in episode 013 - A Little Bit of Luck, luck is when preparation meets opportunity. If you are prepared to take advantage of the change, you can use the opportunity to get ahead.

        If you are getting value from this podcast, I would appreciate if you help me spread the word. One way to spread the word is to provide social proof through ratings and reviews. Use your podcast app to leave a review or go to the review page on ManagingACareer.com and leave a review. I'm always looking to improve and all feedback is appreciated.

        ]]>If you're listening to this podcast in real time, the calendar has just flipped to October. This is often when discussions begin within a company that a reorganization (often shortened to "reorg") might be necessary. Many reorgs take effect as the fiscal year changes for the company and the fiscal calendar for many companies follows the regular calendar. With all of the holiday and vacation time taken in the final months of the year, initial discussions typically start in October.

        Let's take a look at the various reasons why a company may decide to reorganize and what sort of personal impact each reorg could have for you.

        The first reason for a reorg is a significant change in the business. This could be something like a merger or acquisition or changing market conditions. These reorganizations are focused on streamlining the business and bringing functions that are closely related under a common management structure. This allows for decisions that optimize these functions to be made faster because they can be made at a lower level of management without needing to escalate everything to the executive level.

        Another reason that could lead a company to reorganize is when they change their product mix. This could include eliminating an obsolete product or launching a new product. Similar to a merger, these reorgs will often be focused on higher level changes with less impact to the individual teams unless the team is directly involved with the products being changed.

        The third condition that could lead to a reorganization is change in executive level personnel. When a new high level executive takes the reigns, they often have their own ideas of how their department will work best. These reorgs are often more disruptive to the management chain because they are changing the fundamental method by which teams are formed. For example, teams could be organized by function or by region or by product line.

        Regardless of the fundamental reason for the reorganization, there are several ways that you can use them to your advantage.

        The first and most obvious benefit is that if decisions are pushed to lower management chains, you can look for opportunities to either contribute to or possibly even completely own larger decisions than you previously did. Pay attention to the changes going on above you and see which responsibilities your management chain is gaining. Look for new and unexpected challenges and proactively offer solutions.

        Another thing to consider is that any time there is chaos, look to see what is falling through the cracks. What processes are lacking an owner? Claiming these overlooked processes can show initiative putting you on a fast track for advancement. For large enough processes, you may even be able to carve out a team, giving a chance to transition from an individual role to a management role. Just be careful to make sure that the process isn't one slated to be eliminated or replaced as part of the new structure.

        If you find yourself part of a newly formed team, it's time to establish yourself as a decisive leader. Grasping new responsibilities quickly and leading by example can help you stand out. When your manager is new to the team you can become the trusted confidant gaining prestige within the team.

        Lastly, during times of reorganization, look for ways to expand your network. Leverage your former teammates to be introduced to their new management chain. Also, join cross-functional transition teams to be exposed to people across the new organization. And, of course, build relationships with your new team.

        Reorganizations bring change an uncertainty, but they also bring opportunities. As I covered in episode 013 - A Little Bit of Luck, luck is when preparation meets opportunity. If you are prepared to take advantage of the change, you can use the opportunity to get ahead.

        If you are getting value from this podcast, I would appreciate if you help me spread the word. One way to spread the word is to provide social proof through ratings and reviews. Use your podcast app to leave a review or go to the review page on ManagingACareer.com and leave a review. I'm always looking to improve and all feedback is appreciated.

        ]]>ddc26188-8bc3-464f-b927-16dcb86dd1a7Mon, 02 Oct 2023 20:00:00 -050005:31falsefull2020Work / Life Balance - MAC019 This week, we take a break from looking at career advancement and we focus on the "life" side of the work/life balance equation. While everyone has a different idea of what their non-work life should look like, ensuring that you have adequate time to spend on it will actually help your career. If work consumes all of your waking hours, no matter how much you enjoy it, you'll eventually face exhaustion and burn-out.

        Your health. When you're exhausted and your body is run down, you're more susceptible to illness or other conditions that could impact your ability to perform your job. Be sure to get adequate rest and proper nutrition. If you are feeling overwhelmed or stressed, look for ways to take a mental break.

        Your family. There's been a meme going around recently that more or less says "the only people who will remember that you worked late are your family". While family may be WHY we work, most people don't perform work that is so important that we shouldn't prioritize family. Does this mean that we need to spend as many hours with the family as we do on work? No. But it does mean that you should consider the impact to the family when spending extra hours on work.

        Relaxation and fun. Everyone should have some sort of escape that allows them to take a mental break from their job. The lists of possible activities is long, but just being able to change your focus away from work gives you a reprieve and allow your subconscious time to grind on any issues that you're facing.

        Health, family, and fun are the components of a balanced life. But how do you ensure that you have time to spend on them?

        Compartmentalize. The number one technique is to find a way to separate work from home. If you commute to work, use the transition to switch between home and work modes. If you work from home, try to isolate the area where you perform work and close it off as you end your day. If you receive notifications such as on your mobile device, try to turn them off or limit how often you review them. If necessary, create a schedule and make clear the lines between work and "life".

        Understand that your work is not *THAT* important. For most people, the output of their work is either directly or indirectly to generate money for the company they work for. If your project is late it isn't life or death and just results in less money for the company. When work is placing demands on you, try to negotiate how those demands are fulfilled. Can you work those overtime hours from home after your kids go to bed? Can you get extra time off at the completion of the project?

        Focus on quality. In any given work day, you only have 24 hours. If 8 hours are spent sleeping and 8 hours are spend working, that only leaves 8 hours left for commuting and eating and errands and "life". That's not going to be very much time that you have to spend on either your family or your hobbies. With what time you have, make sure you spend it well.

        Communicate. When the life side of your equation involves other people, check in with them often. Make sure they have a say in how work encroaches on THEIR time. When the work side of the equation is making additional demands, let them know when you have family commitments or what it "costs" in terms of your family relationships.

        It is possible to have a successful career and a healthy balanced life. So, this week, my call to action for you is to go out and have fun. Don't think about work. Be all in. If you have a family, include them. If you can afford to take a day or two off.

        ]]> This week, we take a break from looking at career advancement and we focus on the "life" side of the work/life balance equation. While everyone has a different idea of what their non-work life should look like, ensuring that you have adequate time to spend on it will actually help your career. If work consumes all of your waking hours, no matter how much you enjoy it, you'll eventually face exhaustion and burn-out.

        Your health. When you're exhausted and your body is run down, you're more susceptible to illness or other conditions that could impact your ability to perform your job. Be sure to get adequate rest and proper nutrition. If you are feeling overwhelmed or stressed, look for ways to take a mental break.

        Your family. There's been a meme going around recently that more or less says "the only people who will remember that you worked late are your family". While family may be WHY we work, most people don't perform work that is so important that we shouldn't prioritize family. Does this mean that we need to spend as many hours with the family as we do on work? No. But it does mean that you should consider the impact to the family when spending extra hours on work.

        Relaxation and fun. Everyone should have some sort of escape that allows them to take a mental break from their job. The lists of possible activities is long, but just being able to change your focus away from work gives you a reprieve and allow your subconscious time to grind on any issues that you're facing.

        Health, family, and fun are the components of a balanced life. But how do you ensure that you have time to spend on them?

        Compartmentalize. The number one technique is to find a way to separate work from home. If you commute to work, use the transition to switch between home and work modes. If you work from home, try to isolate the area where you perform work and close it off as you end your day. If you receive notifications such as on your mobile device, try to turn them off or limit how often you review them. If necessary, create a schedule and make clear the lines between work and "life".

        Understand that your work is not *THAT* important. For most people, the output of their work is either directly or indirectly to generate money for the company they work for. If your project is late it isn't life or death and just results in less money for the company. When work is placing demands on you, try to negotiate how those demands are fulfilled. Can you work those overtime hours from home after your kids go to bed? Can you get extra time off at the completion of the project?

        Focus on quality. In any given work day, you only have 24 hours. If 8 hours are spent sleeping and 8 hours are spend working, that only leaves 8 hours left for commuting and eating and errands and "life". That's not going to be very much time that you have to spend on either your family or your hobbies. With what time you have, make sure you spend it well.

        Communicate. When the life side of your equation involves other people, check in with them often. Make sure they have a say in how work encroaches on THEIR time. When the work side of the equation is making additional demands, let them know when you have family commitments or what it "costs" in terms of your family relationships.

        It is possible to have a successful career and a healthy balanced life. So, this week, my call to action for you is to go out and have fun. Don't think about work. Be all in. If you have a family, include them. If you can afford to take a day or two off.

        ]]>8ee809d9-7e95-4426-b179-8bd662efc304Mon, 25 Sep 2023 20:00:00 -050004:43falsefull1919Selling Yourself - MAC018As I covered in last week's episode on the Corporate Ladder - Episode 017, you may eventually reach a point in your career where the next rung has a limited number of opportunities to progress. In Episode 13 - A Little Bit of Luck, I talked about how luck is when preparation meets opportunity and that sometimes you have to make your own luck.

        When the advancement will involve competition with others, you will need to have laid the groundwork in advance. You never know when an opportunity will appear, so you will need to be ready, so start today.

        There are several key areas that you'll need to address before you can start selling yourself. So let's take a look at them.

        Have something to sell. Build your skills, complete your projects and in general, do good work. These are the baseline requirements, but without it, none of the rest matters.

        Know your strengths. You are going to be formulating a marketing plan and you will need to know what attributes to emphasize. Do a personal inventory and figure out what you do better than everyone else -- what sets you apart. If those strengths are not in alignment with the next level, update your IDP - Episode 002 and work with your leader to create an action plan to build those new strengths.

        Identify your worth. Review your recent projects. How much value did they provide to the business -- not just in terms of capability, but in real numbers. Were there cost savings or cost avoidance? Time savings and efficiencies? Review Episode 001 - Higher Level Tasks and Episode 006 - Is your work Important or Urgent and focus on finding high-value assignments.

        Find a spokesperson or champion. If you've built a strong network, this step will be easy. But try to figure out who do you know that will vouch for your capabilities and value? Is that someone who's voice matters? If you don't have a strong voice in your camp, start building your network.

        Once all of the components are in place, you are ready to begin marketing. The thing about marketing is that it's a long game. It's about understanding the needs of the customer (the people in control of any future promotion) and adjusting the product (you) to meet those needs. This means that you need to understand what aspects will be considered when a promotion opportunity is available and make sure that you have aligned your strengths and values to them.

        Another aspect of your personal marketing plan is that there should be a clear and consistent message. The old adage of "out of sight, out of mind" holds true here. You need to find a way to showcase your strengths and values -- and their alignment with the previously identified needs -- on a regular basis. I know most people don't enjoy writing status reports, but a well-crafted status report could serve these purposes well.

        In a future episode, I'll cover more in-depth on what a good status report looks like, but in short, focus less on completed tasks and focus more on value provided. Send them "frequently enough, but not too often" such that you aren't annoying the recipients. Don't be afraid to include set-backs as long as you provide details on how you are either resolving them or preventing them in the future -- showing how you can handle adversity will build confidence and trust in you which is never a bad thing. Regardless of how you deliver the message, being persistent but tactful will allow you to stay front-of-mind with the ultimate deciders.

        I'd love to hear from you. Access the ManagingACareer.com website and let me know how this podcast has helped you in your career development. From the website, jump to the community and answer this week's poll about how frequently should one send out a status report.

        ]]>As I covered in last week's episode on the Corporate Ladder - Episode 017, you may eventually reach a point in your career where the next rung has a limited number of opportunities to progress. In Episode 13 - A Little Bit of Luck, I talked about how luck is when preparation meets opportunity and that sometimes you have to make your own luck.

        When the advancement will involve competition with others, you will need to have laid the groundwork in advance. You never know when an opportunity will appear, so you will need to be ready, so start today.

        There are several key areas that you'll need to address before you can start selling yourself. So let's take a look at them.

        Have something to sell. Build your skills, complete your projects and in general, do good work. These are the baseline requirements, but without it, none of the rest matters.

        Know your strengths. You are going to be formulating a marketing plan and you will need to know what attributes to emphasize. Do a personal inventory and figure out what you do better than everyone else -- what sets you apart. If those strengths are not in alignment with the next level, update your IDP - Episode 002 and work with your leader to create an action plan to build those new strengths.

        Identify your worth. Review your recent projects. How much value did they provide to the business -- not just in terms of capability, but in real numbers. Were there cost savings or cost avoidance? Time savings and efficiencies? Review Episode 001 - Higher Level Tasks and Episode 006 - Is your work Important or Urgent and focus on finding high-value assignments.

        Find a spokesperson or champion. If you've built a strong network, this step will be easy. But try to figure out who do you know that will vouch for your capabilities and value? Is that someone who's voice matters? If you don't have a strong voice in your camp, start building your network.

        Once all of the components are in place, you are ready to begin marketing. The thing about marketing is that it's a long game. It's about understanding the needs of the customer (the people in control of any future promotion) and adjusting the product (you) to meet those needs. This means that you need to understand what aspects will be considered when a promotion opportunity is available and make sure that you have aligned your strengths and values to them.

        Another aspect of your personal marketing plan is that there should be a clear and consistent message. The old adage of "out of sight, out of mind" holds true here. You need to find a way to showcase your strengths and values -- and their alignment with the previously identified needs -- on a regular basis. I know most people don't enjoy writing status reports, but a well-crafted status report could serve these purposes well.

        In a future episode, I'll cover more in-depth on what a good status report looks like, but in short, focus less on completed tasks and focus more on value provided. Send them "frequently enough, but not too often" such that you aren't annoying the recipients. Don't be afraid to include set-backs as long as you provide details on how you are either resolving them or preventing them in the future -- showing how you can handle adversity will build confidence and trust in you which is never a bad thing. Regardless of how you deliver the message, being persistent but tactful will allow you to stay front-of-mind with the ultimate deciders.

        I'd love to hear from you. Access the ManagingACareer.com website and let me know how this podcast has helped you in your career development. From the website, jump to the community and answer this week's poll about how frequently should one send out a status report.

        ]]>2b885a0c-0080-470b-9574-9644b7c31641Mon, 18 Sep 2023 20:00:00 -050004:46falsefull1818The Corporate Ladder - MAC017 For the majority of people, their career is going to last somewhere in the ballpark of forty years depending on when they start and when they decide to retire. While there are no hard and fast rules about how your career should or will progress, there are some generalized trends and milestones that you can expect to hit. Just note that each company is different and that these levels may not equate one-to-one with job titles at the companies you work for -- for example you might be promoted from an "Analyst 1" to an "Analyst 2" and still be considered junior level.

        Unless you are an exception, you're going to start your career at a junior level. While you may have learned a lot of concepts as you trained for this position, your focus in this junior role will be to learn how the real world works compared to the theoretical world of school projects. You are usually following the direction of a more experienced team member. For the most part, you are expected to be competent at your job and generally do "good work". The biggest factor in getting promoted is usually just "time in grade". Depending on the industry you're in and the company you work for, you should expect to be in a junior role for 2 to 5 years.

        Next will be mid-level positions. As you gain knowledge and experience, you will begin to be more autonomous, able to complete regular tasks without much guidance or supervision. By gaining the trust of the leaders, the scope and impact of your assignments will increase. You may even be given full responsibility for smaller projects allowing you to showcase some of your leadership potential (Check out Episode 016 for insights into how to be a good leader). You will also begin to guide and mentor junior team members. In order to progress from a mid-level position, it will require more than just "doing good work". You will need to showcase your ability to have a deeper understanding of your work and perform your work at an advanced level. You will also need to show solid leadership skills, being a senior member of the team means leading projects.

        As far as how long you can expect to be in a mid-level role, it's going to have the most variability. Some people will move through this range quickly -- as fast as two years -- while others will feel like they are languishing at this level "forever" -- potentially as many as 10 years or more. At some companies, there is the additional complication that there may be fewer senior positions such that you must wait for a spot to free up or for the company to expand creating additional positions.

        When you do finally reach the senior level, you will be responsible for leading larger projects and owning the relationship between your team and other teams. You will have an important voice in how projects are addressed by the team. For many, holding a senior level position will be the bulk of their career. You usually reach this level before your career is half over and if you decide not to pursue a management position, it's where you will finish your career.

        For those that choose to transition to management, your focus shifts from doing the tasks of the team to almost exclusively leading the team. Personally, I think the most important responsibility of a manager is to support the career growth of their team. Other responsibilities could include managing budgets, prioritizing projects, and ensuring that the team is achieving the team's goals. But, if you build a good team and allow them to grow, everything else will take care of itself.

        The final rung on the corporate ladder is the executive rung. This is a part of the ladder that few people actually reach. As an executive, you are setting corporate strategy and making decisions with a significant impact to the overall business.

        The amount of time you spend between a senior role, a management role, and an executive role will really depend on your aspirations. You may aspire to reach any of the three levels, but you may also find your climb stalled due to the limited number of opportunities at these levels. Regardless of where you find yourself, in order to progress, look for a good mentor and make some of your own luck (Episode 013).

        Have you mapped out your career plan in an IDP (Episode 002)? If not, access ManagingACareer.com and request your free IDP Template via the contact form.

        ]]> For the majority of people, their career is going to last somewhere in the ballpark of forty years depending on when they start and when they decide to retire. While there are no hard and fast rules about how your career should or will progress, there are some generalized trends and milestones that you can expect to hit. Just note that each company is different and that these levels may not equate one-to-one with job titles at the companies you work for -- for example you might be promoted from an "Analyst 1" to an "Analyst 2" and still be considered junior level.

        Unless you are an exception, you're going to start your career at a junior level. While you may have learned a lot of concepts as you trained for this position, your focus in this junior role will be to learn how the real world works compared to the theoretical world of school projects. You are usually following the direction of a more experienced team member. For the most part, you are expected to be competent at your job and generally do "good work". The biggest factor in getting promoted is usually just "time in grade". Depending on the industry you're in and the company you work for, you should expect to be in a junior role for 2 to 5 years.

        Next will be mid-level positions. As you gain knowledge and experience, you will begin to be more autonomous, able to complete regular tasks without much guidance or supervision. By gaining the trust of the leaders, the scope and impact of your assignments will increase. You may even be given full responsibility for smaller projects allowing you to showcase some of your leadership potential (Check out Episode 016 for insights into how to be a good leader). You will also begin to guide and mentor junior team members. In order to progress from a mid-level position, it will require more than just "doing good work". You will need to showcase your ability to have a deeper understanding of your work and perform your work at an advanced level. You will also need to show solid leadership skills, being a senior member of the team means leading projects.

        As far as how long you can expect to be in a mid-level role, it's going to have the most variability. Some people will move through this range quickly -- as fast as two years -- while others will feel like they are languishing at this level "forever" -- potentially as many as 10 years or more. At some companies, there is the additional complication that there may be fewer senior positions such that you must wait for a spot to free up or for the company to expand creating additional positions.

        When you do finally reach the senior level, you will be responsible for leading larger projects and owning the relationship between your team and other teams. You will have an important voice in how projects are addressed by the team. For many, holding a senior level position will be the bulk of their career. You usually reach this level before your career is half over and if you decide not to pursue a management position, it's where you will finish your career.

        For those that choose to transition to management, your focus shifts from doing the tasks of the team to almost exclusively leading the team. Personally, I think the most important responsibility of a manager is to support the career growth of their team. Other responsibilities could include managing budgets, prioritizing projects, and ensuring that the team is achieving the team's goals. But, if you build a good team and allow them to grow, everything else will take care of itself.

        The final rung on the corporate ladder is the executive rung. This is a part of the ladder that few people actually reach. As an executive, you are setting corporate strategy and making decisions with a significant impact to the overall business.

        The amount of time you spend between a senior role, a management role, and an executive role will really depend on your aspirations. You may aspire to reach any of the three levels, but you may also find your climb stalled due to the limited number of opportunities at these levels. Regardless of where you find yourself, in order to progress, look for a good mentor and make some of your own luck (Episode 013).

        Have you mapped out your career plan in an IDP (Episode 002)? If not, access ManagingACareer.com and request your free IDP Template via the contact form.

        ]]>59f22c79-ec03-47cd-b1ad-1dc0987004c8Mon, 11 Sep 2023 20:00:00 -050005:20falsefull1717What does it mean to be a leader? - MAC016 When your career begins, your key responsibilities are to do your tasks and to grow your skills. With enough time, this is often sufficient to justify a promotion. However, as you reach higher career levels, there comes with it, the expectation that you are not just producing results, but also leading others on your team. Even without the title and responsibility of being a manager, leadership is a skill that everyone should work to develop.

        If I boil "leadership" down into a single concept, I would have to say that being a leader means "enabling your team to do more". That single concept is the key to good leadership. It's not about specific actions, just doing whatever is necessary to improve the ability of your team to produce.

        Initially, leadership is more of an informal activity. Your work output is still expected to maintain near current levels. But, as leadership becomes more formal, it takes up a larger percentage of your day and your direct output will wane. However, as a leader, your indirect output is your impact multiplied through the number of people that you lead. This is why managers may not appear to "do" anything, but, if they are a good leader, they are enabling their team to be more productive than if they were led by someone else.

        The first and easiest form of leadership is one that you can take entirely on your own. It's not one that you need any special permission to take. It's leading by example. When junior team members are unsure of what to do next or are not confident in what decision to take, they'll often defer to senior members. Whether you actively pursue this form of leadership or not, just by nature of experience, you could find yourself in this position. The best thing to do is to recognize the fact and make sure that you are setting a good example for your team.

        While leading by example is a good practice, it can also lead to burnout as you try to continue to produce at a consistently high level. It also has the smallest impact to the improvement of the team. Eventually, you will need to take a more active form of leadership.

        If your team is young and inexperienced, leadership may take the form of education -- often through mentoring and coaching. Teaching them better techniques enables them to do more of their existing tasks. Teaching them additional skills allow them to take on new tasks and do more through expansion of responsibility.

        Another form of leadership is through improving process efficiencies. Leveraging seniority and more experience, you can enable your team by eliminating unnecessary or redundant process steps and by automating steps or entire processes.

        Education and process efficiencies are team focused leadership. Eventually, you will need to turn outwards in order to enable your team.

        Sometimes, leadership is about removing roadblocks. When your team is unable to make progress on their tasks, a leader can leverage their experience, their network, or their authority to help the team resume progress. A leader's experience can help the team find ways around the roadblock. A well-connected leader may know someone who can remove the roadblock or at least a person who can introduce them to someone who can. And lastly, a leader with the proper authority can just command that the roadblock be removed.

        And lastly, another important aspect of leadership is protecting your team. This is often reserved for a leader who is a manager or executive because protection usually involves some sort of political maneuvering. A leader can advocate for help -- either from another team or in the form of growing the team -- if the team is asked to do more than they are capable of or work that they do not have the skills to do. A leader can help resolve conflict across teams. Or, a leader can protect the team from excessive work or unnecessary process.

        Whether formally or informally, leadership qualities are a key component of advancement. We've discussed several types of leadership today, so spend time in the coming weeks and months working on those skills.

        If you're finding these podcast episodes helpful but want to hear more, why don't you go to ManagingACareer.com and leave me a message via the contact form. I'd love to hear what topics you would like me to cover in a future episode.

        ]]> When your career begins, your key responsibilities are to do your tasks and to grow your skills. With enough time, this is often sufficient to justify a promotion. However, as you reach higher career levels, there comes with it, the expectation that you are not just producing results, but also leading others on your team. Even without the title and responsibility of being a manager, leadership is a skill that everyone should work to develop.

        If I boil "leadership" down into a single concept, I would have to say that being a leader means "enabling your team to do more". That single concept is the key to good leadership. It's not about specific actions, just doing whatever is necessary to improve the ability of your team to produce.

        Initially, leadership is more of an informal activity. Your work output is still expected to maintain near current levels. But, as leadership becomes more formal, it takes up a larger percentage of your day and your direct output will wane. However, as a leader, your indirect output is your impact multiplied through the number of people that you lead. This is why managers may not appear to "do" anything, but, if they are a good leader, they are enabling their team to be more productive than if they were led by someone else.

        The first and easiest form of leadership is one that you can take entirely on your own. It's not one that you need any special permission to take. It's leading by example. When junior team members are unsure of what to do next or are not confident in what decision to take, they'll often defer to senior members. Whether you actively pursue this form of leadership or not, just by nature of experience, you could find yourself in this position. The best thing to do is to recognize the fact and make sure that you are setting a good example for your team.

        While leading by example is a good practice, it can also lead to burnout as you try to continue to produce at a consistently high level. It also has the smallest impact to the improvement of the team. Eventually, you will need to take a more active form of leadership.

        If your team is young and inexperienced, leadership may take the form of education -- often through mentoring and coaching. Teaching them better techniques enables them to do more of their existing tasks. Teaching them additional skills allow them to take on new tasks and do more through expansion of responsibility.

        Another form of leadership is through improving process efficiencies. Leveraging seniority and more experience, you can enable your team by eliminating unnecessary or redundant process steps and by automating steps or entire processes.

        Education and process efficiencies are team focused leadership. Eventually, you will need to turn outwards in order to enable your team.

        Sometimes, leadership is about removing roadblocks. When your team is unable to make progress on their tasks, a leader can leverage their experience, their network, or their authority to help the team resume progress. A leader's experience can help the team find ways around the roadblock. A well-connected leader may know someone who can remove the roadblock or at least a person who can introduce them to someone who can. And lastly, a leader with the proper authority can just command that the roadblock be removed.

        And lastly, another important aspect of leadership is protecting your team. This is often reserved for a leader who is a manager or executive because protection usually involves some sort of political maneuvering. A leader can advocate for help -- either from another team or in the form of growing the team -- if the team is asked to do more than they are capable of or work that they do not have the skills to do. A leader can help resolve conflict across teams. Or, a leader can protect the team from excessive work or unnecessary process.

        Whether formally or informally, leadership qualities are a key component of advancement. We've discussed several types of leadership today, so spend time in the coming weeks and months working on those skills.

        If you're finding these podcast episodes helpful but want to hear more, why don't you go to ManagingACareer.com and leave me a message via the contact form. I'd love to hear what topics you would like me to cover in a future episode.

        ]]>49b11326-c935-4123-944c-957b5d2b8263Mon, 04 Sep 2023 20:00:00 -050005:31falsefull1616Ask vs Guess - MAC015 The other day, I was reading a series of articles by Jean Hsu on Substack (link to part one). These articles outline how ask-culture and guess-culture can clash at work and how to navigate the differences.

        Ask Culture is when members of the group are inclined to ask for something even when the chance of receiving a "yes" are low. Their belief is that people will say no unless they really want to say yes, so asking has no consequences.

        Guess Culture is when members of the group are inclined to wait to ask for something until they guess that the chances of a "yes" are high. Their belief is that people will be offended if they have to say no, so asking has high consequences.

        Which type of person you are, an asker or a guesser, can have a huge impact on how your career progresses. But it's not a single statement of "be a " because there are other factors that should be considered.

        If you are an asker in a world of guessers, you could come across as aggressive or needy. If guessers have to continually say "no" to your requests, they'll be offended that you didn't understand the pain that they feel. Or if they say "yes" when they weren't fully ready to say yes, they will resent your request and the things that they had to put off in order to fulfill your request.

        If you are a guesser in a world of askers, your needs will often be overlooked and the few instances when you do ask could still face a "no" that was easy to give but may have been a "yes" if you had asked again or pressed for more.

        In reality, life is a spectrum and there is no one instance where a person or group is fully "asker" or fully "guesser" but having an understanding of the general mode that both you and your team operate in will reduce the opportunities for conflict. It's not quite as simple as telling the asker to "guess more" or the guesser to "ask more", but that's at least a good place to start.

        If you are an asker, the key is understanding that the guesser sees being forced to say no as the greatest offense….so much so that they will sometimes say yes even when they don't want to do so but at a cost of increased resentment towards the asker. When you ask for something, ask in a softer manner so that saying "no" isn't uncomfortable…..just be careful that you don't ask in such a way that "no" is the default answer. Consider the difference between "Can I have a raise?" vs "Have I done everything necessary to be in position for a raise?".

        If you are a guesser, you are often trying to read the person you are asking to ensure a "yes". Instead of trying to glean clues on your own, ask exploratory questions. These exploratory questions will express your interest without feeling like you are asking directly. It also prepares the askee for that "yes" when you finally ask. As with the asker, asking "Have I done everything necessary to be in position for a raise?" expresses your interest in a raise and allows you to ask "Can I have a raise?" when the answer to the previous question is yes.

        In both instances, the softer question will still lead to your ultimate request but without raising the potential for conflict in ask vs guess styles.

        If you find these episodes useful, help me spread the word. Tell your friends about Managing A Career and leave a review in the podcast app of your choice.

        ]]> The other day, I was reading a series of articles by Jean Hsu on Substack (link to part one). These articles outline how ask-culture and guess-culture can clash at work and how to navigate the differences.

        Ask Culture is when members of the group are inclined to ask for something even when the chance of receiving a "yes" are low. Their belief is that people will say no unless they really want to say yes, so asking has no consequences.

        Guess Culture is when members of the group are inclined to wait to ask for something until they guess that the chances of a "yes" are high. Their belief is that people will be offended if they have to say no, so asking has high consequences.

        Which type of person you are, an asker or a guesser, can have a huge impact on how your career progresses. But it's not a single statement of "be a " because there are other factors that should be considered.

        If you are an asker in a world of guessers, you could come across as aggressive or needy. If guessers have to continually say "no" to your requests, they'll be offended that you didn't understand the pain that they feel. Or if they say "yes" when they weren't fully ready to say yes, they will resent your request and the things that they had to put off in order to fulfill your request.

        If you are a guesser in a world of askers, your needs will often be overlooked and the few instances when you do ask could still face a "no" that was easy to give but may have been a "yes" if you had asked again or pressed for more.

        In reality, life is a spectrum and there is no one instance where a person or group is fully "asker" or fully "guesser" but having an understanding of the general mode that both you and your team operate in will reduce the opportunities for conflict. It's not quite as simple as telling the asker to "guess more" or the guesser to "ask more", but that's at least a good place to start.

        If you are an asker, the key is understanding that the guesser sees being forced to say no as the greatest offense….so much so that they will sometimes say yes even when they don't want to do so but at a cost of increased resentment towards the asker. When you ask for something, ask in a softer manner so that saying "no" isn't uncomfortable…..just be careful that you don't ask in such a way that "no" is the default answer. Consider the difference between "Can I have a raise?" vs "Have I done everything necessary to be in position for a raise?".

        If you are a guesser, you are often trying to read the person you are asking to ensure a "yes". Instead of trying to glean clues on your own, ask exploratory questions. These exploratory questions will express your interest without feeling like you are asking directly. It also prepares the askee for that "yes" when you finally ask. As with the asker, asking "Have I done everything necessary to be in position for a raise?" expresses your interest in a raise and allows you to ask "Can I have a raise?" when the answer to the previous question is yes.

        In both instances, the softer question will still lead to your ultimate request but without raising the potential for conflict in ask vs guess styles.

        If you find these episodes useful, help me spread the word. Tell your friends about Managing A Career and leave a review in the podcast app of your choice.

        ]]>fa224793-2c9d-49cd-ac9b-0a5a527dfbb8Mon, 28 Aug 2023 20:00:00 -050004:28falsefull1515Progress report MAC008-MAC013As with any career, it's important to periodically check your progress. Since this podcast started you should have held at least two career development discussions with your leader. Hopefully you're making the most of these session and have worked with your leader to put together an action plan. Recent episodes should have given you some things to talk about with your leader.

        Episode 008 covered recognition and how letting your manager know what forms of recognition motivate you will ensure that when your work is valued, you know. The five types of recognition were Monetary, Tokens of Appreciation, Words of Acknowledgement, Visibility, and Prestige.

        Next, in episode 009, we talked about deciding whether you should stay in a technical role or start transitioning to management. There is no "perfect" answer and it will ultimately depend on the career roadmap you've documented in your individual development plan.

        If you do decide to transition to management, episode 010 talks about different types of leaders on a mediaeval battlefield. Leading from the front like the melee fighters works well in critical times. Leading from the side as in the calvary is where most new managers start because they understand the day-to-day having grown through those ranks. Leading from behind like the archers is where leaders who focus on enabling their team and staying out of their way operate. Leading from above like the nobles and generals allows one to focus on strategic thinking.

        In episode 011, we covered a structure for your one-on-ones. This structure had four main agenda items.

        • Performance against annual company goals
        • Performance against IDP action plan
        • Feedback from peers and business partners
        • Actions until next session
        
        

        Speaking of feedback, episode 012 discussed techniques for receiving effective feedback.

        • Get in the right mindset
        • Ask open-ended questions
        • Close your mouth and open your ears
        • Resist the urge to be defensive
        • Take lots of notes
        • Offer thanks, not promises
        • Scheduled a follow-up
        
        

        And lastly, episode 013 covers how sometimes your success is the result of luck. But that luck is really a result of the preparation and opportunities that you have made for yourself.

        So, in these past six weeks, have you made any progress on your career goals? Go to the Managing A Career community that's accessible from the ManagaingACareer.com website and let me know which of these past six episodes have helped you the most!

        ]]>As with any career, it's important to periodically check your progress. Since this podcast started you should have held at least two career development discussions with your leader. Hopefully you're making the most of these session and have worked with your leader to put together an action plan. Recent episodes should have given you some things to talk about with your leader.

        Episode 008 covered recognition and how letting your manager know what forms of recognition motivate you will ensure that when your work is valued, you know. The five types of recognition were Monetary, Tokens of Appreciation, Words of Acknowledgement, Visibility, and Prestige.

        Next, in episode 009, we talked about deciding whether you should stay in a technical role or start transitioning to management. There is no "perfect" answer and it will ultimately depend on the career roadmap you've documented in your individual development plan.

        If you do decide to transition to management, episode 010 talks about different types of leaders on a mediaeval battlefield. Leading from the front like the melee fighters works well in critical times. Leading from the side as in the calvary is where most new managers start because they understand the day-to-day having grown through those ranks. Leading from behind like the archers is where leaders who focus on enabling their team and staying out of their way operate. Leading from above like the nobles and generals allows one to focus on strategic thinking.

        In episode 011, we covered a structure for your one-on-ones. This structure had four main agenda items.

        • Performance against annual company goals
        • Performance against IDP action plan
        • Feedback from peers and business partners
        • Actions until next session
        
        

        Speaking of feedback, episode 012 discussed techniques for receiving effective feedback.

        • Get in the right mindset
        • Ask open-ended questions
        • Close your mouth and open your ears
        • Resist the urge to be defensive
        • Take lots of notes
        • Offer thanks, not promises
        • Scheduled a follow-up
        
        

        And lastly, episode 013 covers how sometimes your success is the result of luck. But that luck is really a result of the preparation and opportunities that you have made for yourself.

        So, in these past six weeks, have you made any progress on your career goals? Go to the Managing A Career community that's accessible from the ManagaingACareer.com website and let me know which of these past six episodes have helped you the most!

        ]]>1f892f48-bfde-4479-97f2-abcac900974bMon, 21 Aug 2023 20:00:00 -050003:43falsefull1414A Little Bit of Luck - MAC013 The Roman philosopher Seneca has a quote about how luck happens when preparation meets opportunity. When it comes to your career, this is so very true. If you spend your time waiting for an advancement to fall into your lap, you'll often be disappointed.

        No matter how many stories you hear about someone who is promoted frequently, there are just as many stories of people who have languished in the same role for years. Often, the former have spent time growing skills, networking, and being open to change while the later have just been focused on their job duties.

        Preparation. In previous episodes, I've covered several ways that you can prepare so that when opportunity comes, you can take it.

        • As covered in Episode 003 Find a mentor that has been where you are. Having "been you", they can speak to what steps they took to get to the next level. They can guide you through the technical and political skills you need to develop.
        • Document your work as described in Episode 005 so that others can follow behind you when you move to a new opportunity. If there is no one else to take over your tasks, you will miss out on many opportunities. Probably the worst feeling is knowing that you were ready for an opportunity, but you were passed over because you were "too critical" for your current job.
        • In Episode 012, I addressed listening to feedback and using it to improve. Not only will people recognize your willingness to adapt and change, but they will also see you as more capable of doing the "next" job.
        • Additionally, continue to study so that you have the skills and knowledge you need when an opportunity presents itself.
        
        

        Opportunity. Don't wait for opportunity to come to you, seek it out.

        • Prepare your IDP from Episode 002. Understanding where you want your career to go and the roadmap to get there will help you recognize opportunities that may be less obvious. Pay attention to when there may be lateral shifts today that may provide larger opportunities in the future. For example, a shift to a different organization or manager at your current company could present more challenging work or be an area with faster growth.
        • Hold regular one-on-ones with your leader using the structure from Episode 011 and communicate your career plan. Having your manager on your side will give you someone else helping identify opportunities. Knowing that you have a desire for something different will allow your manager to consider you for opportunities that he may not have expected you to be interested in.
        • Continue to grow and expand your network by participating in industry organizations. Other than my very first job, every job I've had since has been because of my network. At certain levels, advancement becomes more of a factor of who you know than what you know.
        
        

        There will be those who have done all of the preparation, but aren't watching for opportunities. They will advance just by the nature of doing what's expected of them. But they aren't driving their career, it's happening to them -- and likely slower than they want. There will also be those who are open and aware of all of the opportunity around them. However, they haven't prepared and are unable to capitalize on the opportunity. But, when everything comes together……that's the luck that will bring you success.

        In the close of each episode, I make the statement: own your career and navigate the path to professional success. A large component of that ownership is preparing for future opportunities and acting when they present themselves. Sometimes that will mean leaving a comfort zone and taking a risk. Just trust in your preparation and leverage your network and the risk will pay off.

        This week, I'm going to ask you to help me spread the word for the Managing A Career podcast. Go to your podcast platform of choice and leave me a review. Reviews will help others find my podcast and receive the same benefits that you're receiving. Tell your friends and coworkers about the podcast. Help me reach more people.

        ]]> The Roman philosopher Seneca has a quote about how luck happens when preparation meets opportunity. When it comes to your career, this is so very true. If you spend your time waiting for an advancement to fall into your lap, you'll often be disappointed.

        No matter how many stories you hear about someone who is promoted frequently, there are just as many stories of people who have languished in the same role for years. Often, the former have spent time growing skills, networking, and being open to change while the later have just been focused on their job duties.

        Preparation. In previous episodes, I've covered several ways that you can prepare so that when opportunity comes, you can take it.

        • As covered in Episode 003 Find a mentor that has been where you are. Having "been you", they can speak to what steps they took to get to the next level. They can guide you through the technical and political skills you need to develop.
        • Document your work as described in Episode 005 so that others can follow behind you when you move to a new opportunity. If there is no one else to take over your tasks, you will miss out on many opportunities. Probably the worst feeling is knowing that you were ready for an opportunity, but you were passed over because you were "too critical" for your current job.
        • In Episode 012, I addressed listening to feedback and using it to improve. Not only will people recognize your willingness to adapt and change, but they will also see you as more capable of doing the "next" job.
        • Additionally, continue to study so that you have the skills and knowledge you need when an opportunity presents itself.
        
        

        Opportunity. Don't wait for opportunity to come to you, seek it out.

        • Prepare your IDP from Episode 002. Understanding where you want your career to go and the roadmap to get there will help you recognize opportunities that may be less obvious. Pay attention to when there may be lateral shifts today that may provide larger opportunities in the future. For example, a shift to a different organization or manager at your current company could present more challenging work or be an area with faster growth.
        • Hold regular one-on-ones with your leader using the structure from Episode 011 and communicate your career plan. Having your manager on your side will give you someone else helping identify opportunities. Knowing that you have a desire for something different will allow your manager to consider you for opportunities that he may not have expected you to be interested in.
        • Continue to grow and expand your network by participating in industry organizations. Other than my very first job, every job I've had since has been because of my network. At certain levels, advancement becomes more of a factor of who you know than what you know.
        
        

        There will be those who have done all of the preparation, but aren't watching for opportunities. They will advance just by the nature of doing what's expected of them. But they aren't driving their career, it's happening to them -- and likely slower than they want. There will also be those who are open and aware of all of the opportunity around them. However, they haven't prepared and are unable to capitalize on the opportunity. But, when everything comes together……that's the luck that will bring you success.

        In the close of each episode, I make the statement: own your career and navigate the path to professional success. A large component of that ownership is preparing for future opportunities and acting when they present themselves. Sometimes that will mean leaving a comfort zone and taking a risk. Just trust in your preparation and leverage your network and the risk will pay off.

        This week, I'm going to ask you to help me spread the word for the Managing A Career podcast. Go to your podcast platform of choice and leave me a review. Reviews will help others find my podcast and receive the same benefits that you're receiving. Tell your friends and coworkers about the podcast. Help me reach more people.

        ]]>75693c6b-e1e7-4986-bc1c-7fe6c519b9a3Mon, 14 Aug 2023 20:00:00 -050004:52falsefull1313Receiving Effective Feedback - MAC012I was inspired to cover this topic by a post that I saw on LinkedIn by Jackie Simon of Jackie Simon Coaching. In that post, she listed 20 Great Questions to ask in a One-on-One meeting. This was a good follow-up to my previous episode on how to structure your one-on-one. One topic in that structure was focused on feedback, so this week, I'm diving in a little deeper on how to get good feedback which includes asking open ended questions.

        I'm sure many of you have had a similar conversation with a leader or a trusted peer where you ask how you're doing and their response is "great" or "fine" or something similar. There isn't anything you can do to improve from that type of feedback. So, let's talk about some techniques you can use to gather better feedback.

        Get in the right mindset. The first key to getting good feedback is to get in the right mindset to receive feedback. Meaningful feedback should be targeting your work or your results and not you as an individual. So, as you solicit feedback, remember that it isn't about YOU. This mindset will allow you to be more receptive to hearing anything potentially negative.

        Ask open-ended questions. Asking yes or no questions or questions with a simple answer will make it difficult to get real, honest feedback. Look at the list of open-ended questions that Jackie listed in her post. Taking inspiration from them and rewording to fit this situation, these are the ones that stand out to me: "What have you observed about my work lately?" and "Which of my strengths should I use more often?" and "What would you like to see less of?" and "How can I support you?" and "How satisfied are you with the work that I'm doing"?

        Close your mouth and open your ears. When receiving feedback, it's important to not just hear what's being said, but actually listen to it. Let them have their say before reacting to it. It's ok to clarify their remarks, but limit yourself to just a few questions or statements. Try to stick to phrases along the lines of: "Can you explain that in more detail?" and "Tell me more." The goal is to understand not just the statements they are making but the underlying reasons that they have those remarks.

        Resist the urge to be defensive. The feedback you are hearing is the perception of the giver. Even if their perception is incorrect, it's how the situation was perceived. Instead of defending, reflect on why they have an incorrect view and figure out how you can act differently to ensure that they interpret things correctly in the future. If you are explaining your actions, you aren't listening to what they are actually saying.

        Take lots of notes. There is going to be a lot said. You can't rely on your memory to capture all of the details. Write down all of the comments and before the session wraps, review them with the person giving feedback.

        Offer thanks, not promises. Once the feedback has been collected, thank them for their time but resist the urge to respond to any of it. Take this feedback back to your desk and really reflect on it. Think about what can you change about your approach. Is there anything you can do differently to ensure that the perception of others matches your intent? When you respond in the "heat of the moment", you likely won't have a clear action plan and your response may come across as dismissive of their feedback.

        Schedule a follow-up. After you have had time to reflect on the feedback and formulated a plan, meet back with them and review the plan. It shows them that you value their feedback which will lead to more feedback in the future. And by reviewing the plan, they can offer insights into whether they think those actions will be effective and possibly offer additional actions that you can consider.

        We covered how to receive good, actionable feedback. So, spend the next few days thinking about which peers and leaders you can reach out to and solicit feedback from them. Then, go to the Managing A Career community and tell me how that went.

        ]]>I was inspired to cover this topic by a post that I saw on LinkedIn by Jackie Simon of Jackie Simon Coaching. In that post, she listed 20 Great Questions to ask in a One-on-One meeting. This was a good follow-up to my previous episode on how to structure your one-on-one. One topic in that structure was focused on feedback, so this week, I'm diving in a little deeper on how to get good feedback which includes asking open ended questions.

        I'm sure many of you have had a similar conversation with a leader or a trusted peer where you ask how you're doing and their response is "great" or "fine" or something similar. There isn't anything you can do to improve from that type of feedback. So, let's talk about some techniques you can use to gather better feedback.

        Get in the right mindset. The first key to getting good feedback is to get in the right mindset to receive feedback. Meaningful feedback should be targeting your work or your results and not you as an individual. So, as you solicit feedback, remember that it isn't about YOU. This mindset will allow you to be more receptive to hearing anything potentially negative.

        Ask open-ended questions. Asking yes or no questions or questions with a simple answer will make it difficult to get real, honest feedback. Look at the list of open-ended questions that Jackie listed in her post. Taking inspiration from them and rewording to fit this situation, these are the ones that stand out to me: "What have you observed about my work lately?" and "Which of my strengths should I use more often?" and "What would you like to see less of?" and "How can I support you?" and "How satisfied are you with the work that I'm doing"?

        Close your mouth and open your ears. When receiving feedback, it's important to not just hear what's being said, but actually listen to it. Let them have their say before reacting to it. It's ok to clarify their remarks, but limit yourself to just a few questions or statements. Try to stick to phrases along the lines of: "Can you explain that in more detail?" and "Tell me more." The goal is to understand not just the statements they are making but the underlying reasons that they have those remarks.

        Resist the urge to be defensive. The feedback you are hearing is the perception of the giver. Even if their perception is incorrect, it's how the situation was perceived. Instead of defending, reflect on why they have an incorrect view and figure out how you can act differently to ensure that they interpret things correctly in the future. If you are explaining your actions, you aren't listening to what they are actually saying.

        Take lots of notes. There is going to be a lot said. You can't rely on your memory to capture all of the details. Write down all of the comments and before the session wraps, review them with the person giving feedback.

        Offer thanks, not promises. Once the feedback has been collected, thank them for their time but resist the urge to respond to any of it. Take this feedback back to your desk and really reflect on it. Think about what can you change about your approach. Is there anything you can do differently to ensure that the perception of others matches your intent? When you respond in the "heat of the moment", you likely won't have a clear action plan and your response may come across as dismissive of their feedback.

        Schedule a follow-up. After you have had time to reflect on the feedback and formulated a plan, meet back with them and review the plan. It shows them that you value their feedback which will lead to more feedback in the future. And by reviewing the plan, they can offer insights into whether they think those actions will be effective and possibly offer additional actions that you can consider.

        We covered how to receive good, actionable feedback. So, spend the next few days thinking about which peers and leaders you can reach out to and solicit feedback from them. Then, go to the Managing A Career community and tell me how that went.

        ]]>47479e53-b398-488b-a1e3-82ef3d8605d1Mon, 07 Aug 2023 20:00:00 -050005:01falsefull1212How to structure your one-on-ones - MAC011An important aspect of managing your career is having regular conversations with your manager about your career goals and performance. What does a GOOD career development one-on-one look like?

        First, when discussing timing, I think that a good cadence for career development conversations is once every four to six weeks. Any more frequently, and there hasn't been enough time to act on any of the feedback and experience any noticeable change. Any less frequently, and you don't get enough feedback. Don't be afraid to schedule recurring meetings with your manager to discuss your career if they don't initiate them. There have been multiple instances in my work history that I've been the owner of my one-on-one.

        If your manager plays more than one role, such as in smaller companies, you may meet with them more frequently, but those conversations are often more focused on status reporting of current work. Those are necessary for other reasons, but be sure to turn the conversation towards your career goals periodically, too. If you find that your one-on-one conversations with your manager never turn towards career development, schedule a separate series specifically targeting career and performance.

        Once the cadence is established each one-on-one should cover these primary agenda items:

        • Performance against annual company goals
        • Performance against IDP action plan
        • Feedback from peers and business partners
        • Actions until next session
        
        

        When discussing your performance against company goals, pay attention that this does not devolve into project status discussions. Whether you meet or exceed your company goals usually contributes to your annual rating and ultimately any potential raise. Consistently high ratings will make it easier for your manager to justify a promotion when the time comes. As such, keeping abreast of how you compare with your goals is critical.

        Your individual development plan (covered in episode 002) is the roadmap that you've set for your career. Since your personal goals may not always perfectly align with the company goals, so it's important to ensure that you put as much effort into what YOU want as what they want. Keeping focus on the Action Plan in your IDP ensures that your manager is helping you progress your career the way you want.

        Feedback is an important part of any improvement. Your day-to-day involves working closely with your peers and business partners and understanding what you do well and what you do poorly from their perspectives allows you to make appropriate adjustments. These adjustments should improve collaboration, making it easier to reach your goals -- both company and personal.

        The final topic to cover is what actions you will take between now and your next one-on-one. Update the Action Plan in your IDP to mark any actions completed and add any new actions that you will be working on after each one-on-one. At least once per quarter, update your corporate goals to show progress there. Summarize everything in an email and send it to your manager in order to document both your progress and actions. The email provides a paper trail as well as a reminder of what was discussed when you next meet.

        People are more willing to help people when they know that person is looking to help themselves. Using this basic structure allows you to focus on continued improvement and keeps your manager in the loop on that progress and show your them your interest in growth and improvement. This should lead towards faster advancement in both your current position as well as towards your personal career goals.

        If you haven't created your individual development plan yet, go to ManagingACareer.com and request your free IDP template by filling out the contact form at the bottom of the page.

        ]]>An important aspect of managing your career is having regular conversations with your manager about your career goals and performance. What does a GOOD career development one-on-one look like?

        First, when discussing timing, I think that a good cadence for career development conversations is once every four to six weeks. Any more frequently, and there hasn't been enough time to act on any of the feedback and experience any noticeable change. Any less frequently, and you don't get enough feedback. Don't be afraid to schedule recurring meetings with your manager to discuss your career if they don't initiate them. There have been multiple instances in my work history that I've been the owner of my one-on-one.

        If your manager plays more than one role, such as in smaller companies, you may meet with them more frequently, but those conversations are often more focused on status reporting of current work. Those are necessary for other reasons, but be sure to turn the conversation towards your career goals periodically, too. If you find that your one-on-one conversations with your manager never turn towards career development, schedule a separate series specifically targeting career and performance.

        Once the cadence is established each one-on-one should cover these primary agenda items:

        • Performance against annual company goals
        • Performance against IDP action plan
        • Feedback from peers and business partners
        • Actions until next session
        
        

        When discussing your performance against company goals, pay attention that this does not devolve into project status discussions. Whether you meet or exceed your company goals usually contributes to your annual rating and ultimately any potential raise. Consistently high ratings will make it easier for your manager to justify a promotion when the time comes. As such, keeping abreast of how you compare with your goals is critical.

        Your individual development plan (covered in episode 002) is the roadmap that you've set for your career. Since your personal goals may not always perfectly align with the company goals, so it's important to ensure that you put as much effort into what YOU want as what they want. Keeping focus on the Action Plan in your IDP ensures that your manager is helping you progress your career the way you want.

        Feedback is an important part of any improvement. Your day-to-day involves working closely with your peers and business partners and understanding what you do well and what you do poorly from their perspectives allows you to make appropriate adjustments. These adjustments should improve collaboration, making it easier to reach your goals -- both company and personal.

        The final topic to cover is what actions you will take between now and your next one-on-one. Update the Action Plan in your IDP to mark any actions completed and add any new actions that you will be working on after each one-on-one. At least once per quarter, update your corporate goals to show progress there. Summarize everything in an email and send it to your manager in order to document both your progress and actions. The email provides a paper trail as well as a reminder of what was discussed when you next meet.

        People are more willing to help people when they know that person is looking to help themselves. Using this basic structure allows you to focus on continued improvement and keeps your manager in the loop on that progress and show your them your interest in growth and improvement. This should lead towards faster advancement in both your current position as well as towards your personal career goals.

        If you haven't created your individual development plan yet, go to ManagingACareer.com and request your free IDP template by filling out the contact form at the bottom of the page.

        ]]>d6eb5e41-149a-4572-9539-ff86e7415f20Mon, 31 Jul 2023 20:00:00 -050004:57falsefull1111What sort of leader are you? - MAC010If you imagine a medieval battlefield there were four main groups involved in the fighting. There were the mele fighters who were the front lines -- the men carrying swords and spears or other similar weapons. There was also the calvary -- men mounted on horse or later riding in chariots. The next group fought with ranged weapons -- bows and crossbows and eventually siege engines such as catapults and trebuchet. The final group were the lords and generals observing and commanding from an elevated position. Each group needed a different form of leadership and I believe there are parallels in today's modern businesses.

        The infantry was lead from the front. These leaders were in the thick of the action with their men, shouting orders and inspiring their men by performing the same tasks that they were. This style of leadership works well for short bursts such as times of crisis or when the team is inexperienced or just forming. However, once the team is established and any crisis has passed, this same style of management becomes micromanaging which can demoralize a team.

        The leaders of the calvary lead from the side. They were not leading the charge but they were still there with their men. From that position, they could adapt quickly and adjust tactics as opportunities presented themselves. In the business world, this is a style that works well in an industry of constant change. It can also be useful for a leader who has grown through the ranks; they have firsthand knowledge of the work, but are now in a position of management.

        When it came to ranged attacks, they were lead from behind. The leader was responsible for coordinating the attack. From behind, they could see both the battlefield as well as those under their command. Unleashing a volley of arrows or coordinating the activities of a siege engine required timing to ensure that everything went off without issue. In the business world, this type of leader is one who trusts and empowers his team to act but ensures that they are coordinated on the project goals. Managers who lead from behind amplify their team by seeing the big picture and remove the roadblocks so the team can progress. When people talk about "good" managers they are often referring to people with this leadership style.

        The final group of leaders, the nobility and generals, lead from above. They are positioned where they can see the entire battle field and dispatch orders to the various groups via messengers. Because of the time it takes for their orders to reach the various units, that necessitates that those orders are more strategic in nature; they can't react quickly and adapt to the changing conditions. In a business, the directors and executives fill this role. If a direct manager takes this approach the stand-off nature can lead to the team feeling lost and undirected.

        Each style of leadership - from the front, from beside, from behind, and from above - all have their place in the corporate world. The key is understanding when each style applies and being able to transition between them as the situation calls for.

        If you've been enjoying this podcast, I would appreciate it if you shared it with a friend or coworker. ManagingACareer.com has links to several of the major podcast apps and directories or you can search for it by name in the podcast app of your choice.

        ]]>If you imagine a medieval battlefield there were four main groups involved in the fighting. There were the mele fighters who were the front lines -- the men carrying swords and spears or other similar weapons. There was also the calvary -- men mounted on horse or later riding in chariots. The next group fought with ranged weapons -- bows and crossbows and eventually siege engines such as catapults and trebuchet. The final group were the lords and generals observing and commanding from an elevated position. Each group needed a different form of leadership and I believe there are parallels in today's modern businesses.

        The infantry was lead from the front. These leaders were in the thick of the action with their men, shouting orders and inspiring their men by performing the same tasks that they were. This style of leadership works well for short bursts such as times of crisis or when the team is inexperienced or just forming. However, once the team is established and any crisis has passed, this same style of management becomes micromanaging which can demoralize a team.

        The leaders of the calvary lead from the side. They were not leading the charge but they were still there with their men. From that position, they could adapt quickly and adjust tactics as opportunities presented themselves. In the business world, this is a style that works well in an industry of constant change. It can also be useful for a leader who has grown through the ranks; they have firsthand knowledge of the work, but are now in a position of management.

        When it came to ranged attacks, they were lead from behind. The leader was responsible for coordinating the attack. From behind, they could see both the battlefield as well as those under their command. Unleashing a volley of arrows or coordinating the activities of a siege engine required timing to ensure that everything went off without issue. In the business world, this type of leader is one who trusts and empowers his team to act but ensures that they are coordinated on the project goals. Managers who lead from behind amplify their team by seeing the big picture and remove the roadblocks so the team can progress. When people talk about "good" managers they are often referring to people with this leadership style.

        The final group of leaders, the nobility and generals, lead from above. They are positioned where they can see the entire battle field and dispatch orders to the various groups via messengers. Because of the time it takes for their orders to reach the various units, that necessitates that those orders are more strategic in nature; they can't react quickly and adapt to the changing conditions. In a business, the directors and executives fill this role. If a direct manager takes this approach the stand-off nature can lead to the team feeling lost and undirected.

        Each style of leadership - from the front, from beside, from behind, and from above - all have their place in the corporate world. The key is understanding when each style applies and being able to transition between them as the situation calls for.

        If you've been enjoying this podcast, I would appreciate it if you shared it with a friend or coworker. ManagingACareer.com has links to several of the major podcast apps and directories or you can search for it by name in the podcast app of your choice.

        ]]>3270c3d1-b7e7-45d1-b8a7-d15deb7f2693Mon, 24 Jul 2023 20:00:00 -050004:26falsefull1010Should I transition to management - MAC009 So, the answer on how to choose a future career path is…..it depends. It depends on you and your desires and it depends on the company you work for.

        So, obviously, "it depends" isn't a very useful answer. So let's dive in to some of the factors that I would use in making that decisions.

        First, keep in mind that depending on the size of the company you work for, a position may wear many hats. Someone at a smaller company with a title of Manager may actually be a people manager as well as a project manager and may even take on some of the same tasks as any other member of the team. In a larger company, you usually are able to specialize and be responsible for only one of those roles. Making the transition from an individual role to a management role may be influenced by how many hats you would be asked to wear and how prepared you are for each one. For the remainder of the discussion, I'm going to assume management career path refers to the people management role.

        Following the technical path is the easy choice. Most likely you entered your field because of a love or passion for the work. As long as you can keep up with the changing technology and remain relevant, that passion will probably continue as long as you want it to. There is often a cap to how far you can advance in any technical career, but the intangibles of loving what you do can be a very compelling reward by itself.

        If you enjoy career development -- coaching, mentoring, skill building, team building, hiring, etc. -- then you may enjoy being a manager. Just keep in mind that sometimes being a manager also requires you to deal with things like conflicts among the team, firing people, and taking blame for any failings of the team. People management is often the beginnings of the management track that can lead all the way to CEO. So, where a technical track has a ceiling, a management track is just the floor.

        The third option, engineering management, isn't an option at every company -- and sometimes not in every area of a company that has the option, but where it is offered, is a blend between the two. It's a way to keep one foot in each camp. However, where technical has a ceiling and management is the floor, engineering management often suffers from being an option for only a narrow band of career progress.

        So, how to choose. I'll refer back to Episode 002 - the Individual Development Plan and take a look at your career vision and roadmap. Which track leads you to fulfilling your career vision?

        And the unasked question is WHEN to change. There is no right answer, but as mentioned in Episode 003 - Mentoring, that's a good way to show leadership and can be a preview of some of the aspects of management. If you've taken those steps and feel comfortable in the mentor role, you may be ready to jump into people management. But if "manager" is a role with many hats, you'll need to evaluate whether you are ready to wear ALL of the hats.

        If a management track is something that you're considering but are unsure about, go to ManagingACareer.com and request the free IDP template via the feedback form. You can use that same form to submit questions and show topics that I may address on a future episode.

        ]]> So, the answer on how to choose a future career path is…..it depends. It depends on you and your desires and it depends on the company you work for.

        So, obviously, "it depends" isn't a very useful answer. So let's dive in to some of the factors that I would use in making that decisions.

        First, keep in mind that depending on the size of the company you work for, a position may wear many hats. Someone at a smaller company with a title of Manager may actually be a people manager as well as a project manager and may even take on some of the same tasks as any other member of the team. In a larger company, you usually are able to specialize and be responsible for only one of those roles. Making the transition from an individual role to a management role may be influenced by how many hats you would be asked to wear and how prepared you are for each one. For the remainder of the discussion, I'm going to assume management career path refers to the people management role.

        Following the technical path is the easy choice. Most likely you entered your field because of a love or passion for the work. As long as you can keep up with the changing technology and remain relevant, that passion will probably continue as long as you want it to. There is often a cap to how far you can advance in any technical career, but the intangibles of loving what you do can be a very compelling reward by itself.

        If you enjoy career development -- coaching, mentoring, skill building, team building, hiring, etc. -- then you may enjoy being a manager. Just keep in mind that sometimes being a manager also requires you to deal with things like conflicts among the team, firing people, and taking blame for any failings of the team. People management is often the beginnings of the management track that can lead all the way to CEO. So, where a technical track has a ceiling, a management track is just the floor.

        The third option, engineering management, isn't an option at every company -- and sometimes not in every area of a company that has the option, but where it is offered, is a blend between the two. It's a way to keep one foot in each camp. However, where technical has a ceiling and management is the floor, engineering management often suffers from being an option for only a narrow band of career progress.

        So, how to choose. I'll refer back to Episode 002 - the Individual Development Plan and take a look at your career vision and roadmap. Which track leads you to fulfilling your career vision?

        And the unasked question is WHEN to change. There is no right answer, but as mentioned in Episode 003 - Mentoring, that's a good way to show leadership and can be a preview of some of the aspects of management. If you've taken those steps and feel comfortable in the mentor role, you may be ready to jump into people management. But if "manager" is a role with many hats, you'll need to evaluate whether you are ready to wear ALL of the hats.

        If a management track is something that you're considering but are unsure about, go to ManagingACareer.com and request the free IDP template via the feedback form. You can use that same form to submit questions and show topics that I may address on a future episode.

        ]]>12014bf1-73ac-46f4-abcc-9ad9633c923aMon, 17 Jul 2023 20:00:00 -050005:17falsefull99The Five Recognition Languages - MAC008 So, the company I work for has an annual employee survey and my results recently came out. In most areas, I score well, over 90% positive. But one question that I have consistently scored between 80 and 85% favorable (for multiple years) is around how achievements are celebrated and valued. In my organization, we've implemented a few recognition programs, but they do not seem to have moved the needle when it comes to that particular question. Because of this, I've been reflecting lately on what does it actually mean to recognize someone.

        In the early 90's, Dr Gary Chapman conceptualized the Five Love Languages. These were the five ways that someone expresses or experiences love. They are classified as Acts of Service, Gift-Giving, Physical Touch, Quality Time, and Words of Affirmation. The premise being that showing love in the "language" that the recipient prefers will lead to more meaningful interactions. When there is a disconnect in styles, the partner may not identify that love was being offered leading to resentment and relationship strife.

        Using the love language concept as a base, I believe that there are parallels in how people feel recognition and are motivated. Understanding which aspects motivate you or, if you are a leader, what motivates your team can ensure that everyone feels properly valued. Instead of Chapman's love languages, I'm going to classify the motivation or recognition aspects as Monetary, Tokens of Appreciation, Words of Acknowledgement, Visibility, and Prestige.

        Monetary rewards are an obvious method because we're talking about a job or career. Monetary rewards could include recurring rewards such as raises or commissions or it could include non-recurring rewards such as gift-cards or bonuses. Typically recurring rewards are given for longer term sustained performance and non-recurring rewards are tied to specific actions or projects. But money will only serve as a motivator for so long before it loses its power. Some people reach a point where they have "enough" (whatever that may mean to them) or they simply aren't motivated by money at all.

        Tokens of Appreciation are non-monetary rewards. These could be awards such as certificates, plaques, or trophies that can be displayed proudly. Or it could be company logoed items such as articles of clothing or office products. Besides physical gifts, tokens of appreciation could also be non-physical things like days off. Often these tokens of appreciation have a higher perceived value than actual cost to the company so they are easier for leaders to offer than monetary rewards, so are more frequently used as rewards for short-term efforts.

        The next form of recognition is Words of Acknowledgement. Whether public or private they can go a long way in making someone feel valued. Public recognition, whether a shout-out in a group meeting or email thread or a dedicated slide presented in an all-hands meeting, can provide positive visibility for an individual. Private praise or thanks may feel more genuine or may be preferred by the more introverted and reserved on the team.

        Visibility is something that probably isn't initially thought of as a form of recognition, but arranging for someone to present their work to the larger organization can showcase their capabilities. Other forms of visibility could be setting up a 1-on-1 with a leader higher in the organization or establishing a mentoring relationship with an important person in the company. This face-time can bring awareness that makes it easier for a leader to justify a larger raise or a desired promotion in the future.

        The final form of recognition is what I'm calling Prestige. Prestige is some sort of reward that elevates someone's position within the team or organization. It could be a change in title or a change in role -- for example, a change from a Software Engineer to a Software Architect may only be a lateral move but it could represent a more coveted role for someone. Prestige could also come in the form of a promotion --- from Accountant to Senior Accountant. Other forms of prestige could be in choice assignments. This could be a project that has more visibility or importance to the organization. Or, it could be an assignment that offers a bigger challenge such as one that provides an opportunity to work with new techniques or technologies. These types of prestige awards can signal to your peers that you have gained status, authority, or responsibility. Alternatively, receiving a prestige assignment could set you up for a desired promotion.

        Once your preferred form of recognition has been identified, it's key to let your leader know. Personally, recognition is something that can improve on and I think a lot of that stems from not speaking the same recognition language as my team. For me, I'm most motivated by prestige -- in particular, choice assignments. So, my default method of recognizing my team is to offer them similar types of opportunities. But if that isn't their preferred method, they may not understand my actions to be a form of recognition. *MY* homework after this episode is to talk to each member of my team and determine what their preferred form of recognition is.

        Your homework is to self-reflect on what motivates you and let your manager know. Once you've identified your preferred forms of recognition, why don't you go ManagingACareer.com and access the community. Once there, let me know what forms of recognition resonates with you.

        ]]> So, the company I work for has an annual employee survey and my results recently came out. In most areas, I score well, over 90% positive. But one question that I have consistently scored between 80 and 85% favorable (for multiple years) is around how achievements are celebrated and valued. In my organization, we've implemented a few recognition programs, but they do not seem to have moved the needle when it comes to that particular question. Because of this, I've been reflecting lately on what does it actually mean to recognize someone.

        In the early 90's, Dr Gary Chapman conceptualized the Five Love Languages. These were the five ways that someone expresses or experiences love. They are classified as Acts of Service, Gift-Giving, Physical Touch, Quality Time, and Words of Affirmation. The premise being that showing love in the "language" that the recipient prefers will lead to more meaningful interactions. When there is a disconnect in styles, the partner may not identify that love was being offered leading to resentment and relationship strife.

        Using the love language concept as a base, I believe that there are parallels in how people feel recognition and are motivated. Understanding which aspects motivate you or, if you are a leader, what motivates your team can ensure that everyone feels properly valued. Instead of Chapman's love languages, I'm going to classify the motivation or recognition aspects as Monetary, Tokens of Appreciation, Words of Acknowledgement, Visibility, and Prestige.

        Monetary rewards are an obvious method because we're talking about a job or career. Monetary rewards could include recurring rewards such as raises or commissions or it could include non-recurring rewards such as gift-cards or bonuses. Typically recurring rewards are given for longer term sustained performance and non-recurring rewards are tied to specific actions or projects. But money will only serve as a motivator for so long before it loses its power. Some people reach a point where they have "enough" (whatever that may mean to them) or they simply aren't motivated by money at all.

        Tokens of Appreciation are non-monetary rewards. These could be awards such as certificates, plaques, or trophies that can be displayed proudly. Or it could be company logoed items such as articles of clothing or office products. Besides physical gifts, tokens of appreciation could also be non-physical things like days off. Often these tokens of appreciation have a higher perceived value than actual cost to the company so they are easier for leaders to offer than monetary rewards, so are more frequently used as rewards for short-term efforts.

        The next form of recognition is Words of Acknowledgement. Whether public or private they can go a long way in making someone feel valued. Public recognition, whether a shout-out in a group meeting or email thread or a dedicated slide presented in an all-hands meeting, can provide positive visibility for an individual. Private praise or thanks may feel more genuine or may be preferred by the more introverted and reserved on the team.

        Visibility is something that probably isn't initially thought of as a form of recognition, but arranging for someone to present their work to the larger organization can showcase their capabilities. Other forms of visibility could be setting up a 1-on-1 with a leader higher in the organization or establishing a mentoring relationship with an important person in the company. This face-time can bring awareness that makes it easier for a leader to justify a larger raise or a desired promotion in the future.

        The final form of recognition is what I'm calling Prestige. Prestige is some sort of reward that elevates someone's position within the team or organization. It could be a change in title or a change in role -- for example, a change from a Software Engineer to a Software Architect may only be a lateral move but it could represent a more coveted role for someone. Prestige could also come in the form of a promotion --- from Accountant to Senior Accountant. Other forms of prestige could be in choice assignments. This could be a project that has more visibility or importance to the organization. Or, it could be an assignment that offers a bigger challenge such as one that provides an opportunity to work with new techniques or technologies. These types of prestige awards can signal to your peers that you have gained status, authority, or responsibility. Alternatively, receiving a prestige assignment could set you up for a desired promotion.

        Once your preferred form of recognition has been identified, it's key to let your leader know. Personally, recognition is something that can improve on and I think a lot of that stems from not speaking the same recognition language as my team. For me, I'm most motivated by prestige -- in particular, choice assignments. So, my default method of recognizing my team is to offer them similar types of opportunities. But if that isn't their preferred method, they may not understand my actions to be a form of recognition. *MY* homework after this episode is to talk to each member of my team and determine what their preferred form of recognition is.

        Your homework is to self-reflect on what motivates you and let your manager know. Once you've identified your preferred forms of recognition, why don't you go ManagingACareer.com and access the community. Once there, let me know what forms of recognition resonates with you.

        ]]>27fcf581-005f-4fa4-a931-ee70d655f37eMon, 10 Jul 2023 20:00:00 -050006:03falsefull88Progress Report - MAC001 to MAC006In episode one - Higher Level Tasks, I talked about how you should be looking for opportunities to increase the scope and impact of the work that you perform. Delegating and automating process driven tasks and soliciting for work that involves more discretion and judgement.

        In episode two - Individual Development Plan, I walked you through the process of creating an IDP and initiating a conversation with your manager to convey your desires to your leader. I also offered a template that you can request via the contact form on my website at ManagingACareer.com.

        Episode three - Mentoring, I cover the benefits of being a mentor, especially in a situation where you want to showcase leadership skills even though your current duties aren't specifically leader focused.

        Episode four - Being "scared", is about how to manage your fears and still achieve success. By relying on your personal strengths and your network, you can gain the confidence you need to be successful.

        Episode five - Documenting Your Work, is sort of a continuation on episode one. By producing Troubleshooting Guides, How-To articles, and Standard Operating Procedures, you can enable other members of your team to perform some of the process oriented tasks that you own freeing yourself for higher level tasks.

        Episode six - Urgent vs Important, is again a continuation on the topic of Higher Level Tasks. In this episode, I discuss evaluating whether your work is urgent or important and how you can structure conversations with your leader to gain those types of assignments.

        With my team, I like to scheduled career development conversations every four to six weeks. Any shorter and there really isn't enough time to make progress on the feedback. Any longer and you can lose momentum and stall your progress. In this podcast, I'm going to stop and reflect on the previous episodes on a similar schedule.

        So, in these past six weeks, have you made any progress on your career goals? Even just defining them can help set things in motion. I think that the most important action you can take is creating your Individual Development Plan. Your IDP puts structure around your career goals. Once it's complete, discuss it with your leader. Use your IDP to determine what "higher level tasks" apply to your career roadmap. Create Action Plan items around documenting the work that you will be passing to others. Create Action Plan items around ensuring that your work is growing in importance.

        If you're struggling with filling out your IDP, join the community and start a conversation there. I'd be happy to answer questions and offer suggestions on how to build it. You can find the community by going on ManagingACareer.com and clicking the Community link there.

        ]]>In episode one - Higher Level Tasks, I talked about how you should be looking for opportunities to increase the scope and impact of the work that you perform. Delegating and automating process driven tasks and soliciting for work that involves more discretion and judgement.

        In episode two - Individual Development Plan, I walked you through the process of creating an IDP and initiating a conversation with your manager to convey your desires to your leader. I also offered a template that you can request via the contact form on my website at ManagingACareer.com.

        Episode three - Mentoring, I cover the benefits of being a mentor, especially in a situation where you want to showcase leadership skills even though your current duties aren't specifically leader focused.

        Episode four - Being "scared", is about how to manage your fears and still achieve success. By relying on your personal strengths and your network, you can gain the confidence you need to be successful.

        Episode five - Documenting Your Work, is sort of a continuation on episode one. By producing Troubleshooting Guides, How-To articles, and Standard Operating Procedures, you can enable other members of your team to perform some of the process oriented tasks that you own freeing yourself for higher level tasks.

        Episode six - Urgent vs Important, is again a continuation on the topic of Higher Level Tasks. In this episode, I discuss evaluating whether your work is urgent or important and how you can structure conversations with your leader to gain those types of assignments.

        With my team, I like to scheduled career development conversations every four to six weeks. Any shorter and there really isn't enough time to make progress on the feedback. Any longer and you can lose momentum and stall your progress. In this podcast, I'm going to stop and reflect on the previous episodes on a similar schedule.

        So, in these past six weeks, have you made any progress on your career goals? Even just defining them can help set things in motion. I think that the most important action you can take is creating your Individual Development Plan. Your IDP puts structure around your career goals. Once it's complete, discuss it with your leader. Use your IDP to determine what "higher level tasks" apply to your career roadmap. Create Action Plan items around documenting the work that you will be passing to others. Create Action Plan items around ensuring that your work is growing in importance.

        If you're struggling with filling out your IDP, join the community and start a conversation there. I'd be happy to answer questions and offer suggestions on how to build it. You can find the community by going on ManagingACareer.com and clicking the Community link there.

        ]]>f2731da2-ae25-42bd-9c00-3975f1c2d48dMon, 03 Jul 2023 20:00:00 -050003:46falsefull77Is your work Important? Is it Urgent? - MAC006 Based on the lead quote, Stephen Covey popularized the concept of the "Eisenhower Decisions Matrix" in his book The 7 Habits of Highly Effective People. The basic premise is that you should rank the things you need to do based on two axes - Is it Important? and Is it Urgent? Anything that is both important and urgent should be your primary focus. Things that are important but not urgent should be work that you schedule to do later (once the first group is complete). Things that are urgent but not important should be delegated to someone else. And, lastly, anything that is not important and not urgent should be ignored. This is a very simplistic but effective approach to managing your work.

        In Episode 001 - Higher Level Tasks, I talked about how taking on tasks with increased scope and impact to your team / organization / company will put you in a better position to advance. But, when your work is controlled by someone else, what do you do if you find yourself working on items that fall into the last two quadrants?

        The first step is to have a conversation with your manager or whoever assigns your work. If you haven't created your Individual Development Plan (covered in Episode 002 - IDP), go to ManagineACareer.com and fill out the contact form to request the free template and complete your development plan. Once you have your IDP, schedule a 1x1 with your manager and talk to them about your career goals and how you would like to have assignments that help you make progress towards your career vision.

        If you manager agrees and provides you with more challenging opportunities, great. You're on your way. But this isn't always the case. If this doesn't result in new assignments, understanding why will help you decide on your next course of action.

        I would like to give you something more challenging, but you're just not ready. If your manager indicates that you aren't ready for the next level of task, hopefully that included an honest conversation about what areas are holding you back. Before you leave the 1x1 you should work with you manager to identify several items to add to your Action Plan. You should also immediately schedule a follow-up with your manager in a month to a quarter to review your progress depending on how involved the action items are. Be sure to update the Assessment section of your IDP with the feedback as well.

        I have nothing more challenging that I can give you. If your manager is unable to give you higher level tasks, you should reflect on your place in the company. Does your team actually have any work that is important to your organization? Does your organization have work that is important to the company? Does your manager have enough political clout to attract more impactful projects? If you can answer yes to these questions, then you should ask you manager how you can help your team win this work.

        If your manager won't help you find work that is bigger in scope or can't point to areas that you need to improve, is there something else?

        Have you had opportunities in the past that you were less than successful at? Have you lost the trust of your manager? To regain that trust, focus on performing your current assignments at the highest level. Reflect on what improvements you can focus on to eliminate that failure and add them to your Action Plan. After you have made progress, schedule time with your manager to review your progress and show them that you are working on bettering yourself. Once you have regained their trust, revisit the discussion about higher level tasks.

        Do you have a good relationship with your manager? You don't necessarily need to be a favorite, but if your manager doesn't like you or if they have some sort of bias, that may be holding you back. It may be time to bring someone else into the conversation -- either your next level manager or someone from the HR department. Whether they act as mediators or override some of the choices of your manager, having someone else on your side can get you the advanced assignments you're looking for. Just be sure to execute on these assignments or you risk making a tense situation worse. Plan on communicating often (maybe even OVER communicating) with both your manager and the other person in order to give progress on the new assignment. Having this audit trail will serve as protection from retaliation if your manager does not take the escalation well.

        Lastly, if your team or organization doesn't have more important work and your manager is unable to use influence to gain that work, it may be time to look elsewhere -- whether within the company or outside. This may seem like an extreme step, being on a strong team and having a strong manager will help you advance faster than a weak team or a weak manager. It's your career and if you don't own it, no one else will.

        Have you experienced any trouble in trying to increase your scope of responsibility? If so, why not go to ManagingACareer.com and access the community and share your story.

        ]]> Based on the lead quote, Stephen Covey popularized the concept of the "Eisenhower Decisions Matrix" in his book The 7 Habits of Highly Effective People. The basic premise is that you should rank the things you need to do based on two axes - Is it Important? and Is it Urgent? Anything that is both important and urgent should be your primary focus. Things that are important but not urgent should be work that you schedule to do later (once the first group is complete). Things that are urgent but not important should be delegated to someone else. And, lastly, anything that is not important and not urgent should be ignored. This is a very simplistic but effective approach to managing your work.

        In Episode 001 - Higher Level Tasks, I talked about how taking on tasks with increased scope and impact to your team / organization / company will put you in a better position to advance. But, when your work is controlled by someone else, what do you do if you find yourself working on items that fall into the last two quadrants?

        The first step is to have a conversation with your manager or whoever assigns your work. If you haven't created your Individual Development Plan (covered in Episode 002 - IDP), go to ManagineACareer.com and fill out the contact form to request the free template and complete your development plan. Once you have your IDP, schedule a 1x1 with your manager and talk to them about your career goals and how you would like to have assignments that help you make progress towards your career vision.

        If you manager agrees and provides you with more challenging opportunities, great. You're on your way. But this isn't always the case. If this doesn't result in new assignments, understanding why will help you decide on your next course of action.

        I would like to give you something more challenging, but you're just not ready. If your manager indicates that you aren't ready for the next level of task, hopefully that included an honest conversation about what areas are holding you back. Before you leave the 1x1 you should work with you manager to identify several items to add to your Action Plan. You should also immediately schedule a follow-up with your manager in a month to a quarter to review your progress depending on how involved the action items are. Be sure to update the Assessment section of your IDP with the feedback as well.

        I have nothing more challenging that I can give you. If your manager is unable to give you higher level tasks, you should reflect on your place in the company. Does your team actually have any work that is important to your organization? Does your organization have work that is important to the company? Does your manager have enough political clout to attract more impactful projects? If you can answer yes to these questions, then you should ask you manager how you can help your team win this work.

        If your manager won't help you find work that is bigger in scope or can't point to areas that you need to improve, is there something else?

        Have you had opportunities in the past that you were less than successful at? Have you lost the trust of your manager? To regain that trust, focus on performing your current assignments at the highest level. Reflect on what improvements you can focus on to eliminate that failure and add them to your Action Plan. After you have made progress, schedule time with your manager to review your progress and show them that you are working on bettering yourself. Once you have regained their trust, revisit the discussion about higher level tasks.

        Do you have a good relationship with your manager? You don't necessarily need to be a favorite, but if your manager doesn't like you or if they have some sort of bias, that may be holding you back. It may be time to bring someone else into the conversation -- either your next level manager or someone from the HR department. Whether they act as mediators or override some of the choices of your manager, having someone else on your side can get you the advanced assignments you're looking for. Just be sure to execute on these assignments or you risk making a tense situation worse. Plan on communicating often (maybe even OVER communicating) with both your manager and the other person in order to give progress on the new assignment. Having this audit trail will serve as protection from retaliation if your manager does not take the escalation well.

        Lastly, if your team or organization doesn't have more important work and your manager is unable to use influence to gain that work, it may be time to look elsewhere -- whether within the company or outside. This may seem like an extreme step, being on a strong team and having a strong manager will help you advance faster than a weak team or a weak manager. It's your career and if you don't own it, no one else will.

        Have you experienced any trouble in trying to increase your scope of responsibility? If so, why not go to ManagingACareer.com and access the community and share your story.

        ]]>89a3b0c9-ba44-4133-bf2a-73d089efe9d5Mon, 26 Jun 2023 20:00:00 -050006:01falsefull66Documenting Your Work - MAC005 One of the things that I often tell my team is "if you're the only one who can, you're the one who always will". What I mean by that is that if you're a single point of knowledge, as a manager, I can't assign those tasks to anyone else and you'll always be expected to perform it.

        For some, that will seem like job security, but when you are looking to advance in your career, it can be career limiting. As a manager and leader, I am frequently looking for opportunities to assign someone on my team new responsibilities. But if there is a task that can only be done by one person on my team, regardless of how mundane it is, I am unable to give that person new responsibilities because I need to be sure that they are available for the tasks that only they can perform.

        In a pervious episode, I talked about taking on higher level tasks in order to exhibit more value to the organization. Part of taking on higher level tasks is delegating lower level tasks to more junior team members. Knowledge sharing sessions are useful, but when the delegate encounters an unknown situation, they must return to you for additional sessions -- which can be disruptive to your focus on other work. Providing documentation and decision trees provides artifacts that the delegate can reference first before seeking answers from you. And, when an undocumented situation is encountered, it provides an opportunity for updating those artifacts. As the documentation is refined, it becomes the handbook for anyone and everyone performing those tasks.

        Probably the best documents to start with are Troubleshooting Guides. Given that the goal is to enable other team members to take on work that keeps you from being able to take on higher level tasks, the most obvious choice is documenting how to solve problems as they come up. Each process that you own is bound to encounter some sort of problem that the owner (you) is likely the only person familiar enough with the nuances of the process to identify the root cause and quickly resolve. By documenting what attributes you evaluate during the diagnostic process (reports, logs, etc.) and offering suggestions as to how to interpret them can go a long way in enabling others on the team to assist when problems arise.

        Another type of document you might produce is a How-To document. These are simple documents targeted at a single participant and a single action. Often they include click-by-click navigation through software with screenshots and descriptions. It's beyond the scope of the How-To document to identify whether or not the process detailed in the document applies in any given situation, but the document provides all of the details required to complete the action once it has been determined that it does apply. Examples of these types of documents might be "how to create a user in the system" or "how to restart the automated process after it fails".

        A standard operating procedure (SOP) is different from a How-To in that the SOP is focused on a higher level process and sometimes involves multiple participants. The SOP starts with a description of the overall goal of the process and then provides a sequence of tasks that must be performed -- often in the form of a checklist or a flowchart. The specifics of each task is assumed to be understood and may be listed in a more generic fashion so that the SOP applies in more situations. The SOP could also include steps involving approvals or escalations, depending on how complex the process is. Additionally, each step in the SOP document could refer to an appropriate How-To document. Example SOPs could be "Onboarding new employees" or "Process for posting new social media content" or "Process for initiating a new project".

        As you start the process of creating these documents, you may choose to document things top down (starting with SOPs and then providing details in How-To documents) or you could choose to document things bottom up (starting with How-To documents and then aggregating them in an SOP). Regardless of what documents you create and how you create them, they are only useful if they are organized and easy to find when needed. One tool that may work for you to capture all of these documents is a Wiki. Wikis can provide a centralized place to house the documents and allow documents to easily be linked from one document to another as well as providing search capabilities. A Wiki also allows for multiple authors so that as process change or details are discovered anyone can update the documents.

        By providing well organized documentation of the things you know, you can enable others on your team to perform them. This will free you up for other, higher-value tasks which in the end sets you up for advancement.

        ]]> One of the things that I often tell my team is "if you're the only one who can, you're the one who always will". What I mean by that is that if you're a single point of knowledge, as a manager, I can't assign those tasks to anyone else and you'll always be expected to perform it.

        For some, that will seem like job security, but when you are looking to advance in your career, it can be career limiting. As a manager and leader, I am frequently looking for opportunities to assign someone on my team new responsibilities. But if there is a task that can only be done by one person on my team, regardless of how mundane it is, I am unable to give that person new responsibilities because I need to be sure that they are available for the tasks that only they can perform.

        In a pervious episode, I talked about taking on higher level tasks in order to exhibit more value to the organization. Part of taking on higher level tasks is delegating lower level tasks to more junior team members. Knowledge sharing sessions are useful, but when the delegate encounters an unknown situation, they must return to you for additional sessions -- which can be disruptive to your focus on other work. Providing documentation and decision trees provides artifacts that the delegate can reference first before seeking answers from you. And, when an undocumented situation is encountered, it provides an opportunity for updating those artifacts. As the documentation is refined, it becomes the handbook for anyone and everyone performing those tasks.

        Probably the best documents to start with are Troubleshooting Guides. Given that the goal is to enable other team members to take on work that keeps you from being able to take on higher level tasks, the most obvious choice is documenting how to solve problems as they come up. Each process that you own is bound to encounter some sort of problem that the owner (you) is likely the only person familiar enough with the nuances of the process to identify the root cause and quickly resolve. By documenting what attributes you evaluate during the diagnostic process (reports, logs, etc.) and offering suggestions as to how to interpret them can go a long way in enabling others on the team to assist when problems arise.

        Another type of document you might produce is a How-To document. These are simple documents targeted at a single participant and a single action. Often they include click-by-click navigation through software with screenshots and descriptions. It's beyond the scope of the How-To document to identify whether or not the process detailed in the document applies in any given situation, but the document provides all of the details required to complete the action once it has been determined that it does apply. Examples of these types of documents might be "how to create a user in the system" or "how to restart the automated process after it fails".

        A standard operating procedure (SOP) is different from a How-To in that the SOP is focused on a higher level process and sometimes involves multiple participants. The SOP starts with a description of the overall goal of the process and then provides a sequence of tasks that must be performed -- often in the form of a checklist or a flowchart. The specifics of each task is assumed to be understood and may be listed in a more generic fashion so that the SOP applies in more situations. The SOP could also include steps involving approvals or escalations, depending on how complex the process is. Additionally, each step in the SOP document could refer to an appropriate How-To document. Example SOPs could be "Onboarding new employees" or "Process for posting new social media content" or "Process for initiating a new project".

        As you start the process of creating these documents, you may choose to document things top down (starting with SOPs and then providing details in How-To documents) or you could choose to document things bottom up (starting with How-To documents and then aggregating them in an SOP). Regardless of what documents you create and how you create them, they are only useful if they are organized and easy to find when needed. One tool that may work for you to capture all of these documents is a Wiki. Wikis can provide a centralized place to house the documents and allow documents to easily be linked from one document to another as well as providing search capabilities. A Wiki also allows for multiple authors so that as process change or details are discovered anyone can update the documents.

        By providing well organized documentation of the things you know, you can enable others on your team to perform them. This will free you up for other, higher-value tasks which in the end sets you up for advancement.

        ]]>92af79e1-51e0-4f28-907a-8bd33203743fMon, 19 Jun 2023 20:00:00 -050006:02falsefull55Being "Scared" - MAC004In the corporate world, being scared leads to self-doubt and inaction. If your goal is to advance your career, those are two attributes that you CAN'T let take over. So, when you find yourself feeling fear, what then? The strongest tools against fear are knowledge, confidence, and action.

        If the fear is based in change and the unknown, knowledge is power. When you encounter this fear, educate yourself. Your new found knowledge will give you the confidence to overcome the fear and resolve the issue. Learning more about a situation gives you options --> Options give you confidence --> Confidence allows you to face the coming change without fear.

        If your fear is the fear of failure, you only need to realize that no one succeeds 100% of the time. A classic anecdote is about how many times Edison failed when working on the lightbulb. The key takeaway is that failure is normal. What's more important is how you react to the failure. In Edison's case, he learned from each failure and used that to improve subsequent attempts. When you do fail, what can you learn from it? How can you use this knowledge to better handle the situation in the future?

        There are very few actual dangers in a corporate office. The fear that you experience is generally self-created. Other than a few exceptions, most people experience the same fears. You only need to be less scared than everyone else to be seen as confident. Regardless of the source of your fear, the key is to not let it control you.

        When you ARE scared, lean on your network. Start with your friends -- people who will support and encourage you. Let them remind you of times when you had a similar fear and how you worked through it in those instances and were able to overcome them. Work with your peers -- sometimes just knowing that you aren't facing a fear alone is enough of a confidence boost. Reach out to leaders and mentors -- someone else who has gone through a similar situation can coach you on how to resolve the situation.

        Sometimes, it just comes down to taking a risk -- a calculated, strategic risk. In those instances, lean on your strengths. Personally, I'm a fairly low-risk, conservative person, but rationale thought and logic are skills that I rely on when facing a fear. I can trust those strengths to help me make a sound decision, thus reducing my fear of making a "wrong" choice. Or maybe your strengths are centered on understanding people, use that to get a better read on how everyone feels about the situation. Understanding the emotions of the team can lead you to a choice by consensus, reducing your individual fear by knowing that everyone else is just as invested in the result. By focusing on your strengths, you'll have confidence in yourself and can focus on the situation more than the fear.

        If you can identify the fear before you have to face it, something else you can do is practice facing it. One of the most common fears is public speaking. Practicing -- rehearsing your speech and knowing your content -- is something that you can do to ease the fear -- it won't necessarily go away, but it will make it better. If you can practice other situations where you expect to face fear, you will make those situations better even if the fear is still there.

        No matter what tool or strategy you use to conquer a fear, the more you do it, the easier it gets. Eventually others will turn to you when THEY face fear. And THAT'S how you get ahead, by being a leader in troubling situations.

        If you're struggling with a fear or want to help someone else who is, participate in the community. You can access it by going to ManagingACareer.com and clicking on the link.

        ]]>In the corporate world, being scared leads to self-doubt and inaction. If your goal is to advance your career, those are two attributes that you CAN'T let take over. So, when you find yourself feeling fear, what then? The strongest tools against fear are knowledge, confidence, and action.

        If the fear is based in change and the unknown, knowledge is power. When you encounter this fear, educate yourself. Your new found knowledge will give you the confidence to overcome the fear and resolve the issue. Learning more about a situation gives you options --> Options give you confidence --> Confidence allows you to face the coming change without fear.

        If your fear is the fear of failure, you only need to realize that no one succeeds 100% of the time. A classic anecdote is about how many times Edison failed when working on the lightbulb. The key takeaway is that failure is normal. What's more important is how you react to the failure. In Edison's case, he learned from each failure and used that to improve subsequent attempts. When you do fail, what can you learn from it? How can you use this knowledge to better handle the situation in the future?

        There are very few actual dangers in a corporate office. The fear that you experience is generally self-created. Other than a few exceptions, most people experience the same fears. You only need to be less scared than everyone else to be seen as confident. Regardless of the source of your fear, the key is to not let it control you.

        When you ARE scared, lean on your network. Start with your friends -- people who will support and encourage you. Let them remind you of times when you had a similar fear and how you worked through it in those instances and were able to overcome them. Work with your peers -- sometimes just knowing that you aren't facing a fear alone is enough of a confidence boost. Reach out to leaders and mentors -- someone else who has gone through a similar situation can coach you on how to resolve the situation.

        Sometimes, it just comes down to taking a risk -- a calculated, strategic risk. In those instances, lean on your strengths. Personally, I'm a fairly low-risk, conservative person, but rationale thought and logic are skills that I rely on when facing a fear. I can trust those strengths to help me make a sound decision, thus reducing my fear of making a "wrong" choice. Or maybe your strengths are centered on understanding people, use that to get a better read on how everyone feels about the situation. Understanding the emotions of the team can lead you to a choice by consensus, reducing your individual fear by knowing that everyone else is just as invested in the result. By focusing on your strengths, you'll have confidence in yourself and can focus on the situation more than the fear.

        If you can identify the fear before you have to face it, something else you can do is practice facing it. One of the most common fears is public speaking. Practicing -- rehearsing your speech and knowing your content -- is something that you can do to ease the fear -- it won't necessarily go away, but it will make it better. If you can practice other situations where you expect to face fear, you will make those situations better even if the fear is still there.

        No matter what tool or strategy you use to conquer a fear, the more you do it, the easier it gets. Eventually others will turn to you when THEY face fear. And THAT'S how you get ahead, by being a leader in troubling situations.

        If you're struggling with a fear or want to help someone else who is, participate in the community. You can access it by going to ManagingACareer.com and clicking on the link.

        ]]>d4dfb546-9938-4419-9f94-3ebf307742b0Mon, 12 Jun 2023 20:00:00 -050004:44falsefull44Mentoring - MAC003 Whether official policy or not, in many companies in order to be promoted, you have to have already begun doing the work of the next level. When that next level is a position of leadership, it isn't always easy to have that work line up with your daily duties but mentoring is a one way you can exhibit those leadership skills.

        Some mentoring relationships are focused on expertise; what you know about the job. In these instances, focus on less experienced team members or people outside of your group who are new to the field. You will be sharing your expertise to help them grow their skills and become capable of more advanced tasks As you help them learn and grow, concentrate on answering WHAT to do and not HOW to do it. This gives them more opportunity to figure things out and not just become reliant on you providing the answers. Your goal isn't to take on their work but to get them to a point where they are capable of being more independent in their duties and eventually taking on higher level work. Only when they are struggling, would you then give them the specific answer instead of guiding them to the answer.

        Another technique that can be used in this expertise based mentoring is being a sounding board. When your mentee encounters a problem, have them explain the problem and multiple potential solutions and explain why each one is a good choice or a bad choice. Along the way, challenge their assumptions, point them to educational resources, and push them to think more critically. Ultimately, they will learn to be more self-sufficient.

        For you, The benefit of this type of mentoring is that your peers will trust you more; not just the person you're mentoring, but other teammates, too. Your teammates will realize that explaining things to your mentee implies that you have a thorough understanding of it, leading them to respect your expertise. They'll also see you as someone who is a team player who is interested in the betterment of the team and not just looking out for themselves. An additional benefit is that your manager will recognize you as a leader and an expert.

        Another type of mentoring relationship is one focused on experience in the job, particularly your experience within the company or industry. This involves helping someone develop soft-skills and build relationships that can help them do their job better. This type of mentoring should focus on peers who are new to the company or new to the field. In these instances, look for opportunities to explain the nuances of processes that may be unfamiliar to your mentee. At a high level, most processes are similar from one company to another, but there are always distinctions such as which group owns a particular step or the order that steps are performed. Introducing your mentee to key players in the process and explaining how to best interact with them allows your mentee to borrow some of your status in order to complete those processes more efficiently.

        Another activity you might engage in with experience based mentoring is helping someone understand what it takes to advance in the job or the company. You can do this by sharing anecdotes and introducing them to decision makers. Additionally, you can share what actions are valued by the leaders or the organization which can lead your mentee to faster advancement.

        Regardless of what type of mentoring you engage in, use it as an opportunity to learn from your mentee as well. The questions they ask may help you revisit complexities of your job with fresh eyes. Maybe that can lead to opportunities to optimize a process. Experience based mentoring could give you a taste of some of the responsibilities of being a manager. Take the opportunity to expand your network through your mentees. Or maybe just get a positive feeling knowing that you helped someone else. Mentoring doesn't have to be a one-way relationship and there are many ways that you can benefit.

        There is a lot more to mentoring and this just touches the surface. If you'd like to discuss it further go to ManagingACareer.com and access the Community.

        ]]> Whether official policy or not, in many companies in order to be promoted, you have to have already begun doing the work of the next level. When that next level is a position of leadership, it isn't always easy to have that work line up with your daily duties but mentoring is a one way you can exhibit those leadership skills.

        Some mentoring relationships are focused on expertise; what you know about the job. In these instances, focus on less experienced team members or people outside of your group who are new to the field. You will be sharing your expertise to help them grow their skills and become capable of more advanced tasks As you help them learn and grow, concentrate on answering WHAT to do and not HOW to do it. This gives them more opportunity to figure things out and not just become reliant on you providing the answers. Your goal isn't to take on their work but to get them to a point where they are capable of being more independent in their duties and eventually taking on higher level work. Only when they are struggling, would you then give them the specific answer instead of guiding them to the answer.

        Another technique that can be used in this expertise based mentoring is being a sounding board. When your mentee encounters a problem, have them explain the problem and multiple potential solutions and explain why each one is a good choice or a bad choice. Along the way, challenge their assumptions, point them to educational resources, and push them to think more critically. Ultimately, they will learn to be more self-sufficient.

        For you, The benefit of this type of mentoring is that your peers will trust you more; not just the person you're mentoring, but other teammates, too. Your teammates will realize that explaining things to your mentee implies that you have a thorough understanding of it, leading them to respect your expertise. They'll also see you as someone who is a team player who is interested in the betterment of the team and not just looking out for themselves. An additional benefit is that your manager will recognize you as a leader and an expert.

        Another type of mentoring relationship is one focused on experience in the job, particularly your experience within the company or industry. This involves helping someone develop soft-skills and build relationships that can help them do their job better. This type of mentoring should focus on peers who are new to the company or new to the field. In these instances, look for opportunities to explain the nuances of processes that may be unfamiliar to your mentee. At a high level, most processes are similar from one company to another, but there are always distinctions such as which group owns a particular step or the order that steps are performed. Introducing your mentee to key players in the process and explaining how to best interact with them allows your mentee to borrow some of your status in order to complete those processes more efficiently.

        Another activity you might engage in with experience based mentoring is helping someone understand what it takes to advance in the job or the company. You can do this by sharing anecdotes and introducing them to decision makers. Additionally, you can share what actions are valued by the leaders or the organization which can lead your mentee to faster advancement.

        Regardless of what type of mentoring you engage in, use it as an opportunity to learn from your mentee as well. The questions they ask may help you revisit complexities of your job with fresh eyes. Maybe that can lead to opportunities to optimize a process. Experience based mentoring could give you a taste of some of the responsibilities of being a manager. Take the opportunity to expand your network through your mentees. Or maybe just get a positive feeling knowing that you helped someone else. Mentoring doesn't have to be a one-way relationship and there are many ways that you can benefit.

        There is a lot more to mentoring and this just touches the surface. If you'd like to discuss it further go to ManagingACareer.com and access the Community.

        ]]>99f0dd76-5826-495c-90ff-36df5b35707cMon, 05 Jun 2023 20:00:00 -050005:23falsefull33Individual Development Plan - MAC002An individual development plan is a document that YOU create and YOU own that documents how you'd like your career to progress. It's main purpose is to facilitate communication with your leaders on your career goals - both short term and long term - and the progress you are making on those goals. Once created, plan on reviewing its contents at least once per quarter in a one-on-one with you manager.

        The IDP consists of three major sections: The vision and road map; the assessment, and the action plan. And then, it wraps up with the Successes section that tracks your progress on the action plan as well as your overall goals.

        The first, and probably most important part of the IDP is the career vision. I like to call it the "What do you want to be when you grow up?" section. This part is a roadmap to your entire career. Start with the end goal in mind and think ahead as far as you can……when you retire from work, what sort of position will you hold…..where do you see yourself in 10 years……or maybe you can only see 2 or 3 years ahead? However far ahead that is, what sort of role will you have? Will you remain in an individual role or will you run a company or somewhere in between? Once you know the end goal, work backwards from that goal to your current position and determine what steps you need to take to get there. Sometimes those steps involve promotions, and others, it may involve lateral moves or job changes. That's really going to be dictated by where you are and where you want to be. This section is not about specific timelines, just about the stops along your journey how long you should be in each position before progressing to the next.

        Once you have set the vision, the next section is an honest assessment of where you are in your current role and how that compares to the next stop on your journey. This assessment is different from your annual review, and is focused less on performance but more on ability. Look at the responsibilities from the job description of your current role. Identify your Strengths and Competencies as well as Weaknesses, and Opportunities for improvement against those responsibilities. It may be helpful to solicit feedback from your trusted peers and leaders to help with this assessment. Once you have made the assessment against your current role, do the same exercise for your next role. Pay close attention to any weakness or opportunity that continues to be so for the next position. Also look for strengths or competencies that, due to changes in responsibilities, become weaknesses or opportunities.

        The third section is your action plan. After you have identified the areas of weakness and opportunity, create a set of actions to turn them into competencies or strengths. Focus on the areas that overlap between your current role and next role. Suggested actions would be trainings and types of assignments or participating in a mentoring relationship (either as a mentor or a mentee, depending on the skill being worked). Regardless, each action item should detail the activity to be performed, the weaknesses and opportunities that are being addressed, and a target timeline for completion. This would be a good time to speak with your manager about the items in your action plan to ensure that you are given time and assignments to progress on them. Any actions that do not align with your job duties may require you to seek opportunities outside of your working hours (such as attending night classes or volunteering for community projects in your area of interest).

        At this point, your IDP is complete in terms of content, but there is one more important section. Your Successes section. As you complete items in your action plan, celebrate them and move them from the action plan to the success section. As you progress to your next role, document that, too. Your Successes section is a good way to reflect back on the progress you've made from when you started your plan to today. Use this section as a way to remind yourself that progress is a journey and doesn't happen "overnight" and without hard work.

        Your IDP is a living document. You should revisit it at least once per quarter. Update your action plan and your successes often. As you progress through your career, reassess your strengths and weaknesses against your new responsibilities. If you decided to change your end goal either because you can see further ahead or you've changed your mind about where you want to go, that's perfectly fine, but update your vision. Nothing in this document is set in stone and you can update it whenever it's appropriate.

        Now that your IDP is complete, review it with your leaders. Use the action plan to help set your annual goals. Use it to negotiate project assignments. Get the support of leadership to help you reach the next stop in your career journey.

        If you would like a free IDP template, go to our website at ManagingACareer.com and fill out the contact form and mention the free IDP template in the notes. While you're there, feel free to ask career development questions or suggest show topics to be addressed in a future episode.

        ]]>An individual development plan is a document that YOU create and YOU own that documents how you'd like your career to progress. It's main purpose is to facilitate communication with your leaders on your career goals - both short term and long term - and the progress you are making on those goals. Once created, plan on reviewing its contents at least once per quarter in a one-on-one with you manager.

        The IDP consists of three major sections: The vision and road map; the assessment, and the action plan. And then, it wraps up with the Successes section that tracks your progress on the action plan as well as your overall goals.

        The first, and probably most important part of the IDP is the career vision. I like to call it the "What do you want to be when you grow up?" section. This part is a roadmap to your entire career. Start with the end goal in mind and think ahead as far as you can……when you retire from work, what sort of position will you hold…..where do you see yourself in 10 years……or maybe you can only see 2 or 3 years ahead? However far ahead that is, what sort of role will you have? Will you remain in an individual role or will you run a company or somewhere in between? Once you know the end goal, work backwards from that goal to your current position and determine what steps you need to take to get there. Sometimes those steps involve promotions, and others, it may involve lateral moves or job changes. That's really going to be dictated by where you are and where you want to be. This section is not about specific timelines, just about the stops along your journey how long you should be in each position before progressing to the next.

        Once you have set the vision, the next section is an honest assessment of where you are in your current role and how that compares to the next stop on your journey. This assessment is different from your annual review, and is focused less on performance but more on ability. Look at the responsibilities from the job description of your current role. Identify your Strengths and Competencies as well as Weaknesses, and Opportunities for improvement against those responsibilities. It may be helpful to solicit feedback from your trusted peers and leaders to help with this assessment. Once you have made the assessment against your current role, do the same exercise for your next role. Pay close attention to any weakness or opportunity that continues to be so for the next position. Also look for strengths or competencies that, due to changes in responsibilities, become weaknesses or opportunities.

        The third section is your action plan. After you have identified the areas of weakness and opportunity, create a set of actions to turn them into competencies or strengths. Focus on the areas that overlap between your current role and next role. Suggested actions would be trainings and types of assignments or participating in a mentoring relationship (either as a mentor or a mentee, depending on the skill being worked). Regardless, each action item should detail the activity to be performed, the weaknesses and opportunities that are being addressed, and a target timeline for completion. This would be a good time to speak with your manager about the items in your action plan to ensure that you are given time and assignments to progress on them. Any actions that do not align with your job duties may require you to seek opportunities outside of your working hours (such as attending night classes or volunteering for community projects in your area of interest).

        At this point, your IDP is complete in terms of content, but there is one more important section. Your Successes section. As you complete items in your action plan, celebrate them and move them from the action plan to the success section. As you progress to your next role, document that, too. Your Successes section is a good way to reflect back on the progress you've made from when you started your plan to today. Use this section as a way to remind yourself that progress is a journey and doesn't happen "overnight" and without hard work.

        Your IDP is a living document. You should revisit it at least once per quarter. Update your action plan and your successes often. As you progress through your career, reassess your strengths and weaknesses against your new responsibilities. If you decided to change your end goal either because you can see further ahead or you've changed your mind about where you want to go, that's perfectly fine, but update your vision. Nothing in this document is set in stone and you can update it whenever it's appropriate.

        Now that your IDP is complete, review it with your leaders. Use the action plan to help set your annual goals. Use it to negotiate project assignments. Get the support of leadership to help you reach the next stop in your career journey.

        If you would like a free IDP template, go to our website at ManagingACareer.com and fill out the contact form and mention the free IDP template in the notes. While you're there, feel free to ask career development questions or suggest show topics to be addressed in a future episode.

        ]]>a984af68-5e2f-4659-8662-082252bcca73Mon, 29 May 2023 20:00:00 -050005:59falsefull22Higher Level Tasks - MAC001If we look at your day to day activities, some of your tasks are process driven. They are driven by standard operating procedures (SOPs) that dictate what needs to be done. There may be associated flowcharts and decision trees which direct your thoughts on the task at hand. These tasks are necessary to the job. Other than "do or do not", there really isn't much control that you have. When you are new to the role -- either due to newly entering the field or being recently hired -- you're primarily focused on performing these tasks as detailed in the job description and these process driven tasks often consume much of your working time.

        When you're not working on process driven tasks, the other type of tasks you perform involve discretion and judgement. They typically involve creativity, problem solving, strategy, and decision making. There is no standardized approach that works in all cases. To perform these activities, you often rely on your education and experience. The more senior you are on the team, the higher percentage of your day is spent working on these higher level tasks.

        Your goal, in order to get ahead is going to be to figure out how to transition from doing primarily process driven tasks to working on these higher level tasks that allow you to shine and show your true capabilities. In the corporate world, there is often an unwritten rule that you have to perform the job before you're promoted to the job. By taking on the higher level tasks that your current role calls for, those around you will be better able to see the strengths that you bring to your role. This will put you in a better position for that future promotion.

        When you're early in your career, it may seem like you're so focused on these process driven tasks there's not a lot of opportunity for creativity, problem solving, strategy, and decision making -- the higher level tasks that lead to a promotion. One thing you can do is focus on the processes that you are responsible for. Is there room in that process to provide some efficiencies or streamline it in some way or some other optimization -- or adjust it to handle a case that hasn't been handled before. That's one way to showcase your problem solving skills. Alternatively, look for opportunities where other, more senior members of your team have so much on their plate that smaller decisions are falling through the cracks. Volunteer to take on these decisions showing that you are both a team player but also someone capable of taking on more than your current responsibilities. Even if your teammate has final say in the decision, by doing all of the leg work -- all of the research and analysis -- and providing a final recommendation, you'll have shown ownership and initiative…..qualities that will set you up for success.

        Another opportunity is to look for those smaller projects that noone is working on. If you have the bandwidth and flexibility -- especially if you've optimized your process driven tasks -- you can take on these smaller projects.

        Later in your career, you'll have made the transition from process driven tasks to higher level tasks, but the next question you have to ask yourself is "what scope and scale do the decisions I participate in have to the organization?" If those tasks are shorter-term focused and team level impact, those decisions are important, but your goal should be to look for tasks that have a wider, longer-term impact. One way that your decisions will have a bigger scale and scope is to be involved in tasks that are more important rather than urgent. Leave the urgent tasks for team members that are earlier in their career and looking for a chance to showcase their abilities. Urgent tasks tend to be more tactical in nature and the impact not long lasting. Once the urgent task is resolved and the urgency has passed, normalcy will return and the focus will shift back to important work.

        Important tasks might include projects that will improve processes, increase efficiency, or drive growth. Higher level tasks are often those that are most closely aligned with your organization's mission, goals, and values. By focusing on tasks that reflect your company's values, you can help create a sense of purpose and meaning for you and your team.

        As a manager or leader, your responsibility is to look for ways to bring higher level tasks to your team overall. Much like an individual, you're trying to grow and challenge your team by bringing bigger and bigger opportunities. Look for projects and engagements that will allow you to stretch the team, stretch their skills; challenge their capabilities -- helping them develop new skills and build their confidence. Find those projects that are more impactful to the organization and in doing so, you're going to get your team into a position where they can all advance.

        You can also look for opportunities to delegate your lower level tasks to your team. As a leader, your tasks have wider impact to the organization that the tasks of your team. Your responsibility to your team is to develop the team and help them advance along their career path, so by delegating less critical tasks to members of your team still gives them an opportunity to expand beyond their current scope and frees you up to focus on the most critical items such as finding higher level projects for to help the whole team grow.

        So, we've seen today that the focus should be on figuring out how to get a bigger impact; a bigger sphere of influence across the organization by transitioning from process oriented tasks to higher level tasks. I think that by doing that you should set yourself up for success and put yourself in a position to get that promotion when you're ready for it.

        ]]>If we look at your day to day activities, some of your tasks are process driven. They are driven by standard operating procedures (SOPs) that dictate what needs to be done. There may be associated flowcharts and decision trees which direct your thoughts on the task at hand. These tasks are necessary to the job. Other than "do or do not", there really isn't much control that you have. When you are new to the role -- either due to newly entering the field or being recently hired -- you're primarily focused on performing these tasks as detailed in the job description and these process driven tasks often consume much of your working time.

        When you're not working on process driven tasks, the other type of tasks you perform involve discretion and judgement. They typically involve creativity, problem solving, strategy, and decision making. There is no standardized approach that works in all cases. To perform these activities, you often rely on your education and experience. The more senior you are on the team, the higher percentage of your day is spent working on these higher level tasks.

        Your goal, in order to get ahead is going to be to figure out how to transition from doing primarily process driven tasks to working on these higher level tasks that allow you to shine and show your true capabilities. In the corporate world, there is often an unwritten rule that you have to perform the job before you're promoted to the job. By taking on the higher level tasks that your current role calls for, those around you will be better able to see the strengths that you bring to your role. This will put you in a better position for that future promotion.

        When you're early in your career, it may seem like you're so focused on these process driven tasks there's not a lot of opportunity for creativity, problem solving, strategy, and decision making -- the higher level tasks that lead to a promotion. One thing you can do is focus on the processes that you are responsible for. Is there room in that process to provide some efficiencies or streamline it in some way or some other optimization -- or adjust it to handle a case that hasn't been handled before. That's one way to showcase your problem solving skills. Alternatively, look for opportunities where other, more senior members of your team have so much on their plate that smaller decisions are falling through the cracks. Volunteer to take on these decisions showing that you are both a team player but also someone capable of taking on more than your current responsibilities. Even if your teammate has final say in the decision, by doing all of the leg work -- all of the research and analysis -- and providing a final recommendation, you'll have shown ownership and initiative…..qualities that will set you up for success.

        Another opportunity is to look for those smaller projects that noone is working on. If you have the bandwidth and flexibility -- especially if you've optimized your process driven tasks -- you can take on these smaller projects.

        Later in your career, you'll have made the transition from process driven tasks to higher level tasks, but the next question you have to ask yourself is "what scope and scale do the decisions I participate in have to the organization?" If those tasks are shorter-term focused and team level impact, those decisions are important, but your goal should be to look for tasks that have a wider, longer-term impact. One way that your decisions will have a bigger scale and scope is to be involved in tasks that are more important rather than urgent. Leave the urgent tasks for team members that are earlier in their career and looking for a chance to showcase their abilities. Urgent tasks tend to be more tactical in nature and the impact not long lasting. Once the urgent task is resolved and the urgency has passed, normalcy will return and the focus will shift back to important work.

        Important tasks might include projects that will improve processes, increase efficiency, or drive growth. Higher level tasks are often those that are most closely aligned with your organization's mission, goals, and values. By focusing on tasks that reflect your company's values, you can help create a sense of purpose and meaning for you and your team.

        As a manager or leader, your responsibility is to look for ways to bring higher level tasks to your team overall. Much like an individual, you're trying to grow and challenge your team by bringing bigger and bigger opportunities. Look for projects and engagements that will allow you to stretch the team, stretch their skills; challenge their capabilities -- helping them develop new skills and build their confidence. Find those projects that are more impactful to the organization and in doing so, you're going to get your team into a position where they can all advance.

        You can also look for opportunities to delegate your lower level tasks to your team. As a leader, your tasks have wider impact to the organization that the tasks of your team. Your responsibility to your team is to develop the team and help them advance along their career path, so by delegating less critical tasks to members of your team still gives them an opportunity to expand beyond their current scope and frees you up to focus on the most critical items such as finding higher level projects for to help the whole team grow.

        So, we've seen today that the focus should be on figuring out how to get a bigger impact; a bigger sphere of influence across the organization by transitioning from process oriented tasks to higher level tasks. I think that by doing that you should set yourself up for success and put yourself in a position to get that promotion when you're ready for it.

        ]]>54885f3f-321e-4760-9406-d1e15207587fMon, 22 May 2023 21:00:00 -050006:19falsefull11Introduction - MAC000Welcome to Managing a Career, I'm Layne Robinson.

        This podcast is aimed to help you navigate the path to professional success. Whether you're a recent graduate still searching for your place or a seasoned professional with years of experience, the knowledge and insights I will be sharing can show you how you can position yourself for growth and career advancement.

        
        

        I've been a software developer for multiple Fortune 500 companies and spent time in the software consultant world, too. The past few years, I made the transition to management and currently lead a team of over 40 developers across the globe. In my 30 years, one thing I've realized is that most managers spend the majority of their one-on-one time focused on project status and not on career development. It's usually left for the individual to figure out how to progress. I have found that I actually enjoy mentoring and coaching and my teams are consistently recognized as some of the top teams in the company.

        
        

        So, whether you plan on transitioning to management like I have or enjoy the "real" work too much to move away from an individual role, I'm sure to cover topics that can help you learn and grow.

        
        

        So, subscribe in your podcast player of choice and head over to ManagingACareer.com where you can access our community, submit show topic ideas, or use any of the other career development resources you'll find there.

        
        

        It's YOUR career and the only person who can take control of your career is you; no one else will do it for you. So, go out there and take charge of your career.

        
        

        For Managing A Career, this has been Layne Robinson.

        
        

        
        

        ]]>Welcome to Managing a Career, I'm Layne Robinson.

        This podcast is aimed to help you navigate the path to professional success. Whether you're a recent graduate still searching for your place or a seasoned professional with years of experience, the knowledge and insights I will be sharing can show you how you can position yourself for growth and career advancement.

        
        

        I've been a software developer for multiple Fortune 500 companies and spent time in the software consultant world, too. The past few years, I made the transition to management and currently lead a team of over 40 developers across the globe. In my 30 years, one thing I've realized is that most managers spend the majority of their one-on-one time focused on project status and not on career development. It's usually left for the individual to figure out how to progress. I have found that I actually enjoy mentoring and coaching and my teams are consistently recognized as some of the top teams in the company.

        
        

        So, whether you plan on transitioning to management like I have or enjoy the "real" work too much to move away from an individual role, I'm sure to cover topics that can help you learn and grow.

        
        

        So, subscribe in your podcast player of choice and head over to ManagingACareer.com where you can access our community, submit show topic ideas, or use any of the other career development resources you'll find there.

        
        

        It's YOUR career and the only person who can take control of your career is you; no one else will do it for you. So, go out there and take charge of your career.

        
        

        For Managing A Career, this has been Layne Robinson.

        
        

        
        

        ]]>7b207e9d-22a8-4b63-8873-9aa4b5dae4c0Thu, 18 May 2023 23:47:00 -050001:40falsetrailer