Tessa White

That may be sitting in on an executive meeting and just seeing how things operate. And the thing about corporate America is your manager needs help. There's always more to do than people to do it. And so if you ask for your own top performer plan, you can actually ask for and be very directive with your manager to say, can I give part of a presentation in this executive team meeting?

Can I run this little piece of a project that is holding us back that we need to get over the finish line? Can I sit in and listen to how a meeting operates? Can I help develop a dashboard for... our departments so that we can show progression in some of the key objectives.

Can I run this little piece of a project that is holding us back that we need to get over the finish line? Can I sit in and listen to how a meeting operates? Can I help develop a dashboard for... our departments so that we can show progression in some of the key objectives.

Can I run this little piece of a project that is holding us back that we need to get over the finish line? Can I sit in and listen to how a meeting operates? Can I help develop a dashboard for... our departments so that we can show progression in some of the key objectives.

So there's lots of different ways you can do it, but the key is you have to ask because most managers are not really great at putting together growth plans for people. They've got a lot of people And it gets very murky what they need. But if you actually go to your manager and direct it and say, can I do this one thing? Can you help make this one thing happen? Or these two things happen?

So there's lots of different ways you can do it, but the key is you have to ask because most managers are not really great at putting together growth plans for people. They've got a lot of people And it gets very murky what they need. But if you actually go to your manager and direct it and say, can I do this one thing? Can you help make this one thing happen? Or these two things happen?

So there's lots of different ways you can do it, but the key is you have to ask because most managers are not really great at putting together growth plans for people. They've got a lot of people And it gets very murky what they need. But if you actually go to your manager and direct it and say, can I do this one thing? Can you help make this one thing happen? Or these two things happen?

Then your odds go way up and your credibility goes up in the organization. Your visibility goes up and therefore your promotability goes up.

Then your odds go way up and your credibility goes up in the organization. Your visibility goes up and therefore your promotability goes up.

Then your odds go way up and your credibility goes up in the organization. Your visibility goes up and therefore your promotability goes up.

Well, let's start with something that I think people might find interesting. I've sat in on hundreds of promotion meetings where they decide who gets the promotions that year. And almost without fail, it's like a broken record. The people that don't get the promotions, people will say, well, they sound great, but I don't know who they are. I haven't worked with them.

Well, let's start with something that I think people might find interesting. I've sat in on hundreds of promotion meetings where they decide who gets the promotions that year. And almost without fail, it's like a broken record. The people that don't get the promotions, people will say, well, they sound great, but I don't know who they are. I haven't worked with them.

Well, let's start with something that I think people might find interesting. I've sat in on hundreds of promotion meetings where they decide who gets the promotions that year. And almost without fail, it's like a broken record. The people that don't get the promotions, people will say, well, they sound great, but I don't know who they are. I haven't worked with them.

One of the big keys to getting the promotions is visibility across the organization and being able to collaborate well with other departments. And it's really important that when people know you, you have a greater chance of getting the promotion and when you intersect with them. So that's the first thing is that Having that exposure is really important.

One of the big keys to getting the promotions is visibility across the organization and being able to collaborate well with other departments. And it's really important that when people know you, you have a greater chance of getting the promotion and when you intersect with them. So that's the first thing is that Having that exposure is really important.

One of the big keys to getting the promotions is visibility across the organization and being able to collaborate well with other departments. And it's really important that when people know you, you have a greater chance of getting the promotion and when you intersect with them. So that's the first thing is that Having that exposure is really important.

One of the first practical things that I would do in a job is to go talk to the people that intersect with my role and say, tell me, what do you expect out of this role? What are the problems that I am helping solve for you and where are your pain points? And I would get very, very aligned with what those people and constituents need. Because the job on paper is not the real job. It never is.

One of the first practical things that I would do in a job is to go talk to the people that intersect with my role and say, tell me, what do you expect out of this role? What are the problems that I am helping solve for you and where are your pain points? And I would get very, very aligned with what those people and constituents need. Because the job on paper is not the real job. It never is.

One of the first practical things that I would do in a job is to go talk to the people that intersect with my role and say, tell me, what do you expect out of this role? What are the problems that I am helping solve for you and where are your pain points? And I would get very, very aligned with what those people and constituents need. Because the job on paper is not the real job. It never is.

And this helps you determine what the real job is and how you win, more importantly, how you align yourself to win. So I would be having those conversations at least twice a year because that's what's going to point you toward how you actually work on the things that are going to get you promoted in a company and how we're going to get visibility for you and what you do.