Managing A Career

How to Start a Side Hustle Without Sabotaging Your Career A side hustle can feel like freedom — a chance to earn extra income, explore your creativity, and maybe even test-drive that business idea that’s been living in your head for years. It’s exciting, empowering, and sometimes even career-changing. But it can also be risky. The wrong move could damage your professional reputation, violate company policy, or simply stretch you too thin to perform well in your day job.   Today, we’re diving into something that’s become almost expected in the modern workplace: the side hustle.  Whether it’s freelancing, consulting, selling online, or creating content, nearly half of all professionals now have one. But the real question is: should you? Let’s explore why building a side hustle might be one of the smartest career decisions you can make… or one of the most dangerous.   Legal Considerations: Know Before You Start Before we get into the whys and whatfors of a side hustle, let’s talk about something far less exciting but absolutely essential — the legal stuff. Most of the risks fall into three big categories: non-compete clauses, confidentiality agreements, and intellectual property ownership.   Let’s start with non-compete clauses. These can limit your ability to do similar work or serve similar clients — even on your own time. Some expire when you leave your employer, while others can follow you for months, or even years, afterward. Then there’s confidentiality. If your job gives you access to inside information, proprietary data, or key contacts, using them in your side hustle isn’t just unethical — it could be illegal.   And finally, there’s intellectual property. If you’re using company time, equipment, or resources to build your side hustle, your employer might legally own part — or all — of what you’ve created. The safest approach? Use your own tools, your own time, and your own money. And if you’re unsure what you can and can’t do, have a candid conversation with your manager or HR, and consider a quick consult with an employment lawyer. One hour of legal advice now can save you a career’s worth of regret later.   Why Side Hustles Are Appealing So, with the legal stuff out of the way, let’s talk about what makes a side hustle so appealing. A side hustle can give you things your day job often doesn’t: control over decisions — both creative and strategic, financial freedom, and personal growth. You get to experiment, try new ideas, and see the direct impact of your efforts — something that’s often hard to find in larger corporate environments.   Then there’s the financial side. An extra stream of income can ease financial pressure, help you build savings, or fund your next big move. Down the line, it could even replace your primary income entirely.  But here’s what often gets overlooked: a side hustle can also make you better at your day job. Running something on your own forces you to learn new skills — marketing, negotiation, time management, customer service. You start thinking like an owner, not just an employee. And that mindset shift — from doing to owning — is exactly what separates good employees from promotable ones. So yes, there’s a lot to gain.   The Catch: Risks of a Side Hustle With all of those benefits, what’s the catch? Having a side hustle isn’t for everyone. First, it demands time — lots of it. If your plate is already full with work, family, or personal commitments, launching a side business can quickly push you toward burnout. Nights, weekends, and even vacations can disappear under deadlines and client needs.   Second, it can blur the lines between your personal and professional life. Maybe your employer frowns on consulting on the side, or coworkers begin to question your focus. And then there’s the legal side — those non-compete clauses, confidentiality agreements, and conflict-of-interest policies we talked about earlier aren’t just suggestions. For example, if you work in marketing and take freelance marketing clients, your company could see that as direct competition. Even if you’re not poaching clients, it could still violate your contract.   Finally, there’s reputational risk. If your side hustle doesn’t align with your company’s values or brand, it can raise questions about your judgment — especially if you hold a leadership position. So before you start, don’t just ask, “What could I gain?” Ask, “What could I lose?”   How to Start a Side Hustle Safely So, how do you actually start a side hustle without jeopardizing your main job? First, get clear on your goal. Why are you starting this side project? Are you aiming to make extra money, build skills, or create a potential escape route? Knowing your primary purpose will shape every decision you make.   Next, review your company policies. Pull out your employment agreement and look for keywords like non-compete, moonlighting, or conflict of interest. If anything is unclear, talk to HR or even get legal advice — it’s always better to ask up front than apologize later. And if your side hustle could intersect with your company in any way, have a short, professional conversation with your manager. Transparency builds trust and reduces future headaches.   As you explore opportunities for your side hustle, focus on opportunities that are complementary to your role and your company — not competitive. The further your side hustle is from your company’s core business, the less likely you are to run into trouble. Start simple; you don’t need a flashy launch with a social media blitz. Test your idea, see if you even enjoy it, and consider leveraging your strengths or learning new growth-oriented skills. The best side hustles grow naturally, without forcing pressure or overcommitment.   And finally, protect your time. Your main job still pays the bills, and if your performance starts slipping, your side hustle could become a liability instead of an asset. Treat it like a project, not a full-time job — and build it carefully, step by step.   Long-Term Career Benefits of a Side Hustle So, you’ve started a side hustle and it’s gaining traction — now how can you use it to advance your career? Wearing all the hats in your side project teaches skills you can bring back to your day job. Building a small website might help you understand digital marketing. Handling customers could sharpen your communication or sales skills. Even if these skills aren’t directly related to your current role, they can open doors for lateral moves or promotions within your company.   A successful side hustle also signals initiative. It tells your employer that you’re resourceful, entrepreneurial, and capable of managing yourself — qualities that can lead to promotions, invitations to high-visibility projects, or even career pivots. Beyond that, your side project can expand your network, connecting you with people outside your usual circle: new industries, mentors, and opportunities. Remember, your network is one of the most powerful tools you have for career growth.   And let’s be honest — this day and age, no job is permanent. A side hustle provides both a safety net and a sense of autonomy. Much like investing, having diversified sources of income puts you in a stronger position when one opportunity disappears. When done ethically, responsibly, and strategically, a side hustle doesn’t just pad your wallet — it builds your career capital.   Closing Thoughts A side hustle can be one of the best professional development tools you’ll ever have — or the biggest career misstep you’ll make. The difference comes down to how intentionally you approach it. If today’s episode got you thinking about your own side hustle — or helped you avoid a costly mistake — share it with a friend or teammate. Maybe someone who’s been talking about starting something on the side but isn’t sure where to begin.   And if you haven’t already, go to https://managingacareer.com/follow to subscribe to Managing A Career wherever you listen to podcasts. Your growth is your responsibility — and this show is here to make that journey easier, one step at a time.

Every leader has hit this crossroads at some point: a member of your team isn’t hitting the mark. You’ve coached, you’ve encouraged, you’ve given feedback—maybe even tried a few creative workarounds—and yet, nothing seems to stick. So now comes the tough question: do you double down and keep investing in their growth, or do you make the hard—but necessary—decision to help them move on? Today, we’re diving into one of the most uncomfortable yet crucial responsibilities in leadership: knowing when to coach up and when to coach out. And if you’re not a manager, don’t tune out just yet—understanding this process can give you a huge edge in your own career, helping you grow faster and avoid unexpected setbacks.   No one likes having the hard conversations, but as a leader, they are inevitable. When a team member isn’t reaching their potential, it’s your responsibility to coach them up. You’ve seen what they’re capable of—you know their strengths and possibilities—but it often takes patience, creativity, and persistence to help them break through self-doubt, inexperience, or gaps in skill. This kind of investment can transform a good employee into a great one. But sometimes, despite your best efforts, coaching up isn’t the right answer. That doesn’t mean the person is a failure; it simply means there’s a mismatch—between the role, the team’s needs, or even the culture—and the best outcome might be helping them find a position better aligned with their goals and abilities. Neither conversation is easy, yet the mark of strong leadership is facing them head-on rather than avoiding the discomfort.   If you’re a leader, your role is part coach, part mirror, and part compass. The mirror reflects reality—you show people where they’re excelling and where they’re struggling. The coach develops skills, offering feedback, resources, and encouragement. And the compass? It points the way forward, setting expectations and guiding direction. When it comes to coaching up, the first step is honesty. Don’t sugarcoat feedback—people can’t improve what they can’t see. But honesty alone isn’t enough. Without empathy, it feels like criticism. Pair your feedback with belief—belief that improvement is possible. Say things like, “I know this is a stretch, but I’ve seen you handle bigger challenges before,” or, “You’ve got strong instincts here—let’s work on building consistency.” Next, define what success looks like. Be explicit about timelines, metrics, and outcomes. Vague coaching produces vague results, and no one wins there. And finally, remove roadblocks. Sometimes, performance issues aren’t about motivation—they’re about missing tools, unclear priorities, or overwhelming workloads. A great coach doesn’t just demand results—they create the conditions for success.   Now, let’s tackle the harder side: coaching out. It’s never fun. But keeping someone in a role where they’re not thriving isn’t compassion—it’s avoidance. The truth is, the longer you delay an honest conversation, the more harm it causes. The employee loses confidence, the team loses morale, and your credibility as a leader takes a hit. Coaching out doesn’t have to be a blunt “you’re fired” moment. It can sound like this: “We’ve tried several paths to help you succeed in this role, and I know how hard you’ve worked. But I also see that you might be better suited for something different—maybe in another department, or even outside this company.” It’s never about blame. It’s about fit. Some employees leave these conversations relieved; others may be surprised or frustrated. Either way, your responsibility is to preserve their dignity and provide support where possible—referrals, networking introductions, resume guidance. When you handle coaching out with integrity, you don’t just protect the company’s reputation—you enhance your own, building a reputation as a fair, trustworthy, and empathetic leader.   So how do you decide when to coach up and when to coach out? Think of it as a combination of potential, performance, and fit. Coach up when the employee shows capability, willingness to learn, and motivation—but just needs guidance, skills, or confidence to reach their potential. Provide clear feedback, set expectations, and remove obstacles so they can grow. Coach out when there’s a persistent mismatch between the role and the person—when skills, mindset, or alignment with team culture aren’t clicking despite your best efforts. Delaying the decision only prolongs frustration for everyone involved. By approaching these choices thoughtfully, you ensure your team stays productive, motivated, and engaged, and you reinforce your credibility as a leader who balances compassion with accountability.   Now let’s shift perspectives. If you’re an employee, here’s a career accelerator you don’t want to ignore: being coachable. That means listening with an open mind, resisting defensiveness, and treating feedback—even the tough kind—as an opportunity to grow. When you hear feedback, try asking questions like, “Can you give me an example of what that looks like?” or “What would great performance in this area look like to you?” Those questions signal maturity and a growth mindset. Being coachable doesn’t mean being a pushover. It means committing to learning, even when the feedback stings. Remember: your manager’s job isn’t to make you comfortable; it’s to help you grow. And growth is often uncomfortable. So the next time your boss says, “We need to talk,” don’t assume the worst—it might be the best career opportunity you’ll get all year.   And sometimes… the conversation takes a different turn. Maybe your leader sits you down and says, “This role just isn’t the right fit for you.” That moment can feel crushing—but it doesn’t have to define you. Here’s what’s really happening: your leader is acknowledging that your strengths and the company’s needs aren’t fully aligned. That’s not failure—it’s information. What you do next determines whether this moment becomes a setback or a setup for something better. Ask thoughtful questions: “Can you share what factors led to this decision?” “What do you think I do best?” “Do you have suggestions for where my skills might be a better fit?” Those conversations often open doors to new insights, referrals, or even internal transfers. Remember, being coached out isn’t the end of your story—it’s just a plot twist in the middle. And sometimes, it’s exactly the push you need to find the opportunity that fits who you’re becoming, not who you’ve been.   Whether you’re coaching or being coached, the magic happens when honesty meets empathy and strategy. Honesty brings clarity. Empathy keeps humanity at the center. Strategy ensures that decisions move both the team and the individual forward. When one of these elements is missing, everything starts to unravel. Honesty without empathy feels cold. Empathy without strategy feels directionless. Strategy without honesty feels manipulative. But when you bring all three together—that’s when real growth happens… for everyone involved.   Whether it’s coaching up or coaching out, these conversations are some of the toughest dynamics in the workplace. But how you handle them can be the most defining factor in your career—or in the success of your team. Handled poorly, they breed resentment, fear, or self-doubt. Handled well, they build trust, clarity, and growth—for everyone involved. Leaders, don’t shy away from these conversations; they shape the future of your team. Employees, don’t fear them; they shape the future of your career. Growth happens when both sides engage openly, honestly, and with intention.   If today’s episode helped you think differently about coaching—whether you’re giving it or receiving it—share it with someone who needs to hear it. Maybe a manager struggling with feedback, or a colleague navigating a tough performance review. And if you haven’t already, head to https://managingacareer.com/follow so you can subscribe to Managing A Career wherever you listen to podcasts. Your growth is your responsibility—and this show is here to make that journey easier, one episode at a time.  

At the time of recording, the U.S. government is in the middle of a shutdown. Progress has stalled. Federal employees are stuck in limbo, staring down questions with no answers: *How long will this last? What happens to me? What changes when it finally lifts?* It’s a moment of suspended animation—where uncertainty reigns and momentum evaporates. Sound familiar? It should. Because the same thing can happen in your career. Not with a headline or a press briefing, but with a quiet stall in progress, a creeping sense of doubt, and a calendar full of meetings that don’t move the needle.   Right now, the headlines are packed with shutdowns and budget battles. But this episode isn’t about politics—it’s about something far more personal. Because shutdowns don’t just happen in Washington. They happen in our work lives, too. Whether you’re fresh out of school, mid-career and questioning your next move, or leading a team that’s lost its spark, shutdowns show up when forward motion disappears. And if you don’t spot them early, your growth can stall for months… sometimes years. So let’s break down what a career shutdown actually looks like, why it happens, and how to restart the engine before you lose momentum for good.   A career shutdown doesn’t mean you stop working. Far from it. You’re still showing up, still checking boxes, still attending meetings that could’ve been emails. But the spark is gone. You’re treading water, stuck in cruise control—doing the same tasks, facing the same challenges, with zero stretch and even less excitement. Maybe you’re getting raises, but they’re just enough to keep you from updating your résumé. Promotions? Not even a whisper. It’s professional purgatory: you’re employed, but you’re not advancing.   Just like in Washington, a career shutdown doesn’t happen overnight. It creeps in—slow, quiet, and disguised as “just a busy season.” It’s triggered by unresolved issues or a lack of leadership—sometimes from others, often from ourselves. Maybe it’s indecision. You’re unsure about your next step, so you wait. You tell yourself you’ll figure it out later… but “later” becomes “next year.” Or maybe you’re over-relying on management, assuming your boss or company will chart your growth. Spoiler: no one is thinking about your development as much as you should be. Then there’s avoidance. You know you should ask for feedback, clarify your goals, or push for that promotion—but it’s uncomfortable, so you stall. Meanwhile, burnout builds. You’ve been running hard for so long your tank is empty. You’re still in motion, but you’re not moving forward. And at the root of it all? Complacency. You tell yourself, “Things are fine.” You stop chasing, stop stretching, stop learning. And just like that, your momentum dies. Career shutdowns don’t announce themselves—they sneak in, settle down, and stay until you decide to kick them out.     Let’s start with those of you early in your career. You land that first “good job” and think, I made it. But that’s exactly when shutdown risk spikes—because comfort is sneaky. You tell yourself you’re gaining “experience,” but if that experience isn’t growing you, it’s just keeping you busy.   Here’s how to shutdown-proof your early career: Don’t wait for assignments. Be proactive. Ask, “What’s next? Where can I add value?” The ones who seek out responsibility are the ones who get noticed first. Focus on transferable skills—communication, writing, project management, presenting. Skills that make you valuable anywhere, not just in your current role. And find a mentor. Someone who gives honest feedback, keeps you accountable, and helps you see beyond your current lane. If you avoid stalling in your first five years, you’ll outpace most of your peers. Momentum built early compounds fast.   Now, let’s talk mid-career. You’ve built credibility, earned a solid salary, maybe even a leadership title. Your shutdown doesn’t look like boredom—it looks like plateauing. You’re doing well. You’re respected. You’re stable. But… nothing’s really changing. And here’s the danger: stability feels safe, but in today’s world, stability without growth is decline in disguise.   So how do you stay in motion? Start by revisiting your goals. The ambitions that got you here won’t take you where you want to go next. Don’t coast on old goals—create new ones that stretch you. Expand laterally. Take on projects that expose you to new departments or business functions. Growth doesn’t always mean promotion—sometimes it’s about broadening your scope. And reinvest in your network. At this level, visibility often matters more than output. If no one knows your impact, it’s like it didn’t happen. Mid-career shutdowns are sneaky—because they feel like comfort. But comfort and growth rarely coexist. And if you manage people? Your career growth is tied to theirs. When your team stalls, you stall. When they can’t deliver results, your progress slows too. As a leader, avoiding shutdown means playing a different game.   Start by developing your people—not hoarding them. The more you help others grow, the more capacity you create to take on bigger challenges. Build influence beyond your team. Don’t just lead your group—be someone whose perspective shapes decisions across the org. And watch out for manager autopilot. It’s easy to fall into a routine of one-on-ones, reports, meetings, and metrics. But real leaders don’t just manage the status quo—they push for innovation and change. If you’re in leadership, your challenge isn’t just preventing your own shutdown—it’s making sure your entire team keeps moving forward too.     Maybe you’re listening and thinking, Yeah… that’s me. I’m in one of those shutdowns. Good news: stalled careers aren’t permanent. But they don’t restart on their own. They need intentional action.   Step one: reset expectations with your boss. Schedule a career conversation. Ask, “What does success look like over the next six months? What would it take to earn that next promotion?” Clarity creates accountability—and accountability drives progress.   Step two: rebuild your energy. Sometimes, what you need isn’t a new job—it’s a reset. Rest. Recharge. Re-engage. Burnout doesn’t fix itself, and momentum needs fuel.   Step three: re-skill. Pick one new capability that creates leverage for your next role. Maybe it’s AI, data storytelling, leadership development—whatever positions you for what’s next. Growth starts with learning, and learning starts with choice.   Shutdowns don’t fix themselves. They end when you take initiative. So if you’re stuck, stalled, or just coasting—this is your sign. Restart the engine. Your career’s waiting.   Career shutdowns happen to everyone. The real question is—will you catch it early enough to restart? You don’t need a perfect moment, a new title, or someone else’s permission. You can create your own momentum—starting today.   If this episode got you thinking, share it with a friend or colleague who might be stuck in their own “career shutdown.” And if you haven’t already, hit subscribe so you never miss an episode of *Managing A Career*. I’m Layne Robinson—thanks for listening. Now go out there and shutdown-proof your career.

Navigating the First Steps: From School to the Corporate World Many of the topics I cover on this podcast are geared toward people who are further along in their careers—those aiming for that next big promotion or managing teams. But this week, I want to shift the spotlight to those of you who are just starting out. Maybe you’re still in college and gearing up for an internship. Maybe you’ve recently graduated and are about to dive into your very first “real” job. If that’s you, this episode is especially for you. And for those of you who’ve been in the workforce for a while, don’t skip ahead—I’ve got a message for you at the end that I think will hit home.   Leaving school and stepping into the workforce is one of the biggest turning points in your life. The classroom gave you theories and frameworks, but the workplace is where those ideas get tested. Suddenly, it’s not just about what you know—it’s about your habits, your adaptability, and your resilience. This is where you start to connect the dots between education and execution, between who you think you are and how you actually show up when the pressure is on. So in this episode, let’s break down what to expect—the highs, the lows, the lessons—and most importantly, how to make the most of this critical first chapter in your career.   The Highs Let’s start with the good stuff—the highs you can expect when you step into the workforce. One of the biggest highs is exposure to real work. Unlike assignments in school, the work you do now has tangible consequences. What you produce could directly influence a client deliverable, shape a manager’s decision, or determine the success of an entire project. That kind of responsibility is both exciting and validating—it tells you, “I matter here.”   Another high is the opportunity for mentorship. You’re suddenly surrounded by professionals with years—sometimes decades—of experience. These aren’t just abstract role models in a textbook; they’re real people who can guide you, challenge you, and even open doors for you down the road. Sometimes a single conversation with a mentor during an internship or your early career can teach you more than an entire semester in the classroom.   And then there’s the acceleration of your skills. In just a few weeks or months, you’ll start to absorb lessons about professional expectations, communication norms, and problem-solving under pressure. You’ll see firsthand what it takes to deliver under deadlines, adapt to shifting priorities, and contribute to a team’s success. That rapid growth builds confidence, and before long, you’ll notice you’re not just keeping up—you’re standing out from your peers.   The Lows But, let’s be real—it won’t all be smooth sailing. Every job comes with its share of lows. At times, you’ll find yourself doing repetitive or menial tasks. Maybe you’re filing documents, taking notes in meetings, or entering data into a system. It might not feel glamorous, but it’s not pointless. These small tasks are often the building blocks of bigger outcomes, and they give you a front-row seat to how organizations actually function.   You may also run into imposter syndrome. Surrounded by people who seem more polished, more confident, or more experienced, it’s easy to wonder, Do I really belong here? The truth is, even the professionals who seem like they’ve got it all figured out once felt exactly the same. Everyone starts somewhere, and doubt is a normal part of growth.   And then there’s feedback—the kind that stings. At some point, you’ll make a mistake or deliver something that isn’t up to standard. Someone may critique your work more directly than you’re used to, and in the moment, it can feel personal. But here’s the shift: feedback is rarely about you as a person. It’s about raising the quality of your output. The sooner you learn to absorb constructive criticism and act on it, the faster you’ll grow. In fact, feedback is one of the most valuable career accelerators you’ll ever encounter.   Making the Most of Every Opportunity Not every job will be perfect, but every job has something to teach you—if you pay attention. Notice which aspects of your work excite you and which feel like pure drudgery. Sometimes, it’s the company’s mission that resonates with your values, making even the most mundane tasks feel meaningful within the bigger picture. Other times, it’s the people—the team you work with and the personal growth they enable—that keeps you motivated. And sometimes, it’s simply the tasks themselves, which offer opportunities to develop skills that will serve you later.   If you can’t find any of these sparks, it might be a signal to consider your next move. But don’t leap blindly—research your next opportunity carefully to make sure you’re not simply swapping one set of frustrations for another. Thoughtful reflection on what drives you now will help you make smarter choices for your career tomorrow.   Transitioning from School to Corporate Life The jump from school to corporate life is one of the biggest adjustments you’ll make. In school, deadlines were often flexible. Turn something in late, and maybe you lost a few points—but life went on. In the corporate world, deadlines are commitments. Your credibility hinges on whether you deliver on time, and consistently meeting deadlines quickly sets you apart as reliable and trustworthy.   Feedback works differently, too. In school, it came in the form of grades: you submitted an assignment, got a score, and moved on. In the workplace, feedback is constant, and it shapes how others perceive your growth. How you respond—whether you embrace it, adapt, and improve, or resist it—will have a direct impact on your career trajectory.   Performance in education was mostly individual. You studied, wrote papers, took exams—it was largely about what you could accomplish on your own. In corporate life, collaboration is often more important than solo effort. Success is measured not just by your personal output, but by how effectively you work with and through others to achieve results.   This transition can feel jarring at first, but if you reframe it, you’ll see the workplace as just another classroom—one with higher stakes, but also far greater rewards.   A Word for Experienced Workers Now, let’s flip the perspective. If you’ve been in the corporate world for a while—maybe even managing newcomers—this part is for you. Think back to your first days on the job. Do you remember how uncertain you felt? How small tasks seemed massive? How feedback—good or bad—stuck with you? Those memories aren’t just nostalgia; they’re tools. They remind you what it’s like to be new, and they can help you both improve your current performance and support those just starting out.   Reignite your beginner’s mind. Early in your career, everything felt like a learning opportunity. Somewhere along the way, we stop asking “why” and just accept the way things are. Channeling that same curiosity can sharpen your edge and even help you innovate in your current role.   Check your assumptions. Recent graduates often ask questions that might seem basic—but those questions can uncover inefficiencies or outdated habits we’ve stopped questioning. Instead of dismissing them, see what you can learn.   And perhaps most importantly: pay it forward. Be approachable, generous with your feedback, and clear about expectations. A few minutes of explanation can save them hours of uncertainty, and your guidance can be transformative. Clarity is everything. Feedback is critical—give it often, give it kindly, and give it constructively. Inclusion builds confidence, too. Invite them to meetings, ask for their perspective, and treat their presence as meaningful. These small gestures can completely change the way they see themselves as professionals.   Helping newcomers succeed doesn’t just benefit them—it benefits you, too. The way you teach, guide, and support reflects your leadership skills, and leadership is one of the strongest signals of promotion readiness.   Key Points and Their Implications Topic Key Insight Implication for You Highs of Early Career Real work, mentorship, rapid skill growth Engage fully—these opportunities accelerate learning and visibility. Lows of Early Career Repetitive tasks, imposter syndrome, critical feedback Reframe challenges as lessons and build resilience. Making the Most Identify what excites you; reflect on values and growth Motivation and clarity help you maximize any role or decide if it’s time to move on. School → Corporate Transition Deadlines are commitments; feedback is constant; collaboration is key Develop reliability, adaptability, and teamwork early to stand out. Experienced Workers Reignite beginner’s mind; check assumptions; pay it forward Supporting newcomers strengthens leadership skills and creates stronger teams.   Actionable Strategies You Can Start Today Track Your Wins and LessonsKeep a simple journal of accomplishments, challenges, and feedback. Reflect weekly on what’s working, what’s tough, and what you’re learning. This builds self-awareness and prepares you for future promotions. Seek Mentorship ActivelyDon’t wait for a mentor to find you. Reach out to someone whose career path you admire and ask for guidance. Even short conversations can provide insight and open doors. Ask Better QuestionsEspecially for early-career professionals, don’t shy away from asking clarifying or “basic” questions. For experienced workers, encourage questions from your team—they often reveal opportunities for improvement or innovation. Reframe FeedbackView feedback as a growth tool, not a personal critique. Act on it quickly and consistently. The ability to take feedback and improve signals maturity and leadership potential. Practice Inclusion and ClarityWhether you’re new or seasoned, make collaboration intentional. In

Recently, headlines have been buzzing about the indefinite suspension of Jimmy Kimmel Live! following comments he made that some considered politically controversial. Now, most of us don’t have a late-night talk show as our platform—but we do have jobs, reputations, and careers to protect. And the reality is, how we choose to express our opinions, especially on polarizing topics, can have very real consequences. Today, we’re going to explore how you can hold on to your authentic voice at work without putting your career at risk—and what to do if your values and your workplace no longer align.   Most workplaces—especially those with public-facing roles—expect employees to balance their personal values and opinions with those of the brand, the stakeholders, any regulatory standards, and audience expectations. In industries like media, public service, or any position with visibility, the cost of speaking out can be especially high. In Jimmy Kimmel’s case, the fallout wasn’t just about his employer’s decision; it involved political pressure, public backlash, and even affiliate networks stepping in to pull his content. The lesson here is that consequences don’t always come from your direct manager—they can come from third parties who hold influence over your career. And when your values are deeply held, conflict with those external forces becomes almost inevitable. The harder, more personal question is: how much risk are you willing to accept, and at what cost—professionally, financially, or socially?   The first step in navigating this tension is recognizing the warning signs that your personal convictions may be on a collision course with workplace expectations. These signs can show up in different ways: maybe you find yourself constantly biting your tongue in meetings, avoiding topics you care deeply about, or feeling uneasy when leadership takes a stance that conflicts with your own beliefs. Sometimes it’s more subtle—you notice a growing sense of isolation, frustration, or even cynicism about the work you’re doing. Other times it’s external, like colleagues hinting that your comments could “raise eyebrows” or managers steering you away from sensitive discussions. Left unchecked, these signals often build toward bigger conflicts that can damage both your reputation and your career trajectory.   Once you recognize the risks, the next step is learning how to balance authenticity with professionalism. A good starting point is understanding the official boundaries. Review your employer’s code of conduct, commentary policy, and social media guidelines. If you’re uncertain, ask confidentially about what’s acceptable and what isn’t. You may not always get precise answers—many policies are intentionally broad—but document what you ask and what you’re told. Clarity in writing gives you something to lean on later if questions arise.   When discussing sensitive issues, focus on data, evidence, and organizational values rather than ideology. For example, framing a point as “Our mission includes fairness and transparency” often resonates more than stating purely personal beliefs. This doesn’t make you immune from backlash, but it does anchor your perspective in shared ground. You can also test your message by running it past trusted colleagues, considering your audience, and preparing to clarify if needed.   Not every forum is equally safe for expressing views. Internal meetings, private memos, or small group conversations may allow more nuance, while public statements demand constant caution. A good rule of thumb: treat anything you say as permanent and potentially shareable. Ask yourself, “If this were broadcast on the evening news, would I stand by it?”   Another overlooked safeguard is your reputation. People extend more grace when they see you as competent, fair, and constructive. Building trust takes time, but it creates a buffer: colleagues are more likely to interpret your voice as thoughtful rather than combative. That means documenting your achievements, investing in relationships, and avoiding the perception of being the constant dissenter.   Finally, don’t ignore the legal landscape. In some industries or jurisdictions, protections exist for speech, whistleblowing, or political expression. However, these safeguards are uneven, often narrow, and pursuing them can be costly. Before speaking out on highly controversial issues, consult HR, legal counsel, or trusted advisors. Weigh the costs and understand the limits before assuming protection.   Sometimes, no matter how careful you are, you’ll find that your values and your company’s expectations simply don’t align. At that point, you face two choices: sacrifice your convictions and stay, or look for an organization that better reflects your beliefs. Neither path is easy, and both come with trade-offs—but clarity about what you stand for makes the decision more manageable.   Start by writing down the values you consider non-negotiable—integrity, equity, free speech, transparency, or whatever matters most to you. Then, make a second list of areas where you’re willing to be flexible. This exercise not only helps you evaluate potential employers, it also gives you language to use in interviews about the kind of environment where you thrive.   When researching companies, don’t stop at their mission statements. Compare their public promises with their actual behavior. Read culture reviews, browse employee testimonials, and analyze industry reports. Use LinkedIn and Glassdoor to get insider perspectives, but also go deeper—talk to current and former employees whenever possible. Companies often market themselves one way and behave another, and careful research reduces unpleasant surprises.   Beyond research, build relationships with people inside values-aligned organizations. Attend events, volunteer, or contribute to professional communities that reflect your priorities. These connections often open doors that job boards won’t, and they give you an unfiltered look at how a company’s culture actually operates.   When you’re interviewing, don’t shy away from values. If asked about culture or past challenges, share thoughtful examples of times you stood for something important. Show how you handled disagreement with professionalism and how you added value while staying principled. This both filters out poor fits and signals to potential employers that you are not combative, but intentional and thoughtful.   Of course, leaving a company over values has costs. You may sacrifice salary, seniority, or perks in the short term. That’s why preparation matters. Build a financial cushion, lean on your support system, and have a Plan B in place. With those safeguards, you reduce stress and regain leverage, making it easier to choose the path that aligns with who you are.   So what can we actually learn from Jimmy Kimmel’s situation—and how might it apply to your own career? First, recognize that Kimmel operates with advantages most professionals don’t. He has an established platform, a loyal audience, and a reputation built over decades. That gives him more leeway than the average employee. For many of us, the margins are far narrower, and trying something similar could trigger far heavier consequences.   Second, notice how quickly the fallout escalated. The issue didn’t stay contained between Kimmel and his employer—it spread outward to political figures, affiliate networks, and regulatory bodies. Once external stakeholders entered the picture, the stakes multiplied rapidly. In corporate life, the same can happen: comments made internally or online can attract scrutiny from clients, partners, or even the press.   Third, the narrative matters. Kimmel’s remarks were interpreted (rightly or wrongly) as attributing political motives before all the facts were known. In a polarized climate, uncertainty can be weaponized, and the way you frame and qualify statements can make the difference between sparking dialogue and sparking outrage.   Finally, while consequences can be steep, there’s another side: authenticity has its defenders. Many rallied around Kimmel’s right to speak freely. For professionals, this highlights a paradox—standing by your convictions can invite risk, but it can also earn respect, strengthen your personal brand, and position you as principled. The key is to weigh whether the potential reputational upside is worth the professional cost.   Summary Table: Balancing Authenticity and Career Risk Key Point What It Means Implication for You Workplaces balance personal voice with brand/stakeholder needs Your opinions can affect not just you, but your employer’s image. Express views thoughtfully; understand broader consequences. Warning signs of misalignment Constantly holding back, feeling isolated, or sensing tension around your views. Recognize early signals before conflicts escalate. Strategies for safe expression Know policies, use data, appeal to shared values, choose forums wisely. Speak authentically but with preparation and awareness. Reputation as a safeguard Being seen as competent, fair, and constructive gives more leeway. Build trust and credibility to strengthen your voice. When alignment isn’t possible You may need to choose between compromising or moving on. Audit your values, research organizations, and explore transitions. Lessons from Jimmy Kimmel Even high-profile figures face blowback; narratives and framing matter. Frame carefully, qualify statements, and weigh risks versus rewards. Practical action steps Values audit, small-scale conversations, reputation-building, research, planning. Implement weekly/monthly steps to protect your voice and career.   Action Steps You Can Take Now Conduct a values audit: List your top 3–5 values, rate how your role supports or undermines them, and identify areas you can influence versus stru

Welcome back to Managing A Career, the podcast that helps you put yourself on the fast track for promotion. I’m your host, Layne Robinson.   Today’s episode is all about a concept I’m calling the Career Speedrun. If you’re into gaming, you probably know what a speedrun is: it’s when players try to beat an entire game as fast as possible, skipping unnecessary parts, using shortcuts, and optimizing every move.   Now, when it comes to your career, you can’t literally warp-jump from your first job straight to the corner office—but you can learn to recognize what slows you down, what accelerates your progress, and how to navigate the corporate world without wasting years wandering around levels that don’t serve you.   Let’s break down how to approach your career like a speedrun.   A career speedrun isn’t about recklessly chasing promotions at the expense of everything else. Instead, it’s about intentional acceleration.   It’s asking: What do I actually want? How do I get there faster without burning out? And what shortcuts exist in the corporate world that most people don’t notice?   The truth is, most careers stall because people spend years in roles that don’t develop promotable skills, or they wait for someone else to “notice their hard work.” That’s like playing a game and waiting for the boss to beat himself. It doesn’t work.   Let’s borrow from gaming. Speedrunners have three rules: Master the map. They know every corner of the game world. Exploit shortcuts. They find the hidden jumps or backdoors. Practice efficiency. Every move has a purpose.   Applied to your career, those rules look like this: Master the corporate map. Understand your industry, your company, and your internal politics better than others. Find career shortcuts. Things like stretch projects, high-visibility assignments, and mentorship can accelerate years of growth. Practice efficiency. Don’t waste time on work that doesn’t move you closer to leadership, skills, or influence.   The Corporate Map Framework If you don’t know the map, you can’t run it efficiently. That means: Understanding formal structures—the org chart, reporting lines, and official processes. Understanding informal structures—the hidden influencers, gatekeepers, and decision-makers who don’t appear on a chart but shape outcomes. Understanding industry context—where your company sits competitively and which skills are valued most in your sector. Speedrunners don’t guess where the finish line is. They know the terrain. In your career, the people who rise fastest are those who see the full landscape and navigate it deliberately.   Shortcut Identification Framework In gaming, a shortcut might only shave a few minutes off your time. But in your career, the right shortcut can shave years off your path. Think about mentorship, for example—a great mentor can collapse your learning curve by sharing lessons you’d otherwise spend years figuring out. Sponsorship takes it even further. Unlike a mentor, a sponsor is the person who actively speaks your name in promotion meetings and advocates for your next step forward. Then there are cross-functional projects, which expand your visibility beyond your immediate team, giving leaders across the company a reason to know your work.   Your internal brand matters, too. When people are clear about your strengths, you’re the first person they think of when new opportunities open up. Sometimes the shortcut is smart risk-taking—volunteering for the tough assignment that everyone else avoids, which can end up becoming the career moment that defines you. And finally, there’s skill stacking—learning high-value, promotable skills earlier than your peers, which gives you leverage that compounds over time.   Most people take the long road, slowly building credibility step by step. But the speedrunner looks around and asks: Where’s the warp pipe?   Efficiency Discipline Framework Efficiency in a speedrun is about never wasting movement. Efficiency in a career is about never wasting effort. Ask yourself three questions for every task on your plate: Does this build promotable skills? Does this increase my visibility? Does this connect me with power or influence? If the answer is no to all three, that task may need to be minimized, delegated, or re-framed. Speedrunners don’t spend hours in side quests that don’t matter to the end goal. Neither should you.     Every career has levels. Let’s walk through them with a speedrun mindset. Level 1: The Early Game (Junior Roles)Here, most people grind on learning the rules and focusing on those easy, low-level tasks. But the speedrunner?  They say: How do I prove value faster? That might mean volunteering for projects above your pay grade or learning skills that aren’t officially in your job description. Level 2: The Mid-Game (Senior Roles)Here’s where many people get stuck. They work hard but blend into the background. The speedrunner looks for leverage: How do I get visible to executives? How do I turn my results into influence? Level 3: The Boss Level (Leadership)At this stage, the speedrunner asks: How do I scale impact? It’s no longer about what you personally do—it’s about the team you build, the systems you improve, and the influence you wield across the organization. Your career speed depends on how quickly you level up—not how long you camp out in one level.     Every speedrun has pitfalls, and careers are no different. One of the most common is burnout—pushing so hard and so fast that you run out of energy before you reach the next level. Speed is valuable, but not if it leaves you too exhausted to keep going.   Another hazard is shallow skill-building. Some people chase titles without ever developing the real substance behind them. On paper, the promotion looks impressive, but without the skills to back it up, the progress doesn’t last.   There’s also the danger of hollow titles and damaged networks. Moving too quickly without care for relationships can burn bridges, and once your reputation takes a hit, it’s hard to recover. No one wants to be known as the person who climbed fast but left a trail of resentment behind.   The truth is, if you accelerate without sustainability, your run ends early. The smartest speedrunners know when to push forward and when to pace themselves. In your career, you want to finish the game—not crash halfway through.     Now that we've looked at your career speedrun, here are three strategies you can start using today to speed up your career trajectory: Audit your work. Ask: “Which of my tasks directly tie to skills or visibility that lead to promotion?” If something doesn’t, minimize it. Find a shortcut. Identify one cross-functional project, mentor, or sponsor opportunity this quarter. Treat it like your warp pipe. Re-map your levels. Write down what your “early game, mid-game, late game” look like. Where are you right now, and what’s the fastest way to the next level?   That’s it for today’s episode on the Career Speedrun. Remember, you don’t have to spend 20 years grinding the same level. With the right map, shortcuts, and efficiency, you can accelerate your career and reach your goals faster than you thought possible.   If this episode gave you a new perspective, share it with a friend or coworker who’s ambitious about their career. And if you haven’t already, subscribe to Managing A Career so you don’t miss the next episode.   Until next time, I’m Layne Robinson—helping you put yourself on the fast track for promotion.

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.

Has your career quietly veered off course—not with a dramatic crash, but with a slow, almost imperceptible drift? One missed opportunity. One unchallenging role. One “maybe next year” that turned into five. Then one day, you look up and realize you’re nowhere near where you thought you’d be. Here’s the good news: every detour has a reentry point. You won’t fix it overnight, but you can start with one small, intentional correction. And that shift—however minor—is how momentum begins.   How Did We Get Here? Before we talk solutions, let’s rewind. Career drift doesn’t happen in isolation. It’s usually the result of subtle, compounding forces: lack of challenge, fuzzy goals, a toxic boss, or simply being too good at a role that stopped growing with you.  This isn’t about blame—it’s about reclaiming agency. Because the first step to any meaningful course correction is knowing exactly what you’re correcting.   1. Comfort Maybe you find comfort in what you currently do.  Success can be a trap. When you’re great at what you do, it’s easy to settle into a groove that feels safe. But comfort rarely equals growth. Over time, that once-exciting role becomes routine, and the lack of challenge quietly erodes your ambition. You stop stretching, stop risking—and eventually, stop progressing. 2. Unclear Goals Maybe you started with a clear destination: a title, a salary, a corner office. But goals evolve. If yours haven’t kept pace with your values, you’re likely chasing something that no longer feels meaningful. Without fresh direction, even the most polished resume starts to feel like a list of someone else’s priorities. 3. Loyalty That Limits Or maybe you're loyal -- to a fault.  You care about your team. You’ve built relationships, mentored others, maybe even carried a struggling department. Leaving feels like betrayal. But here’s the truth: staying out of obligation isn’t noble—it’s self-sabotage. Loyalty should never cost you your growth. 4. Fear And one of the biggest hinderances to growth?  Fear.  Fear is ambition’s quiet saboteur. Fear of failure. Fear of the unknown. Fear of not being good enough in a new space. It convinces you to stay put, wait for “the right time,” and avoid the discomfort of change. But fear doesn’t vanish on its own—it shrinks only when you move toward it.   Reclaiming Direction with the IDP One of the most effective tools for getting your career back on track is the Individual Development Plan (IDP). I’ve said it before, and I’ll say it again: the top-down approach works. Start with your Vision—your long-term destination. Then chart your Roadmap, assess your current state, define your Next Role, and break it all down into an actionable plan. This isn’t career theory—it’s a practical framework that turns ambition into movement. Want a deeper dive? Episodes 36–40 of the Managing A Career podcast (https://managingacareer.com/36) walk through each step with real-world examples and templates.   1. Career Vision: What Do You Want to Be When You Grow Up? The Career Vision is the soul of your IDP. Start with the end in mind. What role do you want to hold when you retire? Where do you see yourself in 10 years—or just 2? Whether you’re aiming for CEO or a niche expert role, define the destination. Then reverse-engineer the path. Promotions, lateral moves, skill-building—it all depends on where you are now and where you want to go. This isn’t about rigid timelines. It’s about mapping the milestones. 2. Honest Assessment: Where Are You Now? Remember your assessment of where you are now isn’t your annual review. It’s a candid look at your current role through the lens of capability, not just performance. Start with your job description. Identify strengths, flag weaknesses, and spot growth opportunities. Ask trusted peers and leaders for feedback—they’ll see what you might miss.  Then repeat the exercise for your next role. Look for gaps that persist across both, and note strengths that might not translate upward. The more honest you are in this step, the more actionable your plan will be. 3. Action Plan: Build the Bridge Now that you’ve spotted the gaps, it’s time to close them. Create a set of actions to turn weaknesses into strengths. Focus on the overlap between your current and next role. This could mean training, stretch assignments, or mentoring—either as mentor or mentee. Each action should include: The activity The skill or gap it addresses A target timeline Loop in your manager. If some actions fall outside your job scope, look beyond work—night classes, volunteer projects, anything that builds the muscle. 4. Successes: Track the Wins As you complete items in your action plan, move them to your Successes section. Celebrate them. Document your progress—promotions, role changes, major skill gains. This section is your proof that growth is happening, even when it feels slow. 5. Keep It Alive Your IDP isn’t a one-and-done document. Revisit it quarterly. Update your action plan and successes often. As your career evolves, reassess your strengths and weaknesses against new responsibilities. If your vision shifts—because you’ve grown or simply changed your mind—that’s fine. Update it. Nothing in this plan is set in stone. It’s yours to shape.   The IDP: Your Career’s Reset Button The beauty of the IDP is that it doesn’t care why your career drifted—it just helps you get moving again. Stuck in comfort? The Career Vision section forces you to zoom out and ask, “Is this really where I want to end up?” Lost in vague goals? The IDP gives you structure: a destination, a roadmap, and measurable steps. Trapped by loyalty? The Honest Assessment and Action Plan help you evaluate whether that loyalty is helping or hindering your growth. Paralyzed by fear? The Successes section becomes your proof that progress is possible—one small win at a time. The IDP doesn’t just guide your career. It gives you permission to own it.   Let’s be honest—careers don’t derail overnight. They drift. Slowly. Quietly. But the IDP gives you a way to take back control. It’s not just a worksheet; it’s a strategic tool to reconnect with your ambition, assess your readiness, and build momentum toward the career you actually want. Whether you’re recalibrating or reinventing, the IDP meets you where you are—and helps you move forward with intention.   Ready to get started? Head to the Contact Form on ManagingACareer.com and request your free copy of the IDP template. It’s time to stop drifting and start designing.

In last week’s podcast episode of the podcast, Episode 105 – Communication Etiquette (https://managingacareer.com/105), I talked about how seemingly small, everyday actions can shape how others perceive you at work. While these habits may not directly earn you a promotion, they quietly build your reputation with the very people who influence those decisions. This week, I want to take that conversation further by focusing on something even more subtle but just as powerful: non-verbal communication cues.   Why Non-Verbal Communication Matters Whether you’re in a casual hallway conversation, presenting in a meeting, or connecting over a video call, the way you carry yourself sets the tone for how others receive both you and your ideas. Confident posture, purposeful hand gestures, and aligned facial expressions signal credibility and invite trust. On the other hand, shrinking into your chair, avoiding eye contact, or trying to make yourself small often leads people to unconsciously dismiss not only your presence—but also the value of your message.   Confident non-verbal communication isn't just window dressing—it’s the foundation of trust. Behavioral researcher Vanessa Van Edwards underscores how our brains are wired to interpret nonverbal cues before we're even consciously aware of them—it’s a silent language louder than words ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com, https://singjupost.com/unlocking-the-hidden-power-of-body-language-vanessa-van-edwards-transcript/?utm_source=chatgpt.com). In her work, she breaks down the “Cue Cycle”: Decode → Internalize → Encode—illustrating how we interpret signals, let them reshape our mood and behavior, and then respond with our own cues ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com). She also highlights powerful patterns showcased by leaders—like open body posture, leaning in, purposeful gaze, and respectful use of space—as the “secret weapons” of nonverbal power ( https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com).   Studies show that when nonverbal signals align with our words, they reinforce our message; when they conflict, they’re often the signals people believe ( https://en.wikipedia.org/wiki/Albert_Mehrabian?utm_source=chatgpt.com, https://www.scienceofpeople.com/body-language-percentage/?utm_source=chatgpt.com). This is why a confident stance, expressive gestures, and aligned facial cues ground your message—while shrinking into yourself, folding your arms, or avoiding eye contact sends the opposite. Vanessa’s work isn’t theoretical—it’s backed by hundreds of thousands of observations, experiments, and real-world applications via her site Science of People (https://www.scienceofpeople.com).   Non-Verbal Cues in Action Non-verbal communication looks different depending on the situation. Let’s break it down with a few concrete examples you can use right away: 1. Casual Conversation Keep your hands visible – Open palms signal openness. Angle your body toward the person – facing them directly shows genuine attention. Use micro-expressions – smiles or raised eyebrows signal engagement. Mirror their energy – subtly matching tone or gestures builds rapport. Maintain comfortable eye contact – balance is key. 2. Participating in a Meeting Sit tall and lean in slightly – it shows investment in the conversation. Keep gestures intentional – emphasize points without fidgeting. Nod strategically – builds trust and collaboration. Claim your space – avoid shrinking into your chair. Manage transitions – signal readiness to contribute with subtle gestures. 3. Video Calls Position your camera at eye level – mimics natural eye contact. Use the “triangle of visibility” – head, shoulders, and hands visible. Avoid multitasking cues – no typing or looking away. Lean in when speaking, lean back when listening – shows engagement rhythm. Use lighting to your advantage – well-lit face communicates openness.   Common Non-Verbal Mistakes to Avoid 1. Casual Conversation Hands in pockets or crossed arms Looking over someone’s shoulder Weak or limp gestures 2. Participating in a Meeting Slouching back in your chair Overusing filler gestures (tapping, clicking) Avoiding visibility (sitting out of sight) Interrupting without signals 3. Video Calls Camera pointing up or down at the wrong angle Constantly looking at your own image Distracted body language (typing, phone, darting eyes) Blank or frozen expressions   Why It Matters for Your Career Mastering non-verbal cues has a measurable impact on your career trajectory. People form judgments about competence, confidence, and leadership potential within seconds of meeting you. Leaders who use intentional body language are often perceived as more competent and persuasive—even if they’re junior in tenure.   Strong non-verbal communication helps you: Gain credibility quickly Build stronger relationships Enhance visibility Accelerate career growth   Five Simple, High-Impact Strategies You Can Implement Today Check Your Posture – Stand or sit tall to project confidence. Make Your Hands Count – Use visible, intentional gestures. Lean In, Listen Actively – Subtle forward leans signal engagement. Camera Confidence – Position at eye level with good lighting; keep hands visible. Mirror & Match – Reflect the energy and tone of others to build rapport.   Wrapping Up Non-verbal communication is a critical tool in your career toolkit. By paying attention to posture, gestures, facial expressions, and virtual presence, you can dramatically influence how others perceive you, build credibility, and accelerate your professional growth.   If you found these insights useful, subscribe to the Managing A Career podcast (https://managingacareer.com/follow) and never miss an episode.  Each episode is packed with practical strategies to help you advance. And if you know someone who could benefit from leveling up their professional presence, share this episode with them—your recommendation could be the nudge that helps them get noticed and get ahead.   Reference Links Table Resource URL Vanessa Van Edwards – Cue Notes (MickMel) https://www.mickmel.com/notes-from-cues-by-vanessa-van-edwards/?utm_source=chatgpt.com Vanessa Van Edwards – Hidden Power of Body Language Transcript https://singjupost.com/unlocking-the-hidden-power-of-body-language-vanessa-van-edwards-transcript/?utm_source=chatgpt.com Albert Mehrabian – Nonverbal Communication https://en.wikipedia.org/wiki/Albert_Mehrabian?utm_source=chatgpt.com Science of People – Body Language Percentage https://www.scienceofpeople.com/body-language-percentage/?utm_source=chatgpt.com Science of People – Main Website https://www.scienceofpeople.com

On other episodes of the Managing A Career podcast, I tend to focus on the big-picture strategies that can propel your career forward—things like building influence, earning visibility, and positioning yourself for future opportunities. But advancement isn’t just about the major moves. Sometimes, it’s the subtle, everyday actions that shape how others perceive you. This week, I want to zoom in on one of those seemingly small details that won’t directly earn you a promotion, but will absolutely impact the impression you leave on colleagues, managers, and executives: communication etiquette.   While you may build friendships at work, most colleagues are focused on getting their tasks done and moving on to the next priority. That means the way you communicate can either support their productivity—or unintentionally disrupt it. Poor communication habits, even small ones, can cause you to be seen as annoying, distracting, or inconsiderate. On the other hand, mastering clear and efficient communication signals respect for others’ time and attention. Over time, that respect translates into stronger working relationships, greater credibility, and an overall reputation as someone people want to work with.   So what exactly do I mean by communication etiquette? Let’s start with a classic example. Someone messages you on your company’s internal chat tool and simply types “Hi”… and then waits. Now you’re left wondering—do you stop what you’re doing to respond, or do you ignore it and keep working? Your decision probably depends on who it is. If it’s your boss, you’ll likely pause everything to reply. If it’s someone you barely know, chances are you’ll hold off until you’ve finished your task. Now flip the scenario. When you need something, how do you open that conversation? Do you set the context right away, or do you leave the other person hanging? These small choices—how you start, how you respond, how you respect the other person’s time—are exactly what falls under the umbrella of communication etiquette.   No matter the medium—chat, email, or even a quick stop by someone’s desk—the goal of good communication etiquette is to minimize disruption. It’s fine to start with a brief greeting, but you should quickly move into the context of your request. Dropping just a “Hi” in chat leaves the other person guessing—Is this urgent? Is it a quick question? Is it a major problem? That uncertainty forces them to pause and wonder instead of continuing their work. By including context up front, you give them clarity: how urgent the matter is, how much of their time you’ll need, and what information they might need to prepare before fully engaging in the conversation. That small adjustment can be the difference between being seen as considerate and efficient—or frustrating and vague.   Of course, communication etiquette isn’t one-size-fits-all. How you approach a peer, a manager, an executive—or even a direct report—should look very different. With peers, there’s usually more room for informality, but clarity and efficiency still matter. When speaking with your manager, context becomes even more important—they need enough information to make quick decisions without having to drag details out of you. And with executives, brevity is king. They don’t have the bandwidth for long explanations or back-and-forth messages. The faster you can give them the key point, the decision required, or the action needed, the more respect you earn.   The dynamic shifts again when you’re a manager communicating with your team. Something as simple as sending, “Can we chat?” to a direct report can create unnecessary stress. Without context, their mind may immediately jump to the worst-case scenario—Am I in trouble? Am I about to be fired?—when all you really wanted was a quick project update. Providing a short explanation, like “Can we chat for 5 minutes about the client presentation?” removes that anxiety and creates psychological safety. As a leader, this kind of clarity not only improves communication efficiency but also builds trust, which pays dividends in team morale and performance.   In spite of good intentions, many professionals fall into communication traps that waste time and damage credibility. In email, vague subject lines like “Quick Question” force recipients to open the message just to understand the context. On chat, sending multiple short messages instead of a single, well-structured one can feel like a flood of interruptions. In meetings, inviting too many people—or failing to set an agenda—leaves participants wondering why their time was taken. And perhaps the most common error of all: failing to tailor your message to your audience, whether that means overwhelming an executive with unnecessary detail or leaving a direct report anxious with too little context. These small mistakes add up, and over time, they shape how others perceive your professionalism.   Fortunately, strong communication etiquette isn’t complicated—it just requires a little intention. Start by leading with context: state what you need and why upfront, so the other person knows how to engage. Be concise, but complete; don’t make people chase you for missing details. Match the level of detail to your audience—big picture for executives, decision-ready context for managers, and clarity with psychological safety for subordinates. In email, write subject lines that preview the request, like “Need approval by Friday: Client Presentation Slides.” In chat, combine your greeting and your request in one message, so the other person can respond when they’re ready. And in meetings, only invite the people necessary and share an agenda in advance. These small practices send a powerful signal: you respect others’ time and attention, and that respect often comes back to you in the form of trust, influence, and opportunity.   Mastering communication etiquette may feel like a small thing, but it creates outsized benefits for your career. First, it builds a reputation for professionalism—people notice when you consistently respect their time and communicate clearly. Second, it increases your influence, because colleagues, managers, and executives are more likely to engage with and support someone who makes interactions smooth and productive. Third, it opens doors to leadership opportunities; when you demonstrate the ability to adapt your style across peers, managers, executives, and subordinates, you signal that you’re ready to operate at a higher level. And fourth, it reduces friction in your daily work, which means projects move faster, relationships are stronger, and you spend less time repairing misunderstandings. Over time, these advantages compound, setting you up not only for promotions but also for long-term success in any role.   To make this simple, here’s a quick set of do’s and don’ts you can keep in mind the next time you communicate at work: Do Why It Matters Don’t Impact of Mistake Lead with context in chat/email Gives clarity and saves time Drop just “Hi” and wait Creates confusion and frustration Adjust detail to your audience Shows awareness and respect Use the same approach for peers, managers, and executives Signals lack of professionalism Use clear subject lines in email Helps recipients prioritize Send vague subjects like “Quick Question” Wastes time, lowers urgency Limit meeting invites & share agenda Increases efficiency & focus Invite everyone “just in case” Wastes time, lowers credibility Provide context to subordinates Builds trust & reduces anxiety Send cryptic messages like “Can we chat?” Creates unnecessary stress   In the end, communication etiquette isn’t about following rigid rules—it’s about respecting the time, attention, and emotional energy of the people you work with. When you communicate clearly, efficiently, and with empathy, you build stronger relationships at every level of the organization. And while no one gets promoted just for writing great emails or sending thoughtful chat messages, those habits set you apart as someone who is professional, trustworthy, and ready for more responsibility. Start applying these best practices today, and you’ll not only make your coworkers’ lives easier—you’ll be paving the way for your own career growth.   If you’re thinking that your communication style might be holding you back—or if you’re ready to take the next step in building the skills that lead to promotions and bigger opportunities—I can help. Through my career coaching practice, I work with professionals at all stages to refine the everyday habits, strategies, and long-term plans that accelerate success. If you’d like to explore how coaching can give you a competitive edge, visit ManagingACareer.com and reach out through the contact form. Let’s make sure your next promotion isn’t left to chance.

You Need to Be in the Room Where It Happens — But How? You’ve heard the phrase before: “You need to be in the room where decisions happen.” It sounds powerful—exclusive even—but no one ever hands you the playbook for getting in that room. Working hard isn’t enough. Being the best at your job isn’t enough. The truth is, opportunities to sit at the table where decisions are made don’t simply appear—they’re earned, often through deliberate actions, strategic visibility, and building the right kind of influence. So the real question becomes: how do you earn that seat at the table?   If you’ve ever wondered why certain people are always in those key meetings, asked for input on big projects, or somehow always in the know—it’s not luck. It’s structure. It’s systems. It’s intentional networking. And yes, it’s strategy. Here’s the truth: most professionals are unknowingly stuck at the kids’ table at work. They’re working hard, hitting every target, yet still left out of the conversations that shape the future. The difference between being an observer and being a decision-maker often comes down to two things: visibility and relevance. And the good news? Both are entirely within your control. We’re about to unpack the exact strategy for you to claim your seat.   Before we get into the how, let’s address the mindset. Too many people treat being invited into the room as a reward—something that magically happens when they’ve “earned it” through hard work alone. That’s the wrong frame. You don’t wait to be discovered; you create the conditions where your absence would be noticed. The people in those rooms aren’t just good at their jobs—they’ve positioned themselves as indispensable voices in conversations that matter. They’ve made it impossible to move forward without their perspective. That’s the shift: stop waiting for permission to join the table, and start building demand for your seat.   Here’s something most people miss: there isn’t just one room or one table. There are many. Your manager has a “table” where the senior members of your immediate team gather to influence decisions. Your department has a table where departmental leaders—leaders in role and in influence—discuss priorities and resources. And your company has a table where executives make the strategic decisions that shape the entire organization. Each of these rooms operates at a different scale, but the principle is the same: when you’re not at the table, you’re not part of the conversation—or the outcome. The strategy we’re about to cover works for every single one of those tables, whether you’re aiming for the inner circle on your team or the highest-level conversations in the company. Master it at one level, and you can scale it all the way up.   So how do you actually get that seat—whether it’s with your team lead, your department heads, or your company’s executive leadership? You do it with Access, Contribution, and Expertise.   Access: Intentionally building the relationships and visibility that put you in proximity to decision-makers—so when opportunities arise, you’re already in their line of sight. Contribution: Showing up in ways that move the needle—offering solutions, insights, and support that make you an active participant in progress, not just an observer. Expertise: Consistently demonstrating skill, knowledge, and judgment that make your presence in the room a competitive advantage for the group.   When you apply these principles, you stop waiting to be invited and start positioning yourself as the kind of person others want in every critical discussion. And because it works at every “table” in the organization, it’s a strategy you can scale from your immediate team all the way to the highest levels of leadership.   Access Access is about more than just “knowing people.” It’s about intentionally placing yourself in the networks, circles, and conversations that feed directly into the rooms you want to enter. There are four ways to build it: Expanding your network – Go beyond the comfort zone of your immediate peers. Seek connections across departments, functions, and even locations. Each new connection is a potential bridge into a different room. Being a connector – Don’t just collect contacts; connect them. Introduce people who can help each other. When you become the hub, your value—and visibility—naturally rises. Owning relationships – Keep in touch, follow up, and nurture connections over time. A name in someone’s inbox is far more powerful than a name they vaguely remember from a meeting last year. Having a sponsor or advocate – A mentor gives advice. A sponsor uses their influence to open doors for you. Build relationships with people who have a seat at the table and are willing to say your name when opportunities come up.   When you have Access, you’re no longer on the outside looking in—you’re on the shortlist for the conversation before it even begins.   Contribution Contribution is about making yourself indispensable—not through sheer volume of work, but through strategic impact. You want to be seen as someone who moves things forward in ways that matter to decision-makers. Here’s how: Volunteering – Step up for initiatives outside your normal scope, especially when they align with high-priority goals. This shows you’re invested in more than just your job description. High-profile projects – Seek assignments that are visible to leadership or cross-functional in nature. These projects often get discussed in the rooms you want to enter, and your involvement gets your name in the mix. Finding gaps – Look for problems that no one “owns” and take them on. When you solve an overlooked issue, you stand out as proactive and solution-oriented. Delivering under pressure – Anyone can contribute when things are calm. The people who shine in high-stakes moments are the ones leadership remembers when the next challenge comes. Creating wins for others – Help colleagues succeed and give them public credit. This builds allies who are more likely to advocate for you in conversations you’re not part of—yet.   Strategic contribution builds a track record of impact that decision-makers notice and remember. It’s one of the fastest ways to turn “who’s that?” into “we need them in the room.”   Expertise Expertise is what transforms your presence in the room from optional to essential. It’s not just about knowing your stuff—it’s about being recognized for it. Here’s how to build it: Showing leadership – As covered in Episode 101 (https://managingacareer.com/101), leadership isn’t a title—it’s behavior. Take ownership, guide others, and elevate the performance of those around you. Leaders are invited into rooms because they make the group stronger. Being the go-to person in a specific area – Specialization creates demand. If you’re the one who can answer the tough questions or solve the tricky problems in your field, your absence will be noticed. Staying ahead of the curve – Keep learning and bring fresh insights to the table. Share trends, tools, or strategies before others even know they exist. Being “future-ready” makes you valuable in strategic discussions. Demonstrating sound judgment – Expertise isn’t just technical—it’s knowing when to speak up, when to hold back, and how to frame input so it moves decisions forward. Documenting and sharing wins – Don’t assume people know your impact. Make sure your results are visible—through reports, updates, or even informal conversations with decision-makers.   Expertise positions you as the person whose input changes outcomes. When you combine it with Access and Contribution, you’re no longer hoping for an invitation—you’re building a reputation that demands one.   Flip the Script: Take a Hard Look at Where You Stand If you’re still wondering why you’re not in the room, it’s time for some honest reflection. Ask yourself: Are you known beyond your immediate team, or are you mostly invisible outside your bubble? Does leadership understand what drives you and what unique strengths you bring? Are you just delivering on assigned tasks, or are you actively driving projects and initiatives forward? Are you waiting for an invitation, or are you proactively showing up where value needs to be added?   The harsh reality is that most people stay invisible because they’re too heads-down, focused only on their own work. But if you want to influence decisions and shape outcomes, you have to be on the field—not just on the sidelines.  And here’s another truth: your manager might not be the way in. If they don’t have a seat there themselves, you’ll need to build lateral and upward relationships to get the visibility and access required to move forward.   The Final Word: Claim Your Space by Becoming Irreplaceable The room isn’t reserved for people with fancy titles or the loudest voices. It’s reserved for those who consistently deliver value, create momentum, and make themselves impossible to ignore. It’s for the individuals who understand that influence isn’t given—it’s earned by being reliable, insightful, and proactive.   Think about the people who come to mind when you imagine leaders who really matter. Chances are, they didn’t get there by waiting for invitations—they carved out space by stepping up when it counted, by building networks that mattered, and by developing expertise that made their presence in any conversation an asset.   Your career won’t advance just because you show up; it will advance because you bring something others can’t afford to lose. That means showing up not just to do your job, but to move the work forward in ways that others recognize and respect.   Be the person who doesn’t just participate but who shapes the direction of the conversation. Be the person who others trust to take on challenges and deliver results, even when it’s not easy. Be the person whose absence would leave a noticeable gap.   Claim your space by becomin

What You Prioritize Is What You Grow In your career—just like in life—whatever you prioritize is what takes root, grows, and ultimately defines your trajectory. Whether you’re intentional about it or not, your attention acts like sunlight and water: it nourishes certain parts of your professional life while leaving others to wither. Even worse is when you don’t make a conscious choice at all—when your career just “happens to you.” That passive approach can lead to years of drifting, missed opportunities, and invisible ceilings. So take a moment to reflect: what are you truly prioritizing right now? Is it visibility? Skill-building? Leadership? Or are you unconsciously prioritizing comfort, routine, or the path of least resistance? Because the answer to that question is shaping your future whether you realize it or not.   Alignment Isn’t Optional—It’s Essential This kind of prioritization—this optimization of where you direct your focus—doesn’t mean you stop putting effort into other areas of your role. Of course you’ll still deliver on your responsibilities. But when given a choice—when you have limited time, energy, or visibility—what do you lean into? More importantly, how does that focus align with your Career Vision (see https://managingacareer.com/102) and how does it align with your company’s goals? Because when your day-to-day priorities and your long-term goals don’t line up, you’ll feel it. It shows up as stagnation. As burnout. As growing frustration that no amount of “working harder” will fix. Misalignment creates drag in your career—alignment creates momentum.   Different Priorities, Different Trade-Offs It’s important to recognize that not everyone is—or should be—prioritizing the same things at every stage of their life or career. Your current focus is often shaped by your personal context, responsibilities, and what you value most right now. For example, someone who prioritizes stability might choose low-risk, steady assignments that keep them securely in their current role. That’s not laziness—it might be the smart move for someone managing heavy responsibilities outside of work, like caring for young kids or aging parents. Someone who prioritizes growth is always looking for stretch roles, pushing past their comfort zone, and seeking out skill-building opportunities. But taken too far, this can lead to burnout or even career dead ends if the growth isn’t guided by strategy.   Others may prioritize recognition, opting for high-profile assignments, even if it means working longer hours and living with the pressure of being in the spotlight. Meanwhile, those who prioritize money might take on roles or projects that are financially rewarding, but ultimately draining or disconnected from their passions. Some professionals prioritize influence, focusing on roles that expand their network and informal power within an organization. Others may lean into flexibility, taking roles that allow them to control their schedule, even if that slows their upward trajectory. None of these choices are inherently wrong—but they all come with trade-offs. The key is to make those choices consciously, and ensure they support—not sabotage—your long-term vision.   Two Paths, Two Outcomes Let’s look at two professionals working at the same company: we'll call them Maya and Jordan. On paper, they’re equals—both mid-level managers with solid reputations and strong work ethics. But beneath the surface, their careers are unfolding in very different ways.   Maya has taken the time to define her Career Vision. She knows she wants to move into a strategic leadership role within the next two years. Because of that clarity, she filters every opportunity through a simple lens: Does this get me closer to the leader I want to become? If a project offers exposure to senior leadership, requires cross-functional collaboration, or ties directly to company strategy, she’s all in. But when she’s asked to join projects that are time-consuming but don’t move her forward—like internal task forces or repetitive ops work—she diplomatically declines or negotiates her role to stay focused on her long term plan. That doesn’t mean she’s selfish. It means she’s intentional. And leadership has noticed. Her name is now coming up in succession planning meetings.   Jordan, on the other hand, hasn’t set a clear vision for his future. He’s known as someone who can be counted on—a dependable team player who will roll up his sleeves and help wherever needed. His inbox is always full. His calendar is packed. His colleagues love working with him. But he’s also exhausted. Despite all his effort, Jordan’s career growth has stalled. He’s been passed over for stretch assignments and promotions more than once. He doesn’t understand why—after all, he’s working harder than ever. But the truth is, he’s prioritizing being helpful over being strategic. His focus is everywhere, so his impact isn’t felt anywhere. And that misalignment is wearing him down.   A Simple Framework to Realign Your Focus If you’re starting to wonder whether you’re more like Maya or Jordan, that’s a good thing. Awareness is the first step toward realignment. Here’s a simple framework you can use to check yourself: at the start of each week, take ten minutes to list your top five tasks or commitments. For each one, ask two questions: Does this task move me closer to my Career Vision? Does this task create value that is visible and aligned with my company’s strategic goals?   If the answer is “no” to both, that task might be a drain on your momentum. It’s not about abandoning your responsibilities—it’s about understanding which activities are investments and which are just busywork. When you consistently prioritize high-alignment work, even in small increments, you start to build career gravity. You’ll find yourself pulled toward more of the right opportunities—and less reliant on being lucky or liked to get ahead.   What to Do with the “Wrong Work” Let’s be honest—there will always be tasks that don’t align directly with your career vision but still matter to the company. These assignments might not elevate your visibility, develop key skills, or move you toward your goals—but they still need to get done. The trick is learning how to manage them without letting them hijack your focus. Start by asking: Can this be delegated? Often, someone on your team may benefit from the experience or visibility that the task provides. Delegating isn’t about offloading—it’s about creating development opportunities for others while protecting your own strategic focus.   If it can’t be delegated, ask: Can I complete this efficiently—without overengineering it? Not every deliverable needs to be a masterpiece. Be professional, be timely, but don’t overinvest in low-impact work. You can also batch similar low-priority tasks together and knock them out in a focused sprint, leaving more of your mental bandwidth for high-value work. Finally, consider whether you can reframe or reposition the task: is there a way to tie it into a broader initiative that does align with your goals? Smart professionals don’t avoid misaligned work—they minimize its cost and maximize their time spent on what truly matters.   You Become Known for What You Consistently Do Every time you say yes to a task, you’re not just managing your workload—you’re shaping your professional brand. Over time, people begin to associate you with the type of work you consistently take on. If you always jump in to fix operational fires, you’ll be seen as the firefighter. If you’re the go-to person for behind-the-scenes execution, that becomes your lane. And if you focus on visible, strategic, cross-functional work, you’ll be perceived as a leader who thinks big and delivers at scale.   That perception matters—not just for promotions, but for the types of opportunities people bring your way. It’s not just about being competent. It’s about being recognized for the kind of impact you want to have. So when you choose where to focus, you’re also choosing what kind of career you're building, and what kind of future others will imagine for you.   Your Weekly Focus Check-In To stay aligned, you don’t need a career retreat—you just need a moment of clarity. Carve out five quiet minutes each week and ask yourself these five questions: What did I spend the majority of my time on last week? Did that work move me closer to my Career Vision or just keep me busy? What’s one task I’m carrying that someone else could take on and benefit from? What’s one opportunity I could say “yes” to that would stretch me in the right direction? If someone looked at my calendar, what would they assume I’m optimizing for? You don’t need perfect answers—just honest ones. Because once you start recognizing the gap between where your time goes and where you want your career to go, you can begin to close it, week by week. And that’s how long-term career momentum is built: in the small decisions, made consistently.   Three Moves to Reclaim Your Career Focus This Week If you’re ready to stop letting your career “just happen” to you, here are three steps you can take this week to realign your focus: Audit Your Calendar. Look at last week’s meetings and projects. Highlight anything that didn’t contribute to your goals or your growth. That’s your first clue for where boundaries need to tighten. Say No Once. Find one task, meeting, or request that doesn’t align with your vision—and practice the art of a professional “no.” Decline it, delegate it, or deflect it. Start small if you need to, but start. Choose One Priority That Matters. Pick a single high-value action that supports both your Career Vision and your company’s goals. Put it on your calendar. Protect it. Give it your best energy. Your career will always demand your time. The question is whether you’re spending that time building momentum—or just maintaining motion.   I would love to hear some

We've recently gone through a reorganization at my job, and with that change, I now have several new team members reporting to me. In my one-on-one meetings, I like to focus on more than just status updates—I emphasize career development. One of the tools I’ve consistently found to be effective is the Individual Development Plan, or IDP. If you’ve been following this podcast, you may remember Episode 37 (https://managingacareer.com/37) where I broke down the Vision and Roadmap section of the IDP. It’s a framework I believe in deeply.   But here’s the thing: many of my new team members are struggling with the very first step—creating a compelling Career Vision. And if they’re struggling, I know they’re not alone. So in this week’s episode, I want to focus on how to help people—whether you’re managing others or thinking about your own path—craft a meaningful vision for their career.   WHY THIS IS HARD In Episode 37, I described the Career Vision as a statement about where you want your career to go—looking as far into the future as you can reasonably imagine. It's a personal declaration of what success and fulfillment look like for you.   But here’s the challenge: if you don’t know what your options even are, this step can feel frustrating—or worse, paralyzing. Instead of inspiring clarity, it can leave you feeling lost and without direction. And let’s be honest—most of us are so heads-down in the daily grind of doing our job that we rarely pause to look up. We rarely make time to think about that longer view. But those who do—who take a moment to lift their gaze and imagine something beyond today’s task list—are the ones who position themselves for real, lasting growth.   SHIFT YOUR STARTING POINT If you already have that clarity and focus—fantastic. You probably don’t need this episode... but I’ll bet you know someone who does. So feel free to pass it along.   For the rest of you, if you're struggling to define your Career Vision, here’s where I want to challenge the usual approach. Most people start by looking inward—asking questions like What drives me? What motivates me? And yes, that’s important... but it’s not the first step. When you’re still trying to define the destination, the journey starts by looking outward. Not because you're searching for answers—at least, not yet—but because you're searching for inspiration.   START EXPLORING EXTERNALLY Start by reaching out to people within your organization—especially those who are more senior than you. But don’t limit yourself to only those on a traditional upward path. Sometimes, the next step in your career isn’t up—it’s sideways. A lateral move into a different role can be the beginning of a powerful career shift, or even a full pivot. (If that idea intrigues you, go back and listen to Episode 93 (https://managingacareer.com/93) where I dig deeper into career pivots.)   Set up informal coffee chats or virtual meetings with colleagues who do something different than you. Use those conversations to get into the weeds: What does their day-to-day actually look like? How did they get into that role? What parts of their job do they find genuinely fulfilling?   You’re not committing to anything yet—this is an exploration phase. And at this point, quantity matters. The more people you talk to—and the more varied their roles—the more likely you are to uncover something that sparks real inspiration.   A LOW-PRESSURE OPTION Or maybe you're not quite ready to start reaching out to others—and that’s okay. If you’re more introverted, or just want to start quietly, there’s another route: job postings. Not because you're planning to apply right now, but because they give you a snapshot of what’s out there and what it takes to get there.   Start by using filters to target the kinds of roles you might one day aspire to. Look at postings that require three, five, ten—even fifteen—years more experience than you currently have. That kind of range helps you see not just a job, but a progression. Focus especially on postings that include growth-oriented language—words like strategy, leadership, vision, or cross-functional. Those roles usually reflect soft skill development, which is where the real career growth happens. As you read, take note of recurring skills, responsibilities, and expectations. You’re not just scanning for jobs—you’re gathering clues to help shape your future.   FOLLOW THE THINKERS Another great source of insight? People who publish their thinking publicly. Follow professionals in your industry who share their experiences through podcasts, blogs, or on LinkedIn. These voices often offer a behind-the-scenes look at how others approach their careers—and they can expose you to paths and mindsets you might not have considered.   You can also explore industry conferences, even if you’re not ready to attend every keynote. Sometimes the real value is in the “hallway track”—those informal conversations between sessions where people talk candidly about their roles, their challenges, and what they’re working toward.   The common thread here is exposure. The more sources you explore, the more perspectives you gather, and the better your understanding becomes of what’s actually possible in your field. Inspiration often comes from seeing what someone else is doing and realizing, Hey, I could do that too.   ORGANIZE WHAT YOU’VE LEARNED At this point, you might be thinking, Okay, I’ve gathered a lot of input—but what do I actually do with it? Here’s a simple method to start making sense of it all.   For every conversation, job posting, article, or conference interaction, create a digital or physical sticky note. On each one, jot down a few key pieces of information: the role (not the title—titles vary widely between companies), the core skills involved, one or two things that genuinely excite you about the role, and one or two things you’d absolutely dread.   That last part is just as important as the first. You’re not making any decisions yet—you’re just capturing reactions. Over time, as you collect more of these notes, you’ll start to see patterns. Some roles will light you up. Others won’t. This is the beginning of classification—filtering what’s possible into what’s appealing.   ELIMINATE & EVALUATE Once you've gathered your collection of sticky notes, don’t rush into choosing one. Instead, revisit them multiple times over a few days. Your goal isn’t to make a final, unchangeable decision—but you do want your choices to resonate deeply.   After you’ve had a chance to reflect, eliminate about half of them. Start with the roles that evoke the strongest dread or clearly don’t align with your personal growth goals. Sometimes, the most valuable thing you can learn is what you don’t want.   With the remaining notes, add a few important details: estimate how far each role is from where you are now—both in terms of promotions and years of experience—and then give each role a simple “excitement score.” How much does the role energize you, even if it also intimidates you?   Now, start to group the remaining roles into “closer” and “further” buckets, and look for patterns in skills and responsibilities. Your goal isn’t just to pick a job—it’s to find a path. A path that begins where you are and stretches toward those big, exciting roles that may feel far off now, but are completely within reach with the right preparation.   WRITE YOUR CAREER VISION Now that you’ve narrowed your list and started to spot patterns, it’s time to draft your Career Vision statement. This isn’t about picking one job and locking it in—it’s about capturing a direction.   A good Career Vision describes the kind of impact you want to have, the types of problems you want to solve, the environments you thrive in, and the leadership or influence you hope to build over time. It can be a few sentences or a short paragraph, but it should be something that excites you and feels authentically you.   Use the roles that most energized you—especially the ones further out—as reference points. Ask yourself: What’s the throughline across these roles? What kind of person would I have to become to step into them? That’s your vision. Write it down. Revisit it often. And remember—it’s a living document, not a life sentence. You can and should refine it as you grow.     Creating a Career Vision isn’t a one-hour exercise—it’s a process of discovery, curiosity, and alignment. But it’s worth it. When you know where you want to go—or even just the general direction—you stop drifting and start moving with purpose.   Whether you’re early in your career, mid-journey, or managing a team, a clear vision helps you filter opportunities, ask better questions, and make choices that actually lead somewhere. Most people never take the time to do this kind of work. But you’re not most people. You’re here, doing the work, and that already sets you apart. Now it’s time to take that clarity and turn it into momentum.   Today’s episode laid out a clear framework for creating your Career Vision—something that can feel overwhelming, but is absolutely within reach when approached step by step. If this process helps you break through the roadblocks that have kept you from completing your Individual Development Plan, then it's already done its job.   And if you're ready to take that next step but don't have a template to work from, I’ve got you covered—just reach out via the Contact Form on the Managing A Career website (https://managingacareer.com/contact) and I’ll send you a copy. Most importantly, if you know someone who’s been spinning their wheels—someone who’s unsure where their career could go or what’s even possible—send this episode their way. Because career clarity is contagious, and sometimes, all it takes is one spark to change someone’s direction.

“Being a leader isn't an assignment that is given to you, but an assignment that you TAKE.” Let that sink in. Leadership isn’t about waiting for permission. It’s about stepping up when others step back. In today's episode of the Managing A Career podcast, we’re diving deep into what it really means to TAKE leadership.   Anyone can be a leader—because leadership is a quality you demonstrate, not a job title you hold. Sure, some roles come with authority baked in, but real leaders don’t wait for the title. They lead because they choose to. If you have ambitions to advance in your career, this is the mindset that separates you from the crowd: you look for moments to lead, even when it’s not “your job.” You don’t ask, “Whose responsibility is this?”—you ask, “How can I help move this forward?”   Whether your job description includes the role of “leader” or not, leadership is about finding the gaps—and filling them. True leaders don’t wait to be assigned. They see what’s missing, what’s stalled, or what needs momentum, and they move it forward. Even when the work isn’t flashy, fun, or high-profile, they still show up. Sometimes, that means buckling down and doing the work yourself. Other times, it means stepping up to rally the right people around the task.   Let’s say your team’s project needs approval from another department, but no one’s reached out. A leader takes the initiative to start that conversation. Or maybe a recurring process is causing frustration across teams—someone who leads might pull together a quick working session to fix it. Even noticing that a new team member is struggling to get up to speed, and offering to show them the ropes, is leadership in action. It’s not about glory—it’s about ownership.   But what if you already have authority based on your position? In those cases, leadership isn’t about taking control—it’s about knowing when to step back and let your team take the lead. It’s about creating the space for others to stretch, experiment, and grow—while being ready to step in and coach when they need support. This kind of quiet leadership builds trust, resilience, and long-term capability within your team.   Maybe one of your team members is presenting to senior leadership for the first time. A great leader doesn’t take over—they prepare them, give them the floor, and offer backup only if it’s needed. Or consider a scenario where a project is headed off-course. Instead of immediately jumping in to “fix it,” a strong leader might guide their team through a post-mortem, letting them identify where things went wrong and how they’d course-correct next time. Even giving your high-performers the freedom to lead cross-functional initiatives without micromanagement sends a clear signal: I believe in you—and I’m here if you need me.   So, regardless of where you are in your career—what’s stopping you from being a leader? Are you waiting for permission? Leaders don’t wait. They lead because the work demands it. They step up, own the outcome, and do what it takes to drive it forward. Still hesitating? Ask yourself: what are you afraid of?   Is it failure? Everyone fails. The difference is whether you learn from it or let it define you. Worried about overstepping or getting in trouble? There’s truth in the old saying, “It’s better to beg for forgiveness than ask for permission.” And here’s the secret: you usually only need to apologize when it doesn’t work out. Most of the time, the people around you will be glad someone moved things forward.   And if it’s imposter syndrome that’s holding you back, go listen to Episode 083 (https://managingacareer.com/83). You’re in your role for a reason—someone believed in your ability to contribute and lead. Build on their belief until it becomes your own. Leadership starts with a decision, not a title.   Here’s what I want you to walk away with: leadership isn’t about the title—it’s about taking responsibility when others hesitate. It’s about solving problems that aren’t “yours,” lifting up your teammates, and being the steady hand when things get messy. Whether you’re brand new to the workforce or managing a team of 20, leadership is a mindset. If you’re waiting for someone to tap you on the shoulder and say, “Okay, now it’s your turn,” you’re already behind. The people who rise the fastest are the ones who start leading before anyone tells them to.   So how do you start? Here are four things you can do this week to start leading from wherever you are: Own a Loose End: Look for a project, process, or task that’s stalled or falling through the cracks—and take the lead. Don’t wait for it to be handed to you. Support a Teammate Quietly: See someone struggling? Offer to walk them through something or share a resource. Leadership is often invisible. Speak Up with a Solution: At your next meeting, come prepared with a thoughtful suggestion. Don’t just point out problems—offer a way forward. Ask for Feedback Like a Leader: Proactively ask your manager or a peer what one thing you could do to be more effective—and then act on it. These aren’t grand gestures. They’re repeatable habits that signal to others—and to yourself—that you’re someone who takes initiative. And that’s the foundation of real leadership.   If this episode hit home for you—if you're rethinking what it means to be a leader—then it's time to act. Don’t just nod along. Choose one thing from today’s episode and do it. Leadership isn’t theoretical. It’s practical. It’s visible. And most importantly, it’s yours to claim. If this message resonated, share the Managing A Career podcast with someone else who’s ready to step up. Screenshot the episode, post it on LinkedIn, and tag me. Let’s build a workplace full of people who lead—not because they were told to, but because they decided to.

There’s a common misconception the corporate world: to get ahead, someone else has to fall behind. It’s the old zero-sum thinking — that career advancement is a competitive, cutthroat race. But today, I want to challenge that notion. Whether you're managing a team or just stepping into a leadership role, the truth is that investing in the growth of others doesn’t slow you down — it accelerates your own career trajectory. Helping others succeed is one of the most powerful, and often underestimated, ways to grow yourself.   This zero-sum outlook is rooted in fear and self-doubt. The mindset of “if I teach others, they’ll outshine me,” or “I need to keep them in check so they don’t leapfrog me,” misses the entire point of leadership. Great leaders aren’t recognized for hoarding knowledge or stifling potential — they’re recognized for elevating their teams. When you help others grow, you signal that you can get results not just as an individual contributor, but as someone who brings out the best in others. And when you can do that with a small team, organizations start asking: what could you do with a bigger one? Leadership is measured by the strength of the people around you. That’s how you prove your value.   Elevating your team can take many forms, and it doesn’t require grand gestures — it’s often about being intentional in everyday leadership moments. One way is through strategic delegation. Be on the lookout for team members who are ready for a stretch assignment. Identify work on your plate that aligns with their development goals, delegate it, and then coach them through it. Not only are they stepping up and growing, but you’re also freeing yourself to take on higher-impact work. Another approach is to become a champion. Speak up on behalf of your team’s top talent — especially in rooms where they don’t have a voice. When your peers and leaders hear you advocate for others, it reflects back on your strength as a leader. Then there’s the idea of planning your exit. If you’re serious about moving up, you should also be building someone who can step into your role when the time comes. That kind of foresight signals you’re not just a manager — you’re a leader with vision. Finally, foster a culture of growth. Provide feedback that’s both constructive and encouraging. Your team should feel like they’re being coached, not just critiqued. An open, honest, and supportive environment leads to loyalty, development, and performance — and it all starts with you.   When you elevate your team, the benefits aren’t just theoretical — they’re measurable and meaningful. First, you give yourself the space to focus on more strategic work. Moving from manager to director to executive is all about shifting from tactical execution to big-picture thinking. When your team can operate autonomously, you’re free to make the kinds of decisions that affect broader parts of the business. Second, you build loyalty. People want to work for leaders who champion their growth and position them for advancement. When your team sees you investing in them, they respond with higher productivity, stronger commitment, and support when it counts most. Third, the organization begins to see you as a multiplier. Your impact scales because your team becomes an extension of your leadership. Rather than micromanaging, you orchestrate — coordinating efforts across projects, keeping more plates spinning, and delivering more value than someone working in a silo. And ultimately, you open yourself up to bigger opportunities. The more you can lead from a high level while keeping momentum strong, the more trust you’ll earn — and with that trust comes bigger assignments, bigger budgets, and yes, that coveted promotion.   Now that you know the what and the why, let’s talk about the how. Start this week. Identify one or two people on your team to focus on. And if one of them could potentially step into your role someday? Even better. Pick something meaningful to delegate — not just drudgework, but a task or project that truly matters to the team. Hand it to them with intention. Tell them, “This is yours to lead — but I’m here to coach you through it.” And then follow through. Be a coach, not a backseat driver. Resist the urge to take over or dictate every step. Instead, ask leading questions that nudge them toward the right answers. Let them struggle a little — that’s part of growth. When they stumble, be the one who picks them back up. And when they succeed? Shout it from the rooftops. Make sure your leaders and peers know who did the work. That spotlight will reflect on both of you.   The takeaway? The most powerful thing a great leader can do is make their team better — stronger — by lifting them up. When you focus on developing others, everyone around you takes notice. And while your team benefits from your leadership, your own career grows in the process. Because at the end of the day, great leaders don’t rise in spite of their team — they rise because of them.   Need help putting this into action? A career coach can help you build the skills you need to lead at the next level. If you're looking for guidance, I invite you to reach out to me through the Contact Form at ManagingACareer.com. I’ll schedule a free introductory session where we can explore your career goals and see if we’re a good fit for coaching. If we are, we’ll create a plan to get your career on the fast track to advancement.  

When your career feels stalled and growth seems out of reach, it’s tempting to look outward for answers. Maybe it’s the company culture. Maybe your boss doesn’t recognize your potential. Or maybe the job market is just brutal. These might all be valid frustrations, but dwelling on them leads nowhere. The Blame Game feels satisfying in the moment, but it rarely sparks progress. If anything, it keeps you circling the same dead-end thoughts, instead of charting a new path forward.   Blame often functions as emotional armor. When we pin our lack of career progress on external forces; a difficult manager, a broken system, or bad timing; we shield ourselves from a harsher possibility: that our own choices, habits, or blind spots might be part of the equation. This deflection is comforting because it absolves us of responsibility. It tells us, “It’s not you……it’s them.” And while that can feel protective, it also keeps us passive, removed from the power we actually hold to create change.   Blame doesn’t always show up as frustration or finger-pointing. Sometimes it disguises itself as logic. “The company isn’t growing, so no one’s getting promoted.” “I’m not being assigned strategic projects; it’s out of my hands.” These explanations sound rational, even fair. But that’s precisely what makes them dangerous. They quietly reinforce the belief that your circumstances are fixed, that your potential is capped by forces you can't influence. But what if that narrative is incomplete? What if there’s more within your control than you’ve allowed yourself to see?   Dave Anderson (https://www.linkedin.com/in/scarletink/) touched on the Blame Game in his Scarlet Ink newsletter (https://www.scarletink.com/p/no-more-excuses-trading-blame-for-action), where he reviewed responses that he received to some of his newsletter articles. The feedback he gave to those responses helped inspire this exploration of how reframing blame can lead to reclaiming power.   Agency isn’t always handed to you—it’s something you often have to claim. Especially when it feels like everything’s slipping beyond your control. In those moments, action isn’t optional—it’s essential. Blame, excuses, and even rational-sounding limitations build walls around your potential. And the only way forward? Break through them. To realign your career, you have to stop waiting for permission and start rewriting the story. That starts with believing you can influence the outcome.   Let’s tackle some common career-stalling excuses—and explore how to reframe them to regain your agency.   “My manager won’t let me...” or “They are always micromanaging me.” As I unpacked in Episode 95 of the podcast (https://www.managingacareer.com/95), micromanagement often stems from three sources: lack of trust, pressure to perform, or fear of failure. The key isn’t to wait for the grip to loosen—it’s to earn the slack. Build trust through consistent delivery, clear communication, and proactive ownership. When your manager sees you as reliable and competent, control tends to give way to collaboration.   “The job market is tough right now.” or "It's SO hard to get promoted!" While that may be true. It's also a call for creativity. In Episode 93 (https://www.managingacareer.com/93), I explored career pivots—those adjacent roles or skill sets that aren’t a leap, but a shift. Whether you’re looking to switch companies or grow where you are, this strategy helps you stretch into new responsibilities and showcase untapped potential, which can fast-track that elusive promotion.   “My assignment isn’t promotion-worthy” or “I don’t get to explore new technologies.” Don’t wait for the perfect project. Carve out time each week to learn something new—especially emerging tech that aligns with your company’s goals. Then champion what you’ve learned within your team. Volunteer for stretch assignments. Become the person who brings energy and innovation into the room. Promotions often follow visibility and initiative.   Across every stalled scenario, one theme rises above the rest: action. Not reaction. Not justification. Action. When you catch yourself pointing outward—blaming a boss, a market, a system—pause and flip the script. Instead of asking why something is blocking you, ask what you can do to move forward. Shift from obstacle to opportunity. And if you’re not sure what that looks like, enlist help. A trusted peer or a career coach can shine light on blind spots and offer the kind of advice that nudges you back into motion. Just remember—clarity is useless without commitment. You have to follow through.   At its core, agency is about ownership. Owning the problem, yes—but more importantly, owning the solution. When you choose to act instead of excuse, to lean in rather than check out, you’re doing more than clearing your current hurdle. You’re signaling something powerful to everyone around you: I take responsibility. I solve hard things. That kind of initiative doesn’t just move careers forward—it sets you apart. While others wait for conditions to change, you’re busy becoming the kind of professional companies fight to keep and leaders trust to elevate.   Your next promotion isn't waiting -- it's waiting on YOU.     A career coach can help you build the skills you need in order to implement these strategies.  If you need a career coach, reach out to me via the  Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/).  I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching.  If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.  

I pull inspiration for my episodes from many places.  The inspiration for this week's episode came from the June 19th episode of the Help Wanted podcast with Jason Feifer and Nicole Lapin (https://podcasts.apple.com/us/podcast/how-to-find-solutions-when-there-are-no-good-options/id1456031960?i=1000713535785).  In that episode, Jason outlines a specific problem solving technique, but it reminded me of a critical fact when it comes to your career.  I'll get into Jason's technique later, but first, I want to take a step back and talk about the importance of taking action.   If you think about your job in the simplest of terms, your JOB is to take responsibility of SOMETHING so that your leader doesn't have to think about it.  That may be small responsibilities early in your career or larger responsibilities as you gain experience and seniority.  Even your boss is expected to take responsibility of something so that THEIR boss doesn't have to think about it.  As much as possible, there is an expectation that you continue to move those responsibilities forward with very little input from anyone else.  If everyone does their part, the organization will continue to make progress on it's goals.   This is why it's important that you continue to take action, even when faced with a problem with no obvious solution.  In Episode 084 (https://www.managingacareer.com/84), I talked about the phrase "Don't bring me problems, bring me solutions".  This episode is sort of a continuation of that.   In Episode 084, I talked about the three reasons you might engage your leader in your responsibilities.  You need their authority, their permission, or their insight.  Because they have their own responsibilities, leaders are looking to minimize how much of their time you consume.  If, every time you face a difficult decision, you escalate to your leader, they will begin to question why they delegate tasks to you since you aren't showing ownership of the problem.   "But," you may think, "I want to make sure that I make the RIGHT decision."  But that desire to be right may lead to decision paralysis.  Over-research, waiting for others, or meetings to discuss the options AGAIN.  All of these factors are just putting off progress.  Sometimes, there IS no right solution.   This is where the technique that Jason mentioned in the episode of the Help Wanted podcast (https://www.jasonfeifer.com/podcast/) is useful.  When you have imperfect choices, it's often better to pick one to move forward and deal with the imperfections than it is to stall out your project.  By taking action, you showcase your ability to make tough decisions and allow your leader to continue to focus on bigger things.   Jason calls this strategy "List before you Leap".  Or you can consider it to be the "Least Flawed Option".  Start by listing every option that you've considered; even the ones that you have already dismissed.  When you consider each solution one by one, it's easy to say "no" because you can identify the flaws.  However, when you have the list of options, focus on determining to which solution you will say "yes".  By flipping from a "no" mindset to a "yes" mindset, you're preparing yourself to move forward.   With the list of options before you, it's often easy to eliminate most of them when compared to the few stronger candidates.  This is where applying the approach that Jeff Bezos uses for making decisions.  Some options may lead to 2-way doors and others may lead to 1-way doors (https://blueprints.guide/posts/one-way-vs-two-way-doors).  Consider how reversible a decision will be.  If you can easily undo a decision, that represents a 2-way door because once entered, you can always exit.  But, if a decision is irreversible, that decision is a 1-way door and you must take extra cautions when making that choice.  After you have narrowed your selection of imperfect solutions down, if you are struggling to decide, it is better to select a 2-way door solution instead of a 1-way door solution.  As you encounter the flaws, if they cannot be overcome, it may be useful to reverse track and choose the other option.   When you've made a decision on which imperfect option to choose, the next step is to present it to your leader.  As mentioned earlier, when you escalate to your leader, it's for authority, permission or insight.  It requires a lot less of their time when you ask for permission to proceed than if you ask for their insight.  You've indicated what was considered in making the decision, so you've provided the insight; you're just asking for permission to proceed.     In the Managing A Career podcast, I cover short-form topics to challenge your thinking about career advancement.  If you are interested in professional coaching, reach out to me via the contact form on the ManagingACareer.com website (https://managingacareer.com/contact).  I will schedule an introductory session where we can talk about your coaching goals.  If we're a good fit, we can set up regular coaching or I can refer you to other coaches I know that may suit your needs.

The other day, I was listening to the Smart Passive Income podcast (https://www.smartpassiveincome.com/) by Pat Flynn (https://www.linkedin.com/in/patflynn3/).  It wasn't even in the episode itself, but in his call to action at the end that he said a quote that was both insightful and inspiring to me.  So much so that it lead to today's episode.  In his episode, Pat said "It's not the mistakes you make that derail you.  It's the mistakes you make that becomes the rails you work within."   So, before we break that down, let's take a step back and talk about those rails -- those guardrails.  Guardrails are usually designed to keep you from going somewhere you shouldn't and to keep you safe.  But, when it comes to your career, those guardrails are often built by others -- or more specifically they are created by yourself based on the expectations you think other have for you -- and are here to keep you in line.  In the end, they may be holding us back from our full potential by keeping us from breaking out of a box that we find ourselves in.   So, what do I mean by all of that?   When it comes to career advancement, what's holding you back?  If you have limiting beliefs that keep you from speaking up or from challenging yourself, it may be time to review them and find a way to tear those guardrails down.  Let's look at some common guardrails that people believe that they must work within.     The first one is seniority based deference.  Especially early in your career, but it can happen at any time; if you find yourself surrounded by those with more tenure or more experience or higher rank, do you defer decisions to them.  Maybe you feel like if you challenge them you'll be considered problematic.  This can cause you to remain quiet and never express your ideas.   Instead of focusing on the seniority of others, focus on the different perspective that you bring.  Back up your ideas with data and preparation; a well-researched, well-thought-out idea is hard to argue against.  Challenge yourself to speak up in a meeting.  If you're still struggling with that, look for opportunities to present the idea to participants before the meeting starts.  Their feedback can help you refine your pitch and give you more confidence when the actual meeting takes place.     Along the same lines as seniority based deference is cultural conditioning.  In some cultures, hierarchy matters and is ingrained from an early age.  If you come from one of these cultures, you may wait for permission to speak instead of talking any time you have an idea.  If the meeting facilitator comes from a western culture, they may not realize and never offer the permissions you expect.  When you speak less, people begin to assume that you have nothing to contribute.   When you work for a global company, consider how company culture aligns with societal culture.  Western companies are more often going to value those contribute ideas.  If societal culture is hard for you to break past, then figure out who is leading the meetings that you will participate in and discuss the cultural difference that they may not be aware of .  Devise a signal that you can give them that indicates that you have something to contribute to the discussion so that they will offer the permission you seek.     Another guardrail that you may face is that of patriarchal conditioning.  Some companies or industries are heavily male dominated which leads to unwritten rules about how women should act.  Any deviation from those expectations can be punished by those in charge.  And when you also face cultural conditioning, this can be compounded exponentially.  In these situations, women will often revert to self-minimizing language in order to come across as non-threatening to their male team members.   To combat patriarchal conditioning, it's important to remember that being direct and being aggressive are different behaviors.  You can be direct without being aggressive.  Being direct is about bringing clarity.  Additionally, review Episode 087 (https://www.managingacareer.com/87) called "Language Matters".  Pay close attention to the sections on undermining your self and undermining your intelligence, but in short, look for ways to remove phrases from your vocabulary such as "Sorry" or "I could be wrong" or "I don't know".  Using these phrases are not just making you appear non-threatening, but are also perpetuating the patriarchal view.     There are also guardrails based on race and ethnic identity.  You may work at a company with very few people that look like you or that share a common heritage with you.  You limit what you say and how you say it in order to not validate any stereotypes that your colleagues may have.  You may even force yourself to tone down your actions or language in order to not be perceived as "emotional" or "problematic".  Code-switching can be draining.   If this applies to you, I'm not going to pretend to know the best way to handle this situation.  I'm a cis-gendered white male living in the United States.  But, what I can say is that some of us are allies, so seek us out.  Use us to amplify your voice.     Regardless of the source of your guardrails, they all lead to limits that can hold you back.  You become diminished or invisible.  And when you aren't seen, you won't be supported when it comes time for advancement.  While the guardrails may have been built by society, your inaction reinforces them.  If we look back at the quote from Pat Flynn, "It's not the mistakes you make that derail you.  It is the mistakes you make that become the rails you work within."  If I reframe it in the context of this episode, "When you let your guardrails limit your action, you make the mistake that will derail your progress."   So, how can you break free of the guardrails?   In 12-step programs , the first step to breaking free is to name what limits you.  The same applies here, name your guardrail.  Say it out loud.  Tell a friend.  By naming it, it loses some of its power. In Episode 085 (https://www.managingacareer.com/85), I talked about how confidence builds confidence.  Test the water; start by speaking up in small ways.  The more you speak up, the easier it will get.  You may start by speaking up to support someone else's idea.  As you gain confidence, you can then transition to offering your own ideas and eventually even being the first to bring an idea to the team. Look for allies.  I don't mean other people in your same situation.  Look for people who are not afraid to speak up that can bring you into the conversation. Practice what you want to say.  If you feel nervous speaking up, write it down so that you don't lose track.  The better you know your material, the more confident you will be when speaking. Remove all minimizing phrases from your vocabulary.  Be clear and direct without being overly aggressive. And lastly, if you feel it necessary to have permission to speak, I hereby give it to you.  You are smart and capable; you wouldn't have this job is you were not.  You have permission to speak up and bring forward your ideas.     This is a very important episode of the podcast.  If you are personally impacted by these guardrails, use these guidelines to break free of them.  If you KNOW someone who is impacted by these guardrails, be an ally.  Call them into conversations and support their ideas.  Share this podcast -- and specifically this episode -- with the marginalized members of your team.

The single most important thing you can do for your career is to build your network.  Whether you build relationships with champions and advocates, coaches and mentors, or people that act as a resource, each one of them provide a benefit that can help move your career forward.  Champions and advocates will support you and your ideas—they'll speak up for you in rooms you're not in, recommend you for stretch assignments, and give visibility to your contributions. Coaches and mentors will help you grow by offering guidance, feedback, and perspective from someone who's been there before. They help you avoid pitfalls, refine your approach, and accelerate your development. Finally, people who act as resources—whether subject matter experts, connectors, or peers in other departments—help you get things done faster, smarter, and more effectively. Each category adds a layer of strength to your career foundation, and together, they create a powerful support system that can help you rise.   But, sometimes -- whether intentionally or not -- you can jeopardize your relationship with someone and potentially even destroy it permanently.  It might be because you disappeared after getting what you needed, failed to follow through on a promise, or didn’t acknowledge the role someone played in your success. Other times, it could be as subtle as not showing appreciation, taking credit for shared work, or consistently making interactions one-sided. These moments can leave the other person feeling used, undervalued, or disrespected. And when trust is broken, it’s incredibly difficult to rebuild. Relationships, especially in your career, are built on mutual respect, reliability, and reciprocity—once that’s compromised, even unintentionally, the consequences can follow you far beyond that one interaction.   Or maybe YOU'RE the one on the other side.  Maybe you've spent time fostering a connection with someone only for them to turn their back on you.  They've taken advantage of you generosity in order to get ahead and then fail to reciprocate. That kind of experience can leave you feeling betrayed, used, and questioning whether it's even worth investing in people again. It stings when someone you believed in shows that their interest in you was transactional. And while it’s tempting to close yourself off after that, it’s important not to let one bad experience poison your ability to build meaningful, mutual relationships in the future. Instead, take the lesson with you: be more discerning, set clearer boundaries, and recognize the early signs of imbalance before you’re left holding all the weight.     Why do people burn bridges? People don't always burn a bridge because of spite.  In fact, they often don't even realize that they are doing it; it just sort of happens.  Let's take a look at some of the common reasons that people burn bridges and how to handle each of them.   They've gotten what they need from the relationship. If someone has achieved their goal, they may feel like they no longer need the relationship.  Or maybe they never intended to maintain the relationship at all, just get their needs met and move on.  Any time you reach out to them, you just get ghosted.  You may even see them put someone else in your position as they look to climb the next rung.   Look for signs early on in a relationship based on how often someone offers assistance either to you or others.  Someone who is going to use you and then leave will be unlikely to offer help to anyone else because they're focused only on their own needs.   They're distracted. When someone is facing a challenge -- whether work or personal, they may be overwhelmed and distracted by their current situation.  They may not intend to ignore the relationship, but things just seem out of their control.   This could be an opportune time to strengthen a relationship.  If you recognize their situation, it can be a good time to reach out and offer what support you can provide.  By showing that you are not just out for yourself and have their best interests in mind, they'll be inclined to return the favor when they can.   They're avoiding a negative situation. When someone makes a mistake or doesn't follow through with a promise, they may just disappear.  If they don't put forth the effort to mend the relationship, it can sour leading to a burned bridge.  You'll notice them avoiding you or putting off any interactions for fear of the consequences.   Being angry or holding a grudge won't resolve the situation.  Nor will running from it.  In order to preserve the relationship in this situation, the only way forward is to confront it head on.  If it's your mistake, own it.  If it's their mistake, offer support and understanding and try to figure out the source and a resolution to the failing.   They're burning it proactively. The last reason someone may burn a bridge is if they feel like the relationship is ending and they want to be the one to control its end.  If they feel like they have been used and that they will soon be ghosted, they may try to ruin the relationship in retaliation so that they can't be used in the future.   It's important that you offer gratitude when someone in your network provides you aid; even just a simple email is enough to let the person know that their assistance is appreciated.  Additionally, look for ways that you can pay the person back with whatever help you can offer them.  A relationship should never be a one-way street.   Here’s the thing about burning bridges—word spreads; people talk. And in today's interconnected professional world, reputations are more fragile than we like to admit.  When someone is ghosted or treated as disposable, it doesn't just end with them.  That person will talk within their network.  One burned bridge may not wreck your career, but it has the potential to cascade through a network quickly.  That could lead to a stalled career at a critical time.   That’s why it’s not enough to simply build a network—you have to cultivate it.  If you only show up when you need something, people notice.  Strong networks are built on consistency, mutual respect, and generosity.  Check in with people even when you don’t need a favor.  Offer support without being asked.  Celebrate others' wins.  And always leave people better than you found them.  Because when your network thrives, so does your career.  When you make honoring relationships a habit, you’re never starting from scratch—you’re building momentum.       I would love to hear some stories of how this podcast has helped you in your pursuit of career advancement.  Go to the ManagingACareer.com website and leave a message via the Contact form (https://www.managingacareer.com/contact/) or click the button to leave a voicemail via your computer.  Tell me which episodes have had the biggest impact for you.  If I get enough feedback, I'll start including them in upcoming episodes.

It consistently ranks as one of the worst attributes in a boss year after year…..and yet, there are still many bosses who are micromanagers.  This week, I'm going to look at how you can break out of the micromanagement pattern.     It's the bane of everyone's existence.  You may feel like your manager is always hovering asking for status constantly.  Maybe everything you do is redone by your leader.  Or maybe your manager gives you no freedom in what you do or how you do it.   Regardless of the form that it takes, micromanagement is frustrating and demoralizing.  Managers who micromanage are doing so from a position of fear or anxiety.  Whether they are doing it intentionally or not, they do it because they do not trust their team to get done what needs to be done when it needs to be done.   What's worse, is that if you find yourself the target of micromanagement, it can completely derail your career progress.  If your leader feels the need to micromanage you, whether your fault or theirs, that display of lack of trust will lead to worse reviews and delayed promotions.     Managers who are new to the role may be more used to "doing" instead of "leading".  Their micromanagement tends to be treating their team as an extension of themselves.  They know what they would do and how they would react, so they are trying to make every member of their team follow that same game plan.  They haven't learned how to properly delegate and to let go, but that can come by building trust.   In Episode 031 (https://managingacareer.com/31), I asked the question "Does Your Manager Trust You?"  If you find that your leader micromanages due to a lack of trust, that episode can help you break out of the pattern.  Work to understand how they think in order to make decisions that align with those that they would make.  Learn how to communicate and escalate appropriately so that your manager does not regret assigning the task to you.  And lastly, to build trust, deliver; when you are assigned a task, follow through.  As you build trust, your manager can shift their focus to other activities and provide you with more freedom.   If managers aren't micromanaging because of lack of trust, it could be because of pressure to perform.  Pressure can be driven many different factors.  Are they responsible for a high visibility project with tight deadlines?  Or maybe they or the team has had a recent failure and they have already been given a warning about their performance?   When your manager is facing addition pressure, no matter the source, they might resort to micromanagement in order to gain some level of control over a situation where they don't feel like they have any.  When you encounter this form of micromanagement, the best course of action is to reassure your leader that they can relinquish control.  You can do this by communicating often.  Episode 044 (https://managingacareer.com/44) has additional guidelines for Reporting Status.  In addition to clear communication, work to identify potential issues and proactively raise them to your leader.  When he feels less like he will be blindsided, he will be more likely to loosen the reins and give you more freedom.   The final driver for micromanagement is fear of failure or dealing with imposter syndrome.  This speaks more about the confidence of your manager than it does about you, but when your leader is struggling with their own responsibilities, they may look to inject themselves into tasks that align with areas that they already feel confident.  Most leaders were previously experts in the "doing" role and will revert back to that mode in order to boost their self-confidence.   When your manager is lacking confidence in what they SHOULD be doing, look for ways to shift the dynamic by reframing their requests.  When they try to dictate too much of the details of how you should work, instead, ask questions that bring the focus to broader topics that emphasize why over how and guidance over direct supervision.  Focus on the outcomes and alignment with priorities over processes and specific activities.     Micromanagement is one of the most despised attributes in a leader.  If you find yourself a target of it, reacting emotionally won't help.  Work to provide clear, proactive communication and build trust with your leader.  Change the conversation from the details to the big picture.  And if necessary, use your network of allies to provide yourself a layer of protection.     My goal for this podcast is to help as many people as I can advance their careers.  To reach this goal, I would appreciate it if you would share this episode with your friends and coworkers.  Send them to ManagingACareer.com/follow (https://www.managingacareer.com/follow) which will give them links to everywhere that this podcast can be found.