Invisible glass11/25/2023 ![]() ![]() Select individuals you trust and who genuinely understand you: Just because they’re smart, doesn’t mean their advice will be relevant. Here's how to build your own personal Advisory Board:ġ. These advisors can be friends, family members, bosses, colleagues, or just people you admire in your industry. This 'board' is essentially a group of people you trust implicitly to provide advice on all elements of your career: comp negotiations, new role selection, co-worker issues, career mid-life crisis, etc. Instead, I advocate for assembling a personal Advisory Board. I'm not a fan of the term 'mentors.' It's overused and often comes with inflated expectations. The Guides - Build a personal Advisory Board. This proactive approach not only showcases your initiative but also ensures a tailored path forward. Draft a progression plan based on this self-assessment, and then present it to your manager. Armed with that insight, assess the gap between your current position and your desired role. Instead, consider asking, 'What defines excellence in that role?' This will help you understand the benchmarks for success. Asking such a broad question risks receiving a generic answer based on your manager's personal experiences, which may not align with your unique journey. You understand your strengths, aspirations, and capabilities better than anyone else. Trying to figure out how to engage them in this process? Don’t just ask, 'How do I get there?' This isn't the most effective strategy. Keep revisiting this conversation every 3-6 months to check on your progress. (Thank you, Brent Chudoba, for being so supportive and patient with me.) Let them know where you want to go and how quickly you aim to get there. It's crucial to communicate your aspirations to your manager so they can support your journey. Why hadn't I told him I wanted to be a manager? I had simply assumed he would know, which was a significant oversight on my part. Why gamble on a new place when you can succeed here?' He looked at me, puzzled, and said point-blank, 'Why didn't you tell me you wanted to be a manager? You could achieve that here in the next six months. Proudly, I presented this to my manager as evidence of my achievements. Feeling stuck in my current position, I got a managerial job offer from Electronic Arts. ![]() When I was an analyst at SurveyMonkey, I dreamed of advancing to a managerial role. If one feels right, adopt it if not, discard it. ![]() I have since adopted this strategy as my own. This made meetings efficient, eliminated the need for follow-ups, and allowed her to consistently walk away having gotten her way. How could she possibly be so on top of things? I eventually figured out that before going into a meeting, she would think through all possible objections and suggestions related to the project and address them beforehand. She blew me away during every meeting: she always had all the bases covered, had considered all paths, posed the most thoughtful questions, and even had answers for all the questions. When I was advancing in my career, I aspired to be like my amazing manager, Selina Tobacowalla. Observe how they ask questions, what they invest their time in, and how they navigate the daily dose of politics. So why try to crack the code from scratch? Study these people instead. Navigating this minefield is one of the first places it becomes obvious that going it alone isn’t a good idea.Ĭurrent leaders at your company have not only deciphered the cryptic manual of corporate survival but have also become experts at it. The corporate world is a bizarre place, filled with superficial hierarchies, politics that resemble schoolyard squabbles, invisible glass ceilings, and 'team collaborations' that are much like assembling IKEA furniture without instructions.
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