Episodios

  • REPLAY - Acting On Feedback - MAC074

    REPLAY - Acting On Feedback - MAC074
    Dec 30 2025
    As we wrap up the year and head into the holiday season, many of you are taking a well‑deserved break—stepping back, recharging, and hopefully celebrating everything you've accomplished over the past twelve months. I'm doing the same. And even though I'm pausing new episodes for a bit, I still want to leave you with something meaningful to support your growth during this important stretch of the year. Because for a lot of professionals, the end of the year isn't just about holidays and downtime. It's also the season of annual reviews, performance conversations, and honest career reflection. It's the moment when you're asked to look back at what you've delivered, look ahead at where you want to go, and—most importantly—absorb the feedback that will help you get there. That's why today, I'm bringing back a practical and timely episode: Episode 74 – Acting on Feedback. Feedback only becomes valuable when you actually do something with it. Whether your annual review left you energized or a little disappointed, the key to making next year better is the same: take the feedback you've received, understand it, and turn it into action. And that's exactly what Episode 74 focuses on. This episode digs into the part of the process most people struggle with—not receiving feedback, but interpreting it, prioritizing it, and translating it into meaningful, targeted steps. Because here's the truth: feedback is almost never as simple as the words someone says out loud. There's always context, nuance, and intent behind it, and understanding that is what unlocks real growth. I hope you enjoy revisiting Episode 74, and I hope it gives you clarity and confidence as you step into the new year. When I'm back from the holiday break, we'll dive into fresh topics, new strategies, and more tools to help you manage and accelerate your career. In Episode 12, I discussed some strategies for soliciting effective feedback (https://www.managingacareer.com/12). However, feedback is only as good as what you do with it. This week, I'm going to take a look at how you can best act on the feedback that you receive. The first step in acting on feedback is understanding what is driving the comment. In the previous episode, I suggested that when receiving feedback, you should ask clarifying questions along the lines of "Can you explain that in more detail?" or "Tell me more." The goal with this clarification is to turn high-level, generic comments into something more specific. If you receive feedback that you need to "improve your communication skills", there could be several underlying causes and each one would be addressed differently. If the source of the feedback is because you don't provide regular updates or hold back on negative news, you may need create a weekly report that you send to your superiors; you can hear more by reviewing Episode 44 (https://www.managingacareer.com/44). However, if the source of the feedback is based on recent presentations, you may need to practice presenting more so that you become more comfortable or you might need to work on the content of your presentations (see Episode 56 - Presenting to Leaders https://www.managingacareer.com/56). Without knowing the underlying reasoning for the specific comment, you may not work on correcting the right behaviors. If you've received feedback, but are unable to coax additional details about what they mean, the next approach you can take is to reach out to other people that can comment on the same topic. Continuing on the example above, if the feedback you received is about your communication skills, reach out to those that you have presented to or that you regularly provide status to. Ask each of them specifically about the area in question. Look for patterns in the feedback they provide and use that insight to target your improvement. As you consider the different elements of feedback that you have received, how does that feedback align with your career trajectory as well as your personal career goals? Prioritize anything that advances you over things that apply to your current level. If you've created your IDP, these items should be represented on your Assessment and Next Role sections. Review Episodes 36 through 40 for details on your IDP (https://www.managingacareer.com/36) and if you need an IDP template, drop me a note requesting one via the Contact form on the ManagingACareer.com website (https://www.managingacareer.com/contact/). Now that you have a list of feedback to address, talk with your mentor or coach and develop an action plan. They can help you identify training and activities that will help you develop the skills that you need. Be sure to define goals and deadlines to ensure that you put appropriate focus on addressing the feedback. Episode 47 covered some goal setting frameworks that you may find useful here (https://www.managingacareer.com...
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    7 m
  • REPLAY - Communicating With Finesse - MAC059

    REPLAY - Communicating With Finesse - MAC059
    Dec 23 2025
    I hope you're finding a little space to breathe as we head into the final stretch of the year. This is the season when everything seems to converge at once—deadlines, holidays, planning for next year, and of course, the annual review cycle. And because I'm taking a few weeks off, I'm replaying some of my favorite past episodes that still feel incredibly relevant, especially right now. Today's episode is one of those. Before we jump into it, I want to set the stage for why this particular topic—speaking with finesse—matters so much at this time of year. If you're like most professionals, you're probably preparing to give your manager input for your performance review. Maybe you're writing your self‑assessment, maybe you're gathering accomplishments, maybe you're thinking about how to position the work you've done so it reflects the impact you actually had. And here's the thing: the way you talk about your work is just as important as the work itself. Not because you need to "spin" anything. Not because you need to inflate your contributions. But because your manager can only advocate for what they understand—and they can only understand what you communicate clearly, confidently, and with the right framing. That's where finesse comes in. Finesse is one of those skills that separates people who do good work from people who are recognized for doing good work. It's the difference between saying, "I completed the project," and saying, "I delivered a cross‑functional project that removed a major bottleneck and positioned the team for faster execution next quarter." Both statements are true. One is simply more complete, more contextual, and more reflective of the real value you created. This is especially important during annual review season because your manager is juggling a lot—multiple team members, multiple projects, multiple priorities. They're trying to remember what happened in February, what happened in June, what happened last week. They're trying to write reviews that are fair, accurate, and aligned with organizational expectations. And they're doing all of that while also preparing for their own review. So when you give them input that is factual, contextual, and uplifting—not self‑promotional, but accurately framed—you're not just helping yourself. You're helping them do their job better. And that's exactly what finesse is about. So as you listen today, I encourage you to think about your own annual review input. Where could you add more context? Where could you frame your contributions in a way that better reflects the real impact you had? Where could you apply just a little more finesse? Because the truth is, your work deserves to be seen. And finesse is one of the most powerful tools you have to make sure it is. Alright—let's get into the replay; it's a perfect companion for anyone preparing for year‑end conversations. Enjoy. The other day, I saw a post on LinkedIn by Wes Kao the co-Founder of the Maven learning platform. Her post was a synopsis of an issue of her newsletter that really resonated with me (Link https://newsletter.weskao.com/p/the-unspoken-skill-of-finesse). It was on the topic of Finesse in Communications. You could also think of it as communicating like a leader. In Wes' article, there was a situation where a customer had asked about the limits of a software system. Several people were in a chat thread formulating a response. The first person offered a factual number based on the highest limit observed in the system. The second person clarified the limit with a lower number that had shown acceptable performance plus a plan to increase the performance for a higher limit. The third person took the response from the second person and reframed it to have less of a negative connotation but still convey the same results. Finesse is the ability to refine your message based on understanding the situation and the desired outcomes it is the ability to use good judgement in delicate situations. None of the responses were wrong per se, but the first answer could have led to disappointment by the customer if they approached the technical limit and experienced the performance degradations. The second answer provided additional context around the limits but may have caused the customer to look elsewhere for a solution that didn't have those limits. The final answer with a more positive message invited the customer to be optimistic about the solution being able to scale to meet their needs. For some, the ability to have finesse in their communications may come naturally. But for others, like any skill, you can improve your abilities with focus and practice. The more you practice, the easier it will be to know when to apply finesse and the more likely it will come to you without consciously thinking about it. First, you need to recognize when situations require finesse to handle...
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    9 m
  • REPLAY - Put Yourself In Their Shoes - MAC073

    REPLAY - Put Yourself In Their Shoes - MAC073
    Dec 16 2025
    Hello everyone, and welcome back to the podcast. I hope you're enjoying the holiday season and taking some time to recharge. I'm doing the same this week—stepping back for a little rest—but I didn't want to leave you without an episode. So, I'm bringing back one of the most impactful conversations we've had on this show: Episode 73, Put Yourself In Their Shoes. It's all about one of the most underrated skills you can develop for both your career and even everyday life: the ability to understand the motivations of the people around you. It's not necessarily about agreeing with them; it's about seeing the world through their lens long enough to understand what's driving them. And when you do that, you unlock a whole new level of influence, collaboration, and trust. This episode isn't just theory—it's a toolkit. And if you put it into practice, you'll find yourself building stronger networks, closing gaps in communication, and creating opportunities that might have felt out of reach before. So, as you listen today, I encourage you to think about the people you interact with most—your coworkers, your boss, your clients, even your friends and family. Ask yourself: What might be motivating them? What pressures are they under? How could I adjust my approach if I saw things from their perspective? I'll leave you with this thought before we dive in: empathy isn't just a soft skill. It's a power skill. It's the difference between pushing against resistance and moving with momentum. And this episode shows you how to harness it. And now…..on to the episode. When it comes to dealing with people, it can be difficult when they don't share the same opinion you do as to how to handle a specific situation and that can often lead to conflict or complications. The fastest way to move past those differences and get back to moving forward is to put yourself in their shoes. If you can understand people's thoughts and motivations it goes a long way towards formulating an argument that sways them to your side. How well can you read them? Some people will mask their true thoughts and feelings, especially when it comes to professional relationships. To really understand them you might need to rely on your observational skills and not just listen to the words that they say. Start with how they are speaking. When someone is excited about something, even if they are trying to suppress it, they will speak slightly faster and with a higher pitch. Conversely, if they are unsure, they will slow down and be more cautious as they speak. Even their word choices can give you a clue as to their mindset. Open language will indicate a higher level of trust. Strong, clear language indicating confidence. If you find that their words are not in alignment with their body language, it becomes even more important to observe them closely. Visually, watch their body language and look for micro expressions that may clue you in to something that they aren't saying. Whether they are smiling genuinely or politely says a lot. Is their stance closed with their arms crossed or are they open and receptive or possibly even leaning in with excitement? When you say something new, is there a flash of humor or anger in the corners of their eyes? Some of these visual cues will be easier to spot, but the more nuanced actions can be more revealing. In general, people are not malicious in their actions, but, the actions they take may come across that way. For instance, I have seen multiple times where Person A feels like Person B is purposefully undermining the ability for Person A to perform work. But, in reality, Person B is just focused on taking steps that they think will let them reach their personal goals that they never even considered how that could impact Person A. Once Person A sat down and spoke with Person B and everyone's views were communicated, both people were able to be more productive and reach their goals quickly. The easiest path to knowing someone's motivations is to come out and ask them. But, sometimes, you don't have that type of relationship with them and it may take a little bit of detective work. For example, how have their current projects been going recently? If positively, their mood probably reflects that. Though if they are experiencing project stress, they may be taking it out on everyone around them. The "no" to your request may be coming from this type of stress more than anything else. Looking for these types of factors can help you find the motivations of someone that you would not ask directly. No matter how you gain the insight, how can you use this understanding to your advantage? When you understand someone, you can build a stronger relationship with them. Stronger relationships lead to stronger networks. And I can't stress enough how powerful a strong network can be. (https://...
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    8 m
  • Networking is a long game - MAC121

    Networking is a long game - MAC121
    Dec 9 2025
    We've all experienced it. You're at a training session or a professional meet-up or maybe you're wandering the expo hall at an industry conference. A bit of downtime leads to a quick exchange with the person next to you... five minutes of conversation, maybe ten if everyone's particularly chatty. You swap LinkedIn profiles or trade business cards or even promise to follow up later. Then nothing happens. The moment ends, the event ends, and the relationship ends right along with it. But it doesn't have to. Those tiny talking windows you slip through at conferences and workshops can evolve into long-lasting professional relationships. They can become the very foundation of a network that opens doors for years to come. In this week's episode of the Managing A Career podcast, we're not going to sit in the realm of theory. We're diving into the practical side of networking... the real actions you can take to turn quick handshakes and fleeting conversations into relationships that matter. You've heard the message before; your network is one of the most valuable career tools you'll ever build. I've repeated that line myself more times than I can count, and I truly mean it because my own career growth has been shaped by the relationships I've nurtured along the way. Still, I know that for many people, forming connections that actually lead somewhere feels like a mystery. If that's you right now, this is the episode you'll want to pay attention to. All success begins at the first interaction, so that's exactly where we'll start. When you're in those casual meet-and-greet conversations, there are ways to make sure they don't end as nothing more than polite small talk. This isn't about being the most charismatic person in the room or forcing yourself to be clever or funny. What you do need is intention. Are you truly engaging with the person across from you... listening to what excites them or noticing what makes them unique? Or are you mentally rehearsing your own story, waiting for your turn to talk? One of the most powerful habits you can develop is taking notes shortly after the interaction. It doesn't have to be formal; a line or two about who they are, what you discussed, and any details that stood out. Beyond that, be curious instead of performative. Ask one more question than feels natural. Reflect something back to them, so they know you heard them. Look for common ground you can reference later... a shared interest, a similar problem you're both trying to solve, even a moment you found funny. If you're at an event, snap a quick photo of their business card or connect on LinkedIn on the spot so you don't lose them in the post-event blur. These small behaviors lay the groundwork for something deeper before you've even walked away. Once the event wraps up and everyone heads back to their offices or hotel rooms or inboxes, that's when the real work begins. Take the time to send a follow-up message to every single person you connected with... even the ones who don't feel useful to you right now. Networking is a long game. The intern today becomes the director in five years. That person who didn't align with your needs this quarter might be exactly the person you need the next time you are looking for a career pivot. So when you reach out, do more than fire off a polite "nice meeting you." Send a message that proves you were present. Remind them of something specific you discussed. Reference a detail only the two of you would remember. And then, most importantly, keep the door open. End with a question or an invitation for a future touchpoint; ask them to send you the article they mentioned or propose grabbing a coffee when schedules allow. The goal is not to close a deal, but to continue a dialogue. If you send a message like: Hey, it was great meeting you at the conference earlier today. I found your thoughts on the newest regulations to be very insightful. It may feel sincere and you may even think it will lead to a connection. But, in reality, it falls flat. It doesn't give the other person any reason to respond beyond a polite, "It was great meeting you, too." It's a dead end, not a bridge. In contrast, consider this approach: Hey, it was great meeting you at the conference today. I found your thoughts on the newest regulations to be very insightful. I'd love to talk with you more about how our companies could implement those restrictions when they kick in next year. Maybe we can meet up for coffee next week and brainstorm some ideas. This second message works because it does three critical things. First, it shows that you were actively listening during your conversation, recalling a detail specific to your discussion. Second, it offers a clear opportunity for the other person to add value, sharing their thoughts or expertise in a meaningful way. And third, it creates an actionable next step—an invitation to meet in person, which strengthens the connection far beyond a ...
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    11 m
  • Advancement isn't about competence; it's about story - MAC120

    Advancement isn't about competence; it's about story - MAC120
    Dec 2 2025
    I was talking with someone last week who's been in the same role for years. Smart person; dependable; someone who always gets things across the finish line. Their question hit me hard because I've heard it so many times before: "Why do people who seem less competent than me keep getting promoted?" My answer was simple… and frustrating… and completely true. Advancement isn't about competence; it's about story. The people moving up aren't always better at the work; they're better at talking about the work. They've learned how to turn their accomplishments into a narrative leaders immediately care about. And that's what we're diving into today; how to use real storytelling—not a string of corporate buzzwords—to finally break through to the next level. Doing vs. Impacting If you've been in your role for four, five, maybe even seven years and you keep getting passed over for promotions, there's usually one core issue at play: you're great at doing, but you haven't learned how to talk about impacting. The difference is huge. Doing is about tasks; impacting is about outcomes. Doing sounds like "I built the dashboard." Impacting sounds like "Our team can now make faster decisions because we have real-time visibility into customer behavior." And here's the truth; your leaders don't care about the volume of items on your to-do list. They care about what changed because you were in the room. So when you walk into a meeting with your boss, or present to senior leadership, or sit down for your annual review... and you start listing tasks one after another... you've already lost them. You're giving them a story about your effort when what they need is a story about your impact. A Real Example: Jaime's Story Let me give you an example. I was working with a coaching client—let's call them Jaime—who was trying to move from a senior role into a true leadership position. They'd been in their job for years; absolutely knew their stuff. But every time they described their work, it came out like this: "I analyzed the sales data, identified trends across regions, created visualizations for the executive team, and presented my findings at the monthly business review." On paper, that sounds solid… thorough… professional. Except no one remembers it; and worse, no one sees it as strategic. What Jaime shared was a sequence of activities. It was a recipe; not a story. And leaders don't promote people for following recipes. During our coaching session, we rewrote that same narrative so it actually meant something: "We were losing ground in key territories and no one could figure out why. I dug into the data and found that our product was completely out of sync with competitor positioning in that region. After aligning with leadership, we shifted our approach. Within two quarters, we recovered our market share." Same work; completely different story. The Structure of a Compelling Story So what's the real difference between those two versions? Structure. Every good story follows a familiar shape. There's a situation or a problem; there's tension or conflict; there's action that leads to change; and finally, there's a resolution that closes the loop. When you're talking to leaders about your work, you need to use that same structure… not because you're trying to be dramatic, but because this is how the brain processes information. We remember stories; we forget lists. Let's break down the structure. First, set up the problem. What was at stake? Why did it matter? Leaders need context before they can appreciate your solution. The problem can't just be "we needed to do this task." It has to threaten a goal, create risk, or block progress. In Jaime's case, the first version had no problem—it was just a list of tasks. The second version began with the real problem: lost market share. That's something a leader actually cares about. Second, show the tension. What made this hard? What was unclear? What obstacles did you face? Many people stumble here, thinking that admitting difficulty makes them look weak. It doesn't. It makes the story compelling and makes your solution look smarter. Jaime's tension was simple: "no one could figure out why." That tells leaders this wasn't obvious; it required insight. Third, describe what you did. But don't list every step—that's just a repeat of the task list. Focus on the key move, the insight that unlocked the solution. Leaders don't need the play-by-play; they need to understand your thinking. Jaime said, "I dug into the data and found our product was completely out of sync with competitors." That's the key move. They didn't detail every analysis; they highlighted the insight that mattered. Fourth, land on the outcome. What changed? What's different now because of your work? This is where you show impact, not activity. "We shifted our approach. Within two quarters, we recovered that market share." That's impact. That's ...
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    12 m
  • Actions To Take When A Storm Is Brewing - MAC119

    Actions To Take When A Storm Is Brewing - MAC119
    Nov 25 2025
    This is one of the toughest job markets we've seen in a long time. Every week, it feels like another company is announcing sweeping layoffs and tightening their roster. In Episode 53, I talked through what to do if you suddenly find yourself on the wrong side of those decisions. This week, though, I want to shift the focus. Let's talk about the moves you can make right now to put yourself in the strongest possible position to avoid being laid off. Nothing is guaranteed; no strategy is bulletproof; but the concepts we'll cover today can help you protect your role and make yourself a far less likely target. Layoffs are almost never a spur-of-the-moment decision. There are usually warning signs; a missed revenue target here, a sudden market shift there. Maybe the stock price starts sliding and leadership begins looking for ways to calm investors or at least keep the board from panicking. That's when department heads get pulled into quiet rooms for closed-door conversations, budgets start tightening, projects get paused or quietly cancelled...and eventually...the layoffs and re-orgs begin. Forewarned is forearmed. The people who seem "shocked" by layoff news are often the ones who weren't watching the right signals; meanwhile, the people who look prepared usually saw the signs long before the announcement. It starts with truly understanding how your company makes money. What are the real drivers of revenue; which products are gaining traction; which ones are quietly struggling? What has leadership been emphasizing in earnings calls or all-hands meetings? If you want even a chance at predicting when a company might be gearing up for layoffs, you have to track the overall health of the business. Companies rarely start cutting when everything is soaring...they cut when the storm clouds have been gathering for a while. Once you understand the health of the company, the next step is figuring out exactly where your role fits into that picture. Every job supports the business model in some way, but not every job carries the same weight when leaders start sharpening their pencils. Ask yourself a few simple questions; does my work directly generate revenue, protect revenue, or reduce cost? Is my team tied to a product or initiative that the company is actively pushing...or one that hasn't gotten much attention lately? If you can't clearly articulate how your role contributes to the business, that's a sign you need to get curious fast. The people who survive reorganizations are usually the ones who can draw a straight line between their daily work and the company's financial engine. Once you know where your role lives in the larger business model, you can start making a more honest assessment of your personal risk. Some roles sit close to the core; others sit on the outskirts where cuts tend to land first. Maybe your team owns a product that's losing traction...or maybe you're in a function leadership hasn't talked about in months. You're not predicting the future here; you're evaluating probabilities. And when you understand your risk profile, you can finally decide what to do next...whether that means doubling down on visibility, shifting your workload toward higher-value projects, or quietly preparing a Plan B. So, you've studied the mechanics of the business and realized you're sitting at some level of risk; what should you do next? Start by getting honest about your standing inside the company. Are you visible...or invisible? Are you known for something specific...or just seen as another pair of hands? Can your personal brand keep your name on the "safe" list when leaders start deciding who stays and who goes? Once you've checked your internal footing, begin warming up your network. Think of it like Gary Vaynerchuk's jab-jab-jab-right-hook idea; your network responds best when you give-give-give before you take. If there's even a chance you might need help later, reconnect now in a way that helps them; offer value, share something useful, make the relationship stronger before you ever ask for anything. And finally, start looking for opportunities to position yourself closer to the money. You don't have to switch teams or chase a new project; you just need to communicate clearly how your work drives value and ties back to the core business. If you need a refresher on how to do that effectively, go back to Episode 44 on Reporting Status; it walks you through how to make sure the right people understand your impact. Or maybe you've done the math and realized you're not facing much risk...at least not this time. That doesn't mean you get to relax. The simple fact that layoffs are happening should be a wake-up call; today's stability doesn't guarantee tomorrow's safety. Your current project will eventually wrap, and you won't be able to leverage it for continued safety. Use your awareness of the broader market to position your next project closer to the core business. Look for skill gaps...
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    10 m
  • Performance and Potential - MAC118

    Performance and Potential - MAC118
    Nov 18 2025
    Today we're going to dig into a topic that confuses people at every level of the corporate ladder. You'll hear about it in calibration meetings, in talent reviews, in leadership offsites. Sometimes it's talked about openly; other times it's whispered about like some kind of secret scoring system. I'm talking about performance and potential. Performance… sure; that part makes sense. What did you deliver; how well did you deliver it; how predictable and reliable is your output; did you solve the problems in front of you; did you create value for your team. But potential; that's the fuzzy part. Potential for what; and how do you influence a rating that sounds like it's based entirely on somebody's personal opinion. Imagine being evaluated not just on the work you deliver today… but on a future version of you that may or may not exist. Most people in corporate jobs don't even know that their rating has two pieces. They think their "performance rating" is the whole story. But the real decisions about promotions and opportunities are often driven by the other number; the potential number. So the question we're asking today is simple: what is potential really measuring… and do you even want to maximize it? A common tool used in end of year evaluations is the classic two‑axis grid; one axis for Performance and the other for Potential. It looks simple on paper. People are sorted from low to high on both scales, then placed into a tidy little box that supposedly determines their future. Those who land in the top right quadrant get the opportunities, the visibility, the fast track. Those in the bottom left… well, they often find themselves stalled out, sidelined, or in some cases quietly pushed out. The biggest issue is that these scales are vague and often applied inconsistently across teams. Two leaders can sit in the same talent review and have completely different interpretations of what "high potential" even means. For some companies, potential means "how likely are they to produce at a high level in the next year." For others, it means "how close are they to their next promotion." Some organizations define potential as "shows leadership skills." Others look for "scalability"; meaning the ability to handle bigger, broader, and more ambiguous challenges. And a few go even further; blending curiosity, change-readiness, resilience under pressure, strong communication, and strategic thinking into one catch-all label. In other words; potential is often a company's way of asking "Do we see you becoming more valuable to us in the future than you are today?" But because it's forward-looking, your ranking on this scale often comes down to something people don't like to admit… politics. Potential isn't a direct measurement of your abilities or your hard skills; it isn't even a pure reflection of your current performance. It's a perception game; a bet leaders make about how you'll behave in situations you haven't faced yet. It's assumption dressed up as science. But that doesn't mean you're powerless. Once you understand the ingredients that drive potential, you can learn how to shape the perception of your future self—and change the trajectory of your career. Even though the definition of potential varies from company to company, there are several core elements that show up almost everywhere. **Adaptability**. In today's fast-paced world, this one shows up near the top of almost every potential rubric. Change is constant… technological change, regulatory change, shifting priorities. I joked with my boss this week that we've moved beyond "dealing with ambiguity"; we're now just "living with ambiguity." High potential employees are the ones who don't freeze when the landscape shifts. They stay steady, recalibrate quickly, and keep moving. **Leadership**. This doesn't always mean holding a formal title. Often it's about influence. Can you guide others? Do people seek your input? Do you demonstrate sound judgment? Leaders evaluating potential notice when someone consistently steps up, rallies a group, or helps drive decisions forward. **Strategic awareness**. This shows up differently depending on where you sit. For individual contributors, it means understanding how your work aligns with broader goals… and making day-to-day choices that reflect that understanding. For front-line leaders, it's about setting priorities for your team that advance corporate objectives. And for senior leaders, high potential often translates to shaping those strategic directions in response to a shifting market. **Communication skills**. People with high potential communicate clearly, succinctly, and in a way that resonates with their audience. They know when to expand and when to get straight to the point. Their communication builds momentum rather than creating confusion. **Scalability**. This is the quiet filter behind most potential ratings. High potential employees ...
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    13 m
  • Riding the Coattails of Others - MAC117

    Riding the Coattails of Others - MAC117
    Nov 11 2025
    Do you ever look around your company and notice how certain people always seem to rise together? The boss gets promoted... and like clockwork, a couple of people from their team move up right behind them. You start to wonder... are they just that good? Or are they someone's favorite? Today, we're going to unpack that idea—not the shady version, but the strategic one. How do you find the right person to align with... the kind of person whose rising tide actually lifts your boat, too? Cronyism gets a bad reputation, but that's when it's paired with incompetence or favoritism without merit. The truth is, every successful career has an element of strategic alignment. It's about connecting yourself with the right leader, building trust through results, and positioning yourself as someone they want to bring along when they rise. So today, I'd like to talk about how to identify whose coattails are worth riding... and how to make sure you've earned your place on that ride. The Reality of Relationships in Corporate Advancement I've long said that building a network is the single most important thing you can do for your career. Your skills will get you in the door, but your relationships determine how far you go once you're inside. Promotions, high-visibility projects, cross-functional opportunities—they rarely appear out of thin air. They come through people. Your network is the radar that picks up opportunities before they hit the job board. There's an old quote from Seneca that I love: "Luck is what happens when preparation meets opportunity." The preparation part is obvious; we all know we have to deliver results, build credibility, and sharpen our skills. But opportunity? That's the piece most people overlook. Opportunity doesn't just fall in your lap—it's usually handed to you by someone who knows your name, trusts your work, and believes in your potential. That's why I say the first step in becoming someone's "crony"—in the best sense of the word—is to build that relationship before you need it. Get on their radar by doing good work. Add value without asking for anything in return. Be the person they can depend on when things get hectic. When the time comes for them to move up or take on a new challenge, you'll already be positioned as part of their trusted circle. In corporate life, advancement is rarely a solo sport. It's a team game—and if you're not intentionally building the right team around you, someone else is. What "Strategic Alignment" Actually Looks Like Let's start by defining a few terms. The word crony has become shorthand for favoritism, backroom deals, and people getting ahead for all the wrong reasons. But at its root, a crony is simply someone who's connected to power. That connection, in and of itself, isn't bad. It's how the connection is earned that determines whether you're a crony... or a strategically aligned professional. Strategic alignment is what happens when your goals, values, and performance directly support the success of someone higher up in the organization. You're not just orbiting power; you're contributing to it. You're part of a symbiotic relationship where your wins make their job easier, their projects stronger, and their vision more achievable. So how do you know which side of the line you're on? Ask yourself three simple questions: Do you help this person win in a way that also helps the team? Cronyism isolates—it creates winners and losers. Strategic alignment lifts everyone around you. If the person you're supporting becomes more effective because of your input, and the team benefits in the process, that's a healthy dynamic. Do you bring something to the table they need—insight, relationships, execution? The strongest professional relationships are built on mutual value. If you offer something that fills a gap or accelerates progress, you're not tagging along... you're indispensable to the mission. Are you seen as loyal and competent? Loyalty without competence is flattery. Competence without loyalty is risk. The combination is trust—and trust is the foundation of every meaningful professional alliance. If the answer to all three is yes, you're not a crony—you're a trusted asset. You've built a relationship based on performance, reliability, and shared success. But if any of those answers are no... then yes, you might just be a crony. And cronies don't get invited to the next level; they get replaced when it's convenient. Strategic alignment is about playing the long game. It's about being so valuable, so dependable, and so in sync with where your leader is heading that they can't imagine building the next chapter without you in it. How to Identify the Right Person to Align With Now that we've defined what strategic alignment looks like, the next question is... who should you align with? Not every rising star is worth following, and not every ...
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