Managing A Career – Détails, épisodes et analyse

Today we're going to dig into a topic that confuses people at every level of the corporate ladder. You'll hear about it in calibration meetings, in talent reviews, in leadership offsites. Sometimes it's talked about openly; other times it's whispered about like some kind of secret scoring system. I'm talking about performance and potential.

Performance… sure; that part makes sense. What did you deliver; how well did you deliver it; how predictable and reliable is your output; did you solve the problems in front of you; did you create value for your team. But potential; that's the fuzzy part. Potential for what; and how do you influence a rating that sounds like it's based entirely on somebody's personal opinion.

Imagine being evaluated not just on the work you deliver today… but on a future version of you that may or may not exist. Most people in corporate jobs don't even know that their rating has two pieces. They think their "performance rating" is the whole story. But the real decisions about promotions and opportunities are often driven by the other number; the potential number. So the question we're asking today is simple: what is potential really measuring… and do you even want to maximize it?

A common tool used in end of year evaluations is the classic two‑axis grid; one axis for Performance and the other for Potential. It looks simple on paper. People are sorted from low to high on both scales, then placed into a tidy little box that supposedly determines their future. Those who land in the top right quadrant get the opportunities, the visibility, the fast track. Those in the bottom left… well, they often find themselves stalled out, sidelined, or in some cases quietly pushed out. The biggest issue is that these scales are vague and often applied inconsistently across teams. Two leaders can sit in the same talent review and have completely different interpretations of what "high potential" even means.

For some companies, potential means "how likely are they to produce at a high level in the next year." For others, it means "how close are they to their next promotion." Some organizations define potential as "shows leadership skills." Others look for "scalability"; meaning the ability to handle bigger, broader, and more ambiguous challenges. And a few go even further; blending curiosity, change-readiness, resilience under pressure, strong communication, and strategic thinking into one catch-all label. In other words; potential is often a company's way of asking "Do we see you becoming more valuable to us in the future than you are today?"

But because it's forward-looking, your ranking on this scale often comes down to something people don't like to admit… politics. Potential isn't a direct measurement of your abilities or your hard skills; it isn't even a pure reflection of your current performance. It's a perception game; a bet leaders make about how you'll behave in situations you haven't faced yet. It's assumption dressed up as science. But that doesn't mean you're powerless. Once you understand the ingredients that drive potential, you can learn how to shape the perception of your future self—and change the trajectory of your career.

Even though the definition of potential varies from company to company, there are several core elements that show up almost everywhere.

**Adaptability**. In today's fast-paced world, this one shows up near the top of almost every potential rubric. Change is constant… technological change, regulatory change, shifting priorities. I joked with my boss this week that we've moved beyond "dealing with ambiguity"; we're now just "living with ambiguity." High potential employees are the ones who don't freeze when the landscape shifts. They stay steady, recalibrate quickly, and keep moving.

**Leadership**. This doesn't always mean holding a formal title. Often it's about influence. Can you guide others? Do people seek your input? Do you demonstrate sound judgment? Leaders evaluating potential notice when someone consistently steps up, rallies a group, or helps drive decisions forward.

**Strategic awareness**. This shows up differently depending on where you sit. For individual contributors, it means understanding how your work aligns with broader goals… and making day-to-day choices that reflect that understanding. For front-line leaders, it's about setting priorities for your team that advance corporate objectives. And for senior leaders, high potential often translates to shaping those strategic directions in response to a shifting market.

**Communication skills**. People with high potential communicate clearly, succinctly, and in a way that resonates with their audience. They know when to expand and when to get straight to the point. Their communication builds momentum rather than creating confusion.

**Scalability**. This is the quiet filter behind most potential ratings. High potential employees are perceived as capable of taking on "more." More responsibility, more impact, more scope. Whether that looks like larger projects, more visible initiatives, or simply a broader portfolio of work, scalability signals that your capacity can grow with the organization's needs.

Now, ask yourself: do you really want to optimize for this? For some, the honest answer might not be a simple "yes." It could be "maybe," or even "no."

Chasing a high potential rating can change your behavior in ways that clash with your values or long-term goals. Suppose you thrive as an individual contributor; you love deep work, craftsmanship, technical excellence. But the company defines potential as "ability to lead people." Insisting you don't want that path may actually protect your career rather than hurt it. Or perhaps high potential at your company equates to larger projects or higher visibility, but your personal situation—caring for aging parents or young kids—makes that path impractical.

There's also a hidden risk in being labeled "high potential." The bar moves; expectations increase. Suddenly you're being measured against a future version of yourself rather than the present one. If you don't keep up, the fall can be demoralizing. Opting out isn't usually an option, since failing to demonstrate potential often brings negative consequences. The goal isn't to reject the system; the goal is to understand it and use it intentionally. So how do you make the most of a performance vs. potential model?

If you decide that you do want to optimize for potential, remember this: you cannot optimize for a category you haven't clearly defined. It starts with gaining clarity. Depending on your company; potential may be entirely behavioral, entirely political, or somewhere in between. Begin by asking your manager a few grounding questions… though don't be surprised if they struggle to answer. Try questions like: "How does our company define potential?" "What specific behaviors demonstrate high potential here?" "What would you need to see from me to confidently place me in that category?" "What would remove doubt about my readiness for the next level?" If your manager can't answer, it usually means the system is more political than procedural.

Next, observe the people who are consistently identified as high potential. Watch how they behave; how they speak; the kinds of problems they volunteer for; the way they frame decisions. This isn't about imitation… it's about understanding the signals your company rewards. And here's something that surprises a lot of people: you don't need to be the top performer to be labeled high potential. You just need to show that you learn quickly; you handle complexity; and you stay steady when things get messy.

Early in your career, your potential is often judged by how quickly you absorb information. Are you coachable? Do you ask thoughtful questions? Do you seek clarity instead of avoiding uncertainty? The faster you reach the level of understanding required to take on bigger tasks, the higher your potential rating climbs.

As you grow, the criteria start to shift. Depending on your company, this may mean demonstrating strategic thinking, showing calm under pressure, or taking on visible leadership moments. People who navigate complexity without spiraling; who frame problems in broader business terms; who help teams move forward—those individuals tend to rise in the potential rankings.

Later in your career, the measuring stick becomes scale and impact. Can you drive larger projects? Can you deliver outcomes that matter to the enterprise? Can you influence and persuade people who don't report to you? The scope of your contributions starts to matter as much as the quality.

And as a manager, your potential no longer sits entirely on your shoulders. It reflects in your team's performance and reputation. When you're well regarded, your team benefits. When you lose the trust of senior leaders, your team feels the consequences even if they're performing well.

Regardless of where you sit on the career ladder, potential is always about your future… or more accurately, your perceived future. If you want to shape that narrative, you need to make sure the key decision makers see the signals you want them to see—consistently and repeatedly.

At the end of the day, navigating the performance versus potential model isn't about gaming the system. It's about understanding the rules well enough to make intentional choices. Start by asking your manager directly how your company defines potential. Don't guess; get clarity so you know exactly what you're optimizing for. Then, look closely at the people who carry that high potential label. Pay attention to how they communicate; how they approach problems; how they position their decisions. You're not copying them—you're learning the principles your organization rewards.

One of the strongest signals you can send is your willingness to step into ambiguity. When you volunteer for messy, undefined projects, leaders take notice. Pair that with clear and concise communication—especially under pressure—and you'll demonstrate two of the most valued traits in nearly every rating system.

But before you chase the label, ask yourself whether you truly want it. If it aligns with your goals, pursue it with intention. If it doesn't, shape a career path that reflects your definition of success. The real power comes from choosing the future you want rather than inheriting one someone else imagines for you.

If today's episode helped you understand how performance and potential ratings really work… take a minute to leave a rating or a review. It helps others discover Managing A Career and gives social proof that this show is worth listening to. Share the episode with a colleague who's trying to navigate their own growth. And if you want more tools to get promoted faster, check out https://managingacareer.com.

Do you ever look around your company and notice how certain people always seem to rise together? The boss gets promoted... and like clockwork, a couple of people from their team move up right behind them. You start to wonder... are they just that good? Or are they someone's favorite?

Today, we're going to unpack that idea—not the shady version, but the strategic one. How do you find the right person to align with... the kind of person whose rising tide actually lifts your boat, too? Cronyism gets a bad reputation, but that's when it's paired with incompetence or favoritism without merit. The truth is, every successful career has an element of strategic alignment. It's about connecting yourself with the right leader, building trust through results, and positioning yourself as someone they want to bring along when they rise.

So today, I'd like to talk about how to identify whose coattails are worth riding... and how to make sure you've earned your place on that ride.

The Reality of Relationships in Corporate Advancement

I've long said that building a network is the single most important thing you can do for your career. Your skills will get you in the door, but your relationships determine how far you go once you're inside. Promotions, high-visibility projects, cross-functional opportunities—they rarely appear out of thin air. They come through people. Your network is the radar that picks up opportunities before they hit the job board.

There's an old quote from Seneca that I love: "Luck is what happens when preparation meets opportunity." The preparation part is obvious; we all know we have to deliver results, build credibility, and sharpen our skills. But opportunity? That's the piece most people overlook. Opportunity doesn't just fall in your lap—it's usually handed to you by someone who knows your name, trusts your work, and believes in your potential.

That's why I say the first step in becoming someone's "crony"—in the best sense of the word—is to build that relationship before you need it. Get on their radar by doing good work. Add value without asking for anything in return. Be the person they can depend on when things get hectic. When the time comes for them to move up or take on a new challenge, you'll already be positioned as part of their trusted circle.

In corporate life, advancement is rarely a solo sport. It's a team game—and if you're not intentionally building the right team around you, someone else is.

What "Strategic Alignment" Actually Looks Like

Let's start by defining a few terms. The word crony has become shorthand for favoritism, backroom deals, and people getting ahead for all the wrong reasons. But at its root, a crony is simply someone who's connected to power. That connection, in and of itself, isn't bad. It's how the connection is earned that determines whether you're a crony... or a strategically aligned professional.

Strategic alignment is what happens when your goals, values, and performance directly support the success of someone higher up in the organization. You're not just orbiting power; you're contributing to it. You're part of a symbiotic relationship where your wins make their job easier, their projects stronger, and their vision more achievable.

So how do you know which side of the line you're on? Ask yourself three simple questions:

Do you help this person win in a way that also helps the team?

Cronyism isolates—it creates winners and losers. Strategic alignment lifts everyone around you. If the person you're supporting becomes more effective because of your input, and the team benefits in the process, that's a healthy dynamic.

Do you bring something to the table they need—insight, relationships, execution?

The strongest professional relationships are built on mutual value. If you offer something that fills a gap or accelerates progress, you're not tagging along... you're indispensable to the mission.

Are you seen as loyal and competent?

Loyalty without competence is flattery. Competence without loyalty is risk. The combination is trust—and trust is the foundation of every meaningful professional alliance.

If the answer to all three is yes, you're not a crony—you're a trusted asset. You've built a relationship based on performance, reliability, and shared success. But if any of those answers are no... then yes, you might just be a crony. And cronies don't get invited to the next level; they get replaced when it's convenient.

Strategic alignment is about playing the long game. It's about being so valuable, so dependable, and so in sync with where your leader is heading that they can't imagine building the next chapter without you in it.

How to Identify the Right Person to Align With

Now that we've defined what strategic alignment looks like, the next question is... who should you align with? Not every rising star is worth following, and not every senior leader has the influence—or the inclination—to pull others up with them. The key is to find someone whose momentum, mindset, and management style create opportunity for you to grow alongside them.

Start by looking for people who are already on a fast track. Promotions leave a trail, and those who have moved up consistently are likely to continue that trend. High performers tend to attract new challenges, bigger projects, and broader scope. If you can earn a place in that person's circle early, their growth naturally creates lift for everyone who supports them well.

Next, look for someone who shares the credit and invests in developing others. You can tell a lot about a leader by the way they talk about their team. If they celebrate wins collectively, delegate meaningful work, and visibly coach others, that's a person who will recognize competence—and reward it. Those are the leaders who build inner circles, not closed circles.

You'll also want to watch for people who are part of the conversation, not outside of it. These are the individuals who have access, who get looped into strategic discussions, who are in rooms where decisions are made. You can spot them by the projects they're trusted with, the visibility they have across the organization, and how others defer to their input. Proximity to power isn't about politics—it's about access to the flow of information and opportunity.

And finally, make sure your values align. The higher someone climbs, the more their decisions reflect their core beliefs. If you're aligned with a leader whose ethics, management style, and goals match your own, you'll move forward with integrity and confidence. But if your values don't match, success will come with discomfort... and eventually, conflict.

One last word of caution: be careful not to attach yourself to someone who's approaching a terminal position. Every company has them—the senior leaders who've likely hit the ceiling of their upward mobility. They may be respected, even powerful, but they're no longer ascending. If their career has plateaued, so will yours if you tether too tightly.

The goal isn't to find anyone influential. It's to find the right person—someone who's still climbing, who builds others along the way, and whose rise opens doors you're ready to walk through.

How to Build a Genuine, Strategic Relationship

Finding the right person to align with is only half the equation. The real magic happens when you learn how to build that relationship in a way that's natural, professional, and mutually valuable. The approach looks a little different depending on where you are in your career, but the principles stay the same: earn trust through performance, create value before asking for it, and always keep the relationship grounded in results, not flattery.

Early Career: Earn Proximity Through Performance

When you're early in your career, your best strategy is to make yourself visible through excellence. Every project, every deliverable, every presentation is an opportunity to show that you're reliable and capable. Leaders notice people who make their lives easier. That might mean volunteering for a stretch assignment, being the one who spots potential problems before they escalate, or simply being the person who always delivers high-quality work on time.

At this stage, proximity is the goal. You want to earn a seat in the room—not by talking your way in, but by performing your way in. Reliability builds access, and access builds relationships.

As You Begin Your Ascent: Anticipate Needs and Add Value

Once you've established yourself, your focus should shift to strategic contribution. Don't just do what's asked—start seeing around corners. Learn your manager's priorities, their pressure points, and their success metrics. When you can anticipate what they need before they ask, you're no longer just an employee; you're a partner in execution.

At this level, small gestures can carry big weight. Send a concise summary after a meeting to clarify action items. Offer data or insights that make decision-making easier. Look for inefficiencies you can streamline. These small actions add up to a reputation of someone who thinks like a leader—and that's exactly the kind of person rising leaders want close by.

Senior Levels: Become a Strategic Sounding Board

By the time you reach senior levels, alignment shifts from execution to perspective. Leaders at this stage don't just need doers—they need thinkers who help them see blind spots, validate ideas, and shape direction. You can strengthen your relationship by becoming a trusted sounding board. That means you're not just agreeing with everything; you're respectfully challenging assumptions, offering alternative views, and contributing insights that make their strategies stronger.

Credibility becomes currency here. The more thoughtful and data-driven your input, the more likely you'll be invited into strategic discussions. This is how you evolve from being part of someone's team to being part of their inner circle.

Transitioning from Manager/Director to Executive: Build Alignment at the Organizational Level

When you're preparing to move into executive ranks, your relationship-building focus must scale beyond one person. You're no longer aligning with a leader—you're aligning with the leadership ecosystem. This means cross-functional collaboration, strategic visibility, and building trust horizontally as well as vertically.

Still, one key ally can make all the difference. Find an executive who embodies the leadership style you aspire to, and look for ways your growth can directly reinforce theirs. Support their initiatives, lead projects that expand their influence, and deliver outcomes that make their leadership more effective. At this stage, you're not just someone's protégé—you're part of their leadership legacy.

How to Avoid the Traps of Cronyism

Loyalty is one of the most powerful traits you can bring to a professional relationship... but it's also one of the most dangerous if you don't manage it wisely. The same loyalty that earns you trust early in your career can hold you back later if it keeps you tied to the wrong person or situation.

Let's be clear—loyalty matters. The people who advance together are often those who've proven they can depend on each other through pressure and change. That kind of professional trust isn't built overnight; it's earned through consistency, discretion, and shared wins over time. When your leader knows you've got their back, they're far more likely to bring you into opportunities, conversations, and rooms you wouldn't reach on your own.

But loyalty has limits. There will come a point where you may have to ask yourself whether the person you aligned with is still the right one to stay tethered to. Maybe their values have drifted. Maybe their leadership style has changed. Or maybe their career has plateaued—or even started to unravel—in a way that could drag you down with it.

When that happens, you can't let nostalgia or misplaced loyalty compromise your own trajectory. Staying loyal to someone who's no longer aligned with your principles or your potential isn't loyalty—it's stagnation.

If your values no longer match, that's your cue to respectfully create distance. Protect your reputation, maintain professionalism, and quietly redirect your energy toward relationships that reflect where you're headed, not where you've been. Similarly, if someone's progress has stalled—or worse, they've made choices that could tarnish your credibility—you have to make the hard call to step away.

The key is to do it with grace. Don't burn bridges, don't gossip, and don't make it personal. Just reposition yourself in a way that keeps you moving forward. True strategic alignment is never blind loyalty; it's a partnership built on mutual growth. And if that growth stops, it's okay to move on.

The best professionals know how to stay loyal and self-aware. They understand that integrity and momentum go hand in hand... and that sometimes, the most strategic move you can make is knowing when to cut ties.

So let's bring this full circle. Every organization has those people who seem to rise together... the boss gets promoted, and a few key players move right along with them. From the outside, it might look like favoritism; but from the inside, it's usually the result of trust, consistency, and shared success.

That's the essence of strategic alignment. It's not about currying favor—it's about creating real value for someone whose growth creates opportunity for you, too. It's about recognizing who's going places, showing up as someone who helps them get there, and earning your spot through performance and integrity.

When done right, this isn't cronyism—it's partnership. And it's one of the most powerful ways to accelerate your own career, provided you keep your eyes open, stay true to your values, and know when it's time to pivot.

Because in the end, the relationships you build are the single biggest differentiator between a career that stalls... and one that soars.

This week, I want you to take a closer look at your own network. Who are you aligned with right now? Are those relationships fueling your growth—or holding you back?

And while you're thinking about that, I'd love your help shaping future episodes of Managing A Career. Take a minute to complete a quick survey at https://managingacareer.com/survey . Your input helps make sure each episode stays relevant, actionable, and valuable for wherever you are in your professional journey.

If this episode gave you something to think about—or helped you see your relationships at work a little differently—share it with a friend or teammate who's also trying to move up. The more people who understand how to navigate these dynamics with integrity, the better our workplaces become.

Reframing the Premature Promotion

Back in Episode 58, I tackled the tricky terrain of getting promoted too soon—when the title lands before the readiness does. That episode unpacked the complications that can follow a premature promotion: skill gaps, team tension, imposter syndrome, and even layoff risk. This week, I'm flipping the script. Instead of focusing on the pitfalls, let's talk about how to turn that early promotion into a strategic advantage. Because if you play it right, what starts as a stumble can become your fastest leap forward.

The Risks Beneath the Ribbon-Cutting

Getting promoted is thrilling—new title, new responsibilities, and a shiny new chance to flex skills you may or may not have yet. Maybe you lobbied hard for the role. Maybe someone senior left and you were the warm body in the right place. Either way, the promotion landed. But if it landed before you were ready, you're not just stepping into a new job—you're stepping into a minefield. You might be missing key skills. You might face tension from teammates who wanted the same role. And you might feel the creeping dread of Imposter Syndrome (I unpack that in Episode 83 – Faking It). If you let those complications define your leadership, they'll quietly sabotage your credibility. But with the right mindset—and a few tactical moves—you can flip the narrative and turn this shaky start into a career catapult.

Why Early Promotion Is a Hidden Advantage

Here's the twist: being promoted before you're ready can actually be a massive career advantage—if you know how to use it. You've just been handed a high-leverage moment. Expectations are low (or at least forgiving), visibility is high, and you've got a built-in narrative arc: the underdog who rose fast and figured it out in real time. That's catnip for senior leaders watching from above. Most people wait until they feel "ready" to stretch. You? You're already stretching. And that means you're learning faster, building resilience, and proving you can grow under pressure. It's not about faking it—it's about accelerating your readiness while the spotlight's already on.

Defuse the Drama Before It Starts

Let's be honest—people are hard. Every person you work with comes with their own expectations, insecurities, and preferred operating system. And when you get promoted ahead of someone else, the emotional stakes spike. Resentment simmers. Doubt lingers. That's why one of your first moves should be proactive one-on-ones with the folks who might be most resistant. Not to justify your promotion—but to listen, understand, and build trust. Ask what they need. Ask what they worry about. Then take visible action to show you're not just a good fit for the role—you're the best possible choice. This isn't politics. It's leadership. And the sooner you lean into it, the faster the tension turns into traction.

Use the Low Bar to Build a Launchpad

When expectations are low, exceeding them is almost too easy. The leaders who promoted you likely knew you weren't fully baked for the role—they saw potential, not polish. That's your opening. If you can quickly assess your skill gaps and build a fast-track learning plan, you're not just catching up—you're signaling that you're already thinking ahead. This isn't about scrambling to survive; it's about showing you can scale. The faster you close those gaps, the more confidence your leaders will have that you're not just ready for this role—you're already warming up for the next one.

Win Fast, Share Loudly

With a new role, all eyes are on you—watching, judging, quietly betting on whether you'll sink or swim. That spotlight won't last forever, so use it while it's hot. Look for short-term wins that prove you're not just learning—you're leading. But here's the nuance: don't just showcase your work, showcase your team. Give credit generously and publicly. It signals two things at once: that you're confident enough not to hoard praise, and that you're building something bigger than yourself. That kind of leadership doesn't just earn respect—it defuses resentment and turns skeptics into allies.

Set the Tone for Your Trajectory

Early promotions aren't just about the role you land—they're about the reputation you build. This is your chance to show that you're coachable, not defensive. That you learn fast, not just grind hard. That you can manage, influence, and lead—not just execute. When senior leaders see someone who can grow under pressure, elevate others, and stay open to feedback, they start thinking long-term. That's how one early promotion becomes two. That's how you get ahead of the curve—reaching the highest levels of the organization while others are still waiting for permission to stretch. You're not just filling a role. You're shaping your trajectory.

Your Move

If you've just landed a promotion you weren't quite ready for—congratulations. You've been handed a rare opportunity to grow faster, lead smarter, and build a reputation that lasts. Don't waste it. Start with self-awareness, lean into the hard conversations, rack up early wins, and make sure everyone knows you're here to elevate—not dominate. The next promotion starts now. So take the reins, set the tone, and show them exactly why betting on you was the smartest move they've made all year.

A career coach can help you build the skills to actually use these strategies—not just hear them. If you're looking for one, reach out through the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll set up an intro session where we'll talk through your career goals and see if we're a good fit. If we click, we'll schedule regular sessions to get your career moving—not just forward, but up.

As I covered in last week's episode on the Corporate Ladder - Episode 017, you may eventually reach a point in your career where the next rung has a limited number of opportunities to progress.  In Episode 13 - A Little Bit of Luck, I talked about how luck is when preparation meets opportunity and that sometimes you have to make your own luck.

When the advancement will involve competition with others, you will need to have laid the groundwork in advance.  You never know when an opportunity will appear, so you will need to be ready, so start today.

There are several key areas that you'll need to address before you can start selling yourself.  So let's take a look at them.

Have something to sell.  Build your skills, complete your projects and in general, do good work.  These are the baseline requirements, but without it, none of the rest matters.

Know your strengths.  You are going to be formulating a marketing plan and you will need to know what attributes to emphasize.  Do a personal inventory and figure out what you do better than everyone else -- what sets you apart.  If those strengths are not in alignment with the next level, update your IDP - Episode 002 and work with your leader to create an action plan to build those new strengths.

Identify your worth.  Review your recent projects.  How much value did they provide to the business -- not just in terms of capability, but in real numbers.  Were there cost savings or cost avoidance?  Time savings and efficiencies?  Review Episode 001 - Higher Level Tasks and Episode 006 - Is your work Important or Urgent and focus on finding high-value assignments.

Find a spokesperson or champion.  If you've built a strong network, this step will be easy.  But try to figure out who do you know that will vouch for your capabilities and value?  Is that someone who's voice matters?  If you don't have a strong voice in your camp, start building your network.

Once all of the components are in place, you are ready to begin marketing.  The thing about marketing is that it's a long game.  It's about understanding the needs of the customer (the people in control of any future promotion) and adjusting the product (you) to meet those needs.  This means that you need to understand what aspects will be considered when a promotion opportunity is available and make sure that you have aligned your strengths and values to them.

Another aspect of your personal marketing plan is that there should be a clear and consistent message.  The old adage of "out of sight, out of mind" holds true here.  You need to find a way to showcase your strengths and values -- and their alignment with the previously identified needs -- on a regular basis.  I know most people don't enjoy writing status reports, but a well-crafted status report could serve these purposes well.

In a future episode, I'll cover more in-depth on what a good status report looks like, but in short, focus less on completed tasks and focus more on value provided.  Send them "frequently enough, but not too often" such that you aren't annoying the recipients.  Don't be afraid to include set-backs as long as you provide details on how you are either resolving them or preventing them in the future -- showing how you can handle adversity will build confidence and trust in you which is never a bad thing.  Regardless of how you deliver the message, being persistent but tactful will allow you to stay front-of-mind with the ultimate deciders.

I'd love to hear from you.  Access the ManagingACareer.com website and let me know how this podcast has helped you in your career development.  From the website, jump to the community and answer this week's poll about how frequently should one send out a status report.

For the majority of people, their career is going to last somewhere in the ballpark of forty years depending on when they start and when they decide to retire.  While there are no hard and fast rules about how your career should or will progress, there are some generalized trends and milestones that you can expect to hit.  Just note that each company is different and that these levels may not equate one-to-one with job titles at the companies you work for -- for example you might be promoted from an "Analyst 1" to an "Analyst 2" and still be considered junior level.

Unless you are an exception, you're going to start your career at a junior level.  While you may have learned a lot of concepts as you trained for this position, your focus in this junior role will be to learn how the real world works compared to the theoretical world of school projects.  You are usually following the direction of a more experienced team member.  For the most part, you are expected to be competent at your job and generally do "good work".  The biggest factor in getting promoted is usually just "time in grade".  Depending on the industry you're in and the company you work for, you should expect to be in a junior role for 2 to 5 years.

Next will be mid-level positions.  As you gain knowledge and experience, you will begin to be more autonomous, able to complete regular tasks without much guidance or supervision.  By gaining the trust of the leaders, the scope and impact of your assignments will increase.  You may even be given full responsibility for smaller projects allowing you to showcase some of your leadership potential (Check out Episode 016 for insights into how to be a good leader).  You will also begin to guide and mentor junior team members.  In order to progress from a mid-level position, it will require more than just "doing good work".  You will need to showcase your ability to have a deeper understanding of your work and perform your work at an advanced level.  You will also need to show solid leadership skills, being a senior member of the team means leading projects.

As far as how long you can expect to be in a mid-level role, it's going to have the most variability.  Some people will move through this range quickly -- as fast as two years -- while others will feel like they are languishing at this level "forever" -- potentially as many as 10 years or more.  At some companies, there is the additional complication that there may be fewer senior positions such that you must wait for a spot to free up or for the company to expand creating additional positions.

When you do finally reach the senior level, you will be responsible for leading larger projects and owning the relationship between your team and other teams.  You will have an important voice in how projects are addressed by the team.  For many, holding a senior level position will be the bulk of their career.  You usually reach this level before your career is half over and if you decide not to pursue a management position, it's where you will finish your career.

For those that choose to transition to management, your focus shifts from doing the tasks of the team to almost exclusively leading the team.  Personally, I think the most important responsibility of a manager is to support the career growth of their team.  Other responsibilities could include managing budgets, prioritizing projects, and ensuring that the team is achieving the team's goals.  But, if you build a good team and allow them to grow, everything else will take care of itself.

The final rung on the corporate ladder is the executive rung.  This is a part of the ladder that few people actually reach.  As an executive, you are setting corporate strategy and making decisions with a significant impact to the overall business.

The amount of time you spend between a senior role, a management role, and an executive role will really depend on your aspirations.  You may aspire to reach any of the three levels, but you may also find your climb stalled due to the limited number of opportunities at these levels.  Regardless of where you find yourself, in order to progress, look for a good mentor and make some of your own luck (Episode 013).

Have you mapped out your career plan in an IDP (Episode 002)?  If not, access ManagingACareer.com and request your free IDP Template via the contact form.

When your career begins, your key responsibilities are to do your tasks and to grow your skills.  With enough time, this is often sufficient to justify a promotion.  However, as you reach higher career levels, there comes with it, the expectation that you are not just producing results, but also leading others on your team.  Even without the title and responsibility of being a manager, leadership is a skill that everyone should work to develop.

If I boil "leadership" down into a single concept, I would have to say that being a leader means "enabling your team to do more".  That single concept is the key to good leadership.  It's not about specific actions, just doing whatever is necessary to improve the ability of your team to produce.

Initially, leadership is more of an informal activity.  Your work output is still expected to maintain near current levels.  But, as leadership becomes more formal, it takes up a larger percentage of your day and your direct output will wane.  However, as a leader, your indirect output is your impact multiplied through the number of people that you lead.  This is why managers may not appear to "do" anything, but, if they are a good leader, they are enabling their team to be more productive than if they were led by someone else.

The first and easiest form of leadership is one that you can take entirely on your own.  It's not one that you need any special permission to take.  It's leading by example.  When junior team members are unsure of what to do next or are not confident in what decision to take, they'll often defer to senior members.  Whether you actively pursue this form of leadership or not, just by nature of experience, you could find yourself in this position.  The best thing to do is to recognize the fact and make sure that you are setting a good example for your team.

While leading by example is a good practice, it can also lead to burnout as you try to continue to produce at a consistently high level.  It also has the smallest impact to the improvement of the team.  Eventually, you will need to take a more active form of leadership.

If your team is young and inexperienced, leadership may take the form of education -- often through mentoring and coaching.  Teaching them better techniques enables them to do more of their existing tasks.  Teaching them additional skills allow them to take on new tasks and do more through expansion of responsibility.

Another form of leadership is through improving process efficiencies.  Leveraging seniority and more experience, you can enable your team by eliminating unnecessary or redundant process steps and by automating steps or entire processes.

Education and process efficiencies are team focused leadership.  Eventually, you will need to turn outwards in order to enable your team.

Sometimes, leadership is about removing roadblocks.  When your team is unable to make progress on their tasks, a leader can leverage their experience, their network, or their authority to help the team resume progress.  A leader's experience can help the team find ways around the roadblock.  A well-connected leader may know someone who can remove the roadblock or at least a person who can introduce them to someone who can.  And lastly, a leader with the proper authority can just command that the roadblock be removed.

And lastly, another important aspect of leadership is protecting your team.  This is often reserved for a leader who is a manager or executive because protection usually involves some sort of political maneuvering.  A leader can advocate for help -- either from another team or in the form of growing the team -- if the team is asked to do more than they are capable of or work that they do not have the skills to do.  A leader can help resolve conflict across teams.  Or, a leader can protect the team from excessive work or unnecessary process.

Whether formally or informally, leadership qualities are a key component of advancement.  We've discussed several types of leadership today, so spend time in the coming weeks and months working on those skills. 

If you're finding these podcast episodes helpful but want to hear more, why don't you go to ManagingACareer.com and leave me a message via the contact form.  I'd love to hear what topics you would like me to cover in a future episode.

The other day, I was reading a series of articles by Jean Hsu on Substack (link to part one).  These articles outline how ask-culture and guess-culture can clash at work and how to navigate the differences.

Ask Culture is when members of the group are inclined to ask for something even when the chance of receiving a "yes" are low.  Their belief is that people will say no unless they really want to say yes, so asking has no consequences.

Guess Culture is when members of the group are inclined to wait to ask for something until they guess that the chances of a "yes" are high.  Their belief is that people will be offended if they have to say no, so asking has high consequences.

Which type of person you are, an asker or a guesser, can have a huge impact on how your career progresses.  But it's not a single statement of "be a " because there are other factors that should be considered.

If you are an asker in a world of guessers, you could come across as aggressive or needy.  If guessers have to continually say "no" to your requests, they'll be offended that you didn't understand the pain that they feel.  Or if they say "yes" when they weren't fully ready to say yes, they will resent your request and the things that they had to put off in order to fulfill your request.

If you are a guesser in a world of askers, your needs will often be overlooked and the few instances when you do ask could still face a "no" that was easy to give but may have been a "yes" if you had asked again or pressed for more.

In reality, life is a spectrum and there is no one instance where a person or group is fully "asker" or fully "guesser" but having an understanding of the general mode that both you and your team operate in will reduce the opportunities for conflict.  It's not quite as simple as telling the asker to "guess more" or the guesser to "ask more", but that's at least a good place to start.

If you are an asker, the key is understanding that the guesser sees being forced to say no as the greatest offense….so much so that they will sometimes say yes even when they don't want to do so but at a cost of increased resentment towards the asker.  When you ask for something, ask in a softer manner so that saying "no" isn't uncomfortable…..just be careful that you don't ask in such a way that "no" is the default answer.  Consider the difference between "Can I have a raise?" vs "Have I done everything necessary to be in position for a raise?".

If you are a guesser, you are often trying to read the person you are asking to ensure a "yes".  Instead of trying to glean clues on your own, ask exploratory questions.  These exploratory questions will express your interest without feeling like you are asking directly.  It also prepares the askee for that "yes" when you finally ask.  As with the asker, asking "Have I done everything necessary to be in position for a raise?" expresses your interest in a raise and allows you to ask "Can I have a raise?" when the answer to the previous question is yes.

In both instances, the softer question will still lead to your ultimate request but without raising the potential for conflict in ask vs guess styles.

If you find these episodes useful, help me spread the word.  Tell your friends about Managing A Career and leave a review in the podcast app of your choice.

As with any career, it's important to periodically check your progress.  Since this podcast started you should have held at least two career development discussions with your leader.  Hopefully you're making the most of these session and have worked with your leader to put together an action plan.  Recent episodes should have given you some things to talk about with your leader.

Episode 008 covered recognition and how letting your manager know what forms of recognition motivate you will ensure that when your work is valued, you know.  The five types of recognition were Monetary, Tokens of Appreciation, Words of Acknowledgement, Visibility, and Prestige.

Next, in episode 009, we talked about deciding whether you should stay in a technical role or start transitioning to management.  There is no "perfect" answer and it will ultimately depend on the career roadmap you've documented in your individual development plan.

If you do decide to transition to management, episode 010 talks about different types of leaders on a mediaeval battlefield.  Leading from the front like the melee fighters works well in critical times.  Leading from the side as in the calvary is where most new managers start because they understand the day-to-day having grown through those ranks.  Leading from behind like the archers is where leaders who focus on enabling their team and staying out of their way operate.  Leading from above like the nobles and generals allows one to focus on strategic thinking.

In episode 011, we  covered a structure for your one-on-ones.  This structure had four main agenda items.

• Performance against annual company goals
• Performance against IDP action plan
• Feedback from peers and business partners
• Actions until next session

Speaking of feedback, episode 012 discussed techniques for receiving effective feedback.

• Get in the right mindset
• Ask open-ended questions
• Close your mouth and open your ears
• Resist the urge to be defensive
• Take lots of notes
• Offer thanks, not promises
• Scheduled a follow-up

And lastly, episode 013 covers how sometimes your success is the result of luck.  But that luck is really a result of the preparation and opportunities that you have made for yourself.

So, in these past six weeks, have you made any progress on your career goals?  Go to the Managing A Career community that's accessible from the ManagaingACareer.com website and let me know which of these past six episodes have helped you the most!

The Roman philosopher Seneca has a quote about how luck happens when preparation meets opportunity.  When it comes to your career, this is so very true.  If you spend your time waiting for an advancement to fall into your lap, you'll often be disappointed.

No matter how many stories you hear about someone who is promoted frequently, there are just as many stories of people who have languished in the same role for years.  Often, the former have spent time growing skills, networking, and being open to change while the later have just been focused on their job duties.

Preparation.  In previous episodes, I've covered several ways that you can prepare so that when opportunity comes, you can take it.

• As covered in Episode 003 Find a mentor that has been where you are.  Having "been you", they can speak to what steps they took to get to the next level.  They can guide you through the technical and political skills you need to develop.
• Document your work as described in Episode 005 so that others can follow behind you when you move to a new opportunity.  If there is no one else to take over your tasks, you will miss out on many opportunities.  Probably the worst feeling is knowing that you were ready for an opportunity, but you were passed over because you were "too critical" for your current job.
• In Episode 012, I addressed listening to feedback and using it to improve.  Not only will people recognize your willingness to adapt and change, but they will also see you as more capable of doing the "next" job.
• Additionally, continue to study so that you have the skills and knowledge you need when an opportunity presents itself.

Opportunity.  Don't wait for opportunity to come to you, seek it out.

• Prepare your IDP from Episode 002.  Understanding where you want your career to go and the roadmap to get there will help you recognize opportunities that may be less obvious.  Pay attention to when there may be lateral shifts today that may provide larger opportunities in the future.  For example, a shift to a different organization or manager at your current company could present more challenging work or be an area with faster growth.
• Hold regular one-on-ones with your leader using the structure from Episode 011 and communicate your career plan.  Having your manager on your side will give you someone else helping identify opportunities.  Knowing that you have a desire for something different will allow your manager to consider you for opportunities that he may not have expected you to be interested in.
• Continue to grow and expand your network by participating in industry organizations.  Other than my very first job, every job I've had since has been because of my network.  At certain levels, advancement becomes more of a factor of who you know than what you know.

There will be those who have done all of the preparation, but aren't watching for opportunities.  They will advance just by the nature of doing what's expected of them.  But they aren't driving their career, it's happening to them -- and likely slower than they want.  There will also be those who are open and aware of all of the opportunity around them.  However, they haven't prepared and are unable to capitalize on the opportunity.  But, when everything comes together……that's the luck that will bring you success.

In the close of each episode, I make the statement: own your career and navigate the path to professional success.  A large component of that ownership is preparing for future opportunities and acting when they present themselves.  Sometimes that will mean leaving a comfort zone and taking a risk.  Just trust in your preparation and leverage your network and the risk will pay off.

This week, I'm going to ask you to help me spread the word for the Managing A Career podcast.  Go to your podcast platform of choice and leave me a review.  Reviews will help others find my podcast and receive the same benefits that you're receiving.  Tell your friends and coworkers about the podcast.  Help me reach more people.

I was inspired to cover this topic by a post that I saw on LinkedIn by Jackie Simon of Jackie Simon Coaching.  In that post, she listed 20 Great Questions to ask in a One-on-One meeting.  This was a good follow-up to my previous episode on how to structure your one-on-one.  One topic in that structure was focused on feedback, so this week, I'm diving in a little deeper on how to get good feedback which includes asking open ended questions.

I'm sure many of you have had a similar conversation with a leader or a trusted peer where you ask how you're doing and their response is "great" or "fine" or something similar.  There isn't anything you can do to improve from that type of feedback.  So, let's talk about some techniques you can use to gather better feedback.

Get in the right mindset.  The first key to getting good feedback is to get in the right mindset to receive feedback.  Meaningful feedback should be targeting your work or your results and not you as an individual.  So, as you solicit feedback, remember that it isn't about YOU.  This mindset will allow you to be more receptive to hearing anything potentially negative.

Ask open-ended questions.  Asking yes or no questions or questions with a simple answer will make it difficult to get real, honest feedback.  Look at the list of open-ended questions that Jackie listed in her post.  Taking inspiration from them and rewording to fit this situation, these are the ones that stand out to me:  "What have you observed about my work lately?" and "Which of my strengths should I use more often?" and "What would you like to see less of?" and "How can I support you?" and "How satisfied are you with the work that I'm doing"?

Close your mouth and open your ears.  When receiving feedback, it's important to not just hear what's being said, but actually listen to it.  Let them have their say before reacting to it.  It's ok to clarify their remarks, but limit yourself to just a few questions or statements.  Try to stick to phrases along the lines of: "Can you explain that in more detail?" and "Tell me more."  The goal is to understand not just the statements they are making but the underlying reasons that they have those remarks.

Resist the urge to be defensive.  The feedback you are hearing is the perception of the giver.  Even if their perception is incorrect, it's how the situation was perceived.  Instead of defending, reflect on why they have an incorrect view and figure out how you can act differently to ensure that they interpret things correctly in the future.  If you are explaining your actions, you aren't listening to what they are actually saying.

Take lots of notes.  There is going to be a lot said.  You can't rely on your memory to capture all of the details.  Write down all of the comments and before the session wraps, review them with the person giving feedback.

Offer thanks, not promises.  Once the feedback has been collected, thank them for their time but resist the urge to respond to any of it.  Take this feedback back to your desk and really reflect on it.  Think about what can you change about your approach.  Is there anything you can do differently to ensure that the perception of others matches your intent?  When you respond in the "heat of the moment", you likely won't have a clear action plan and your response may come across as dismissive of their feedback.

Schedule a follow-up.  After you have had time to reflect on the feedback and formulated a plan, meet back with them and review the plan.  It shows them that you value their feedback which will lead to more feedback in the future.  And by reviewing the plan, they can offer insights into whether they think those actions will be effective and possibly offer additional actions that you can consider.

We covered how to receive good, actionable feedback.  So, spend the next few days thinking about which peers and leaders you can reach out to and solicit feedback from them.  Then, go to the Managing A Career community and tell me how that went.