Top Highlights

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• “How would you suggest I allocate my time between you and [my other manager]? Fifty-fifty? Sixty-forty?” And if you have a desk job, ask, “What’s the best way to keep you all in the loop? Would it be helpful for me to CC you on emails or share regular updates?” These questions can help you prevent each supervisor from assuming that you are 100 perc...
• In the absence of clearly measurable outputs, managers often rely on inputs—like how much progress it looks like you are making on a project, how confidently you speak in meetings, and how well you promote yourself. It’s no surprise, then, that the people who get promoted or who get the highest-profile assignments aren’t always the most competent—e...
• In the language of the Three Cs, I was struggling with my competence because I was making mistakes that people didn’t expect me to make. I was struggling with my commitment because I wasn’t responding to emails as quickly as my coworkers. I was struggling with my compatibility because I wasn’t contributing to my coworkers’ conversations. The fact t...
• As difficult as it may be to navigate differences, the journey is worth it. After all, without differences, you would not be unique. You would not be you. Your uniqueness is not a liability. It is an asset. In fact, it is a superpower waiting to be unleashed.