Managing A Career

I 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 share can show you how to position yourself for growth and career advancement.

Pushing Down or Lifting Up - MAC091 05/13/2025

Pushing 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 () 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 () and build a cheering section as covered in Episode 052 (). 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 (). 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 () which will give them links to everywhere that this podcast can be found. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/36543655

What Managers Look for When They're Secretly Deciding Who To Let Go - MAC090 05/06/2025

What 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 (), 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 () 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 () 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 (). 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 () 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 () 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/36448265

Aligning With Fast-Track Projects - MAC089 04/29/2025

Aligning With Fast-Track Projects - MAC089 Last week, in Episode 088 (), 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 (), 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 (). 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 () which will give them links to everywhere that this podcast can be found. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/36350775

Fast Track Projects - MAC088 04/22/2025

Fast 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 () and expand your sphere of influence (). 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 () 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 (). 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 (). If you would rather, you can leave me a voicemail through your computer by clicking the button on the right. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/36257950

Language Matters - MAC087 04/15/2025

Language Matters - MAC087 In Episode 085 (), 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/36144755

Leadership Portfolio - MAC086 04/08/2025

Leadership Portfolio - MAC086 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 (), 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 (), 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/36047410

Confidence Builds Confidence - MAC085 04/01/2025

Confidence Builds Confidence - MAC085 Back in Episode 083 () 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35953215

Own the Problem, Bring Solutions - MAC084 03/25/2025

Own the Problem, Bring Solutions - MAC084 The other day on LinkedIn, there was a post () by Lena Reinhard, host of the Leadership Confidential podcast (), about the saying "don't bring me problems, bring me solutions". That post got me thinking. In her post, Lena () 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35847850

Faking It - MAC083 03/18/2025

Faking 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 (). 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35740430

Quiet Firing - MAC082 03/11/2025

Quiet 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 (), 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35621585

Visibility - MAC081 03/04/2025

Visibility - 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 (), 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 () and Episode 070, Sphere of Influence (), 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 () 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 () and leaving an honest review. More reviews will help others searching for career growth podcasts find and follow this podcast. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35523505

Action Plan to Habit - MAC080 02/25/2025

Action Plan to Habit - MAC080 Last year, I covered the Individual Development Plan or IDP in a series of episodes. In Episode 036 (), I introduce the IDP and cover why it should be an important part of your career growth. In Episode 037 () 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 () 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 () 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 () 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 () 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 () on the ManagingACareer.com website and I will send you one. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35418060

Building Someone Else's Network - MAC079 02/18/2025

Building Someone Else's Network - MAC079 Back in Episode 029 (), 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35323585

Future Proof You - MAC078 02/11/2025

Future Proof You - MAC078 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 () 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] /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35232545

Loyalty - MAC077 02/04/2025

Loyalty - MAC077 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. Update your resume. Ideally several times per year. But do it now because you never know when you will need it. Review the most recent quarterly earnings report from your company's leaders. How does their message affect you personally. 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/35123755

Developing Skills - MAC076 11/04/2024

Developing 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 and I will answer them directly in the meantime. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/33769337

Junior to Senior - MAC075 10/28/2024

Junior 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 () 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 - ) 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" - Episode 026 - Should You Be Promoted? - Episode 006 - Is Your Work Important? Is it Urgent? - Episode 003 - Mentoring - 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/33636347

Acting on Feedback - MAC074 10/21/2024

Acting on Feedback - MAC074 In Episode 12, I discussed some strategies for soliciting effective feedback (). 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 (). 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 ). 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 () and if you need an IDP template, drop me a note requesting one via the Contact form on the ManagingACareer.com website (). 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 (). 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/33541187

Put Yourself In Their Shoes - MAC073 10/14/2024

Put 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. () 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/33442517

Relationships of the Office - MAC072 10/07/2024

Relationships of the Office - MAC072 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/33352362

Breaking Past the Peter Plateau - MAC071 09/30/2024

Breaking Past the Peter Plateau - MAC071 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 (). 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 (). 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/33255092

Sphere of Influence - MAC070 09/23/2024

Sphere 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 ( ), 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 () 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 /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/33163532

It's a Struggle - MAC069 09/09/2024

It'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 () and Episode 044 - Reporting Status () 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 (). 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 () or leave me a voicemail through your computer. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32966757

The Writing On The Wall - MAC068 09/02/2024

The Writing On The Wall - MAC068 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 () 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32859027

Attending industry conferences - MAC067 08/26/2024

Attending industry conferences - MAC067 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 (). 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32736182

Delegation and Leverage - MAC066 08/19/2024

Delegation and Leverage - MAC066 I've mentioned Jackie Simon in the past. If you aren't following her on LinkedIn (), 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 (). 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 (), 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 (), 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32633077

The Four E's - MAC065 08/12/2024

The Four E's - MAC065 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 (), 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 () 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 (). 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 - ), 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32537377

Skip Level 1x1 - MAC064 08/05/2024

Skip 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 (); 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 () 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 (), 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 () 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/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32436012

Unsportive Manager - MAC063 07/29/2024

Unsportive Manager - MAC063 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 (). 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 () 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 () 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 (). 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. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32324352

Mid-year Goal Review - MAC062 07/22/2024

Mid-year Goal Review - MAC062 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 (), 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 (). 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 () as well. Be sure to update your Action Plan () but review whether you need to adjust your Roadmap () based on how your year has progressed so far. As I covered in Episode 51 - Success or Failure (), 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 () which will give them links to everywhere that this podcast can be found. /episode/index/show/02868cd1-ee55-48f5-a8ac-00a18eefd146/id/32239057

Managing A Career

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