Tessa White

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.

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.

I'm a big believer in planting seeds in an organization with other managers and other places in the organization so that you know what's coming. Managers are planning six months, eight months in advance, sometimes a year in advance of what they need and what's coming. And you need to be talking with them about how are you going to be evolving? What are the big problems you're trying to solve?

I'm a big believer in planting seeds in an organization with other managers and other places in the organization so that you know what's coming. Managers are planning six months, eight months in advance, sometimes a year in advance of what they need and what's coming. And you need to be talking with them about how are you going to be evolving? What are the big problems you're trying to solve?

I'm a big believer in planting seeds in an organization with other managers and other places in the organization so that you know what's coming. Managers are planning six months, eight months in advance, sometimes a year in advance of what they need and what's coming. And you need to be talking with them about how are you going to be evolving? What are the big problems you're trying to solve?

What are big initiatives and things that are going to help you over the next couple of years move into the next level of efficiency? And when you understand those things, then you get a better idea of how you fit into the ecosystem. And you also get a better idea of maybe where you want to go in the future.

What are big initiatives and things that are going to help you over the next couple of years move into the next level of efficiency? And when you understand those things, then you get a better idea of how you fit into the ecosystem. And you also get a better idea of maybe where you want to go in the future.

What are big initiatives and things that are going to help you over the next couple of years move into the next level of efficiency? And when you understand those things, then you get a better idea of how you fit into the ecosystem. And you also get a better idea of maybe where you want to go in the future.

And then you can begin to craft the kind of experiences that you need so that you will be somebody that they can pay attention to. I would absolutely treat your company like a big homework assignment. And I would be trying to listen to the quarterly reports, listen to the CEO, what are the big objectives that we're trying to accomplish? And it helps you establish that narrative.

And then you can begin to craft the kind of experiences that you need so that you will be somebody that they can pay attention to. I would absolutely treat your company like a big homework assignment. And I would be trying to listen to the quarterly reports, listen to the CEO, what are the big objectives that we're trying to accomplish? And it helps you establish that narrative.

And then you can begin to craft the kind of experiences that you need so that you will be somebody that they can pay attention to. I would absolutely treat your company like a big homework assignment. And I would be trying to listen to the quarterly reports, listen to the CEO, what are the big objectives that we're trying to accomplish? And it helps you establish that narrative.

Because I get mad when people come and say, I interviewed, but it didn't work very good, or I don't think they understood my value. And I say, if you don't understand your value proposition, I promise you the company won't. It really is your job to figure out what your value proposition is. And in order to do that, you have to have information.

Because I get mad when people come and say, I interviewed, but it didn't work very good, or I don't think they understood my value. And I say, if you don't understand your value proposition, I promise you the company won't. It really is your job to figure out what your value proposition is. And in order to do that, you have to have information.

Because I get mad when people come and say, I interviewed, but it didn't work very good, or I don't think they understood my value. And I say, if you don't understand your value proposition, I promise you the company won't. It really is your job to figure out what your value proposition is. And in order to do that, you have to have information.

Well, that's a lot of different questions. Let me start with value proposition. First of all, it's kind of a big word, but how do you know what value you bring to an organization? This is a really hard thing for people, but if you think about leverage, that's what you want to have is leverage to get what you want. Leverage at its core is I have what you need.

Well, that's a lot of different questions. Let me start with value proposition. First of all, it's kind of a big word, but how do you know what value you bring to an organization? This is a really hard thing for people, but if you think about leverage, that's what you want to have is leverage to get what you want. Leverage at its core is I have what you need.

Well, that's a lot of different questions. Let me start with value proposition. First of all, it's kind of a big word, but how do you know what value you bring to an organization? This is a really hard thing for people, but if you think about leverage, that's what you want to have is leverage to get what you want. Leverage at its core is I have what you need.

And so if you can define what is it that I see the company needs, where are they going and what have I done so far that shows I have that skill? And you can then turn it into numbers. I was able to come into my department and move the needle on these particular criteria. then you have more leverage. But what most people do is they say, I'm really good at working with customers.

And so if you can define what is it that I see the company needs, where are they going and what have I done so far that shows I have that skill? And you can then turn it into numbers. I was able to come into my department and move the needle on these particular criteria. then you have more leverage. But what most people do is they say, I'm really good at working with customers.

And so if you can define what is it that I see the company needs, where are they going and what have I done so far that shows I have that skill? And you can then turn it into numbers. I was able to come into my department and move the needle on these particular criteria. then you have more leverage. But what most people do is they say, I'm really good at working with customers.