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Managing A Career

Managing A Career

De: Layne Robinson
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I help you navigate the path to professional success. Whether you're a recent graduate still searching for your place or a seasoned professional with years of experience, the knowledge and insights I share can show you how to position yourself for growth and career advancement.2024 Economía Exito Profesional Gestión Gestión y Liderazgo
Episodios
  • Why Excellence Isn't Enough - MAC122

    Why Excellence Isn't Enough - MAC122
    Jan 6 2026
    If you've been listening to this podcast for any length of time, you know I like to pull ideas from real situations… not theory, not hypotheticals, but things people are actually living through at work. This week's episode came together exactly that way. I was scrolling LinkedIn and came across a post by Ethan Evans about an engineer who had been stuck in a mid‑level role for more than thirty years. Thirty years. Not because this person wasn't talented… not because they were lazy or disengaged… but because they focused exclusively on technical excellence and didn't care what their managers thought. That post immediately took me back to Episode 75 of this podcast, where I talked about the transition from Junior to Senior roles. Ethan's story and that episode are really saying the same thing from different angles; careers stall when the rules for promotion change, but you keep playing the game the same old way. Today, we're going to connect those dots. We're going to talk about why excellence alone doesn't get you promoted… why that first major career transition is where a lot of people get stuck… and how to reframe your work so it actually translates into advancement. Whether you're early in your career, deep into it, or managing a team of people who want to grow, this episode is for you. Let's start with something uncomfortable but important. Most people believe promotions are the reward for being really good at your job. That belief works… for a while. Early in your career, advancement is often driven by competence. You learn faster. You make fewer mistakes. You need less supervision. You can handle a heavier workload without things breaking. That's why those early promotions sometimes come quickly; Analyst I to Analyst II. Junior Engineer to Engineer. Associate to Senior Associate. It feels linear. Predictable. And then… it just stops. That moment is what Episode 75 was really about. The transition from junior to senior is the first time your career asks something fundamentally different from you. Not more effort. Not longer hours. Not a bigger to‑do list. Something else entirely. And this is where Ethan's post fits perfectly. His point was simple but powerful; technical excellence alone does not create business value. Promotions, especially as you move up, are not awarded for effort or purity of craft. They're awarded for impact. That's not cynical… that's just how organizations work. If you've been rewarded your entire career for being excellent at execution, it's logical to believe the way forward is to double down. Do better work. Take on more work. Be the person who fixes everything. Be the reliable one. But continuing down that path is a trap. It's how people accidentally build maintenance careers. Ethan used that phrase very intentionally. Doing maintenance work exclusively leads to a maintenance position; stable, valuable, necessary… but rarely fast-growing or far-reaching. And maintenance work doesn't just mean keeping systems running or lights on. It shows up in every role. It's the analyst who produces flawless reports that nobody uses to make decisions. It's the marketer who executes campaigns perfectly without ever tying them to revenue. It's the project manager who keeps plans immaculate but never challenges whether the plan makes sense. All of this is high-quality output. All of it takes effort and skill. And almost all of it is invisible when promotion decisions are being made. Now let's layer in the junior-to-senior transition. The biggest change at that point in your career is not scope; it's perspective. Senior roles require you to understand why the work exists, not just how to do it. They require you to connect your effort to outcomes that matter to the business. And that's where Ethan's three buckets become incredibly useful; revenue generation, cost reduction, and moat construction. These aren't engineering concepts, or marketing concepts, or finance concepts. They're business concepts. They're the lenses leadership uses when deciding where to invest time, money, and attention. And the moment you start framing your work through those lenses, something shifts. You stop sounding like someone who executes tasks well and start sounding like someone who understands the business. That's the moment you begin thinking like someone who gets promoted. Let's walk through each of these, but through a career lens rather than a technical one. Revenue generation doesn't mean you personally sell something. It means your work creates the conditions for revenue to grow. Early in your career, that can look like asking better questions; who uses this output, how does it help them move faster, what decision does it enable? As you become more senior, it often means prioritizing work that expands capability rather than endlessly refining what already exists. And if you manage people, this shows up as translation. Helping your team ...
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    12 m
  • 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
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