Episodios

  • 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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    17 m
  • Inflection Point - MAC116

    Inflection Point - MAC116
    Nov 4 2025
    There's a moment in every career when you realize... the rules have changed. What used to work doesn't work anymore. The strategies that once got you noticed, promoted, or rewarded suddenly stop moving the needle. You're working just as hard, maybe even harder, but the results don't follow. And that's when the question hits you: "Wait—did I miss something?" You didn't miss anything. You just reached an inflection point — one of those quiet but defining moments where the path ahead demands a different version of you. Today, we're unpacking those critical career shifts; how to spot them early, how to pivot fast, and how to make sure you don't get trapped in the "almost promoted" zone. Whether you're still building your foundation, managing a team, or eyeing the next big move, this conversation will help you zoom out and see your career from a higher altitude — because those inflection points? They're where careers either stall... or take off. What exactly do I mean by an "inflection point"? It's the moment your career trajectory starts to curve. It's subtle at first; everything seems fine on the surface. You're still performing, still getting solid feedback, still known as the person who delivers. But then, almost imperceptibly, the results start to taper off. The same tactics that once made you stand out don't seem to move the needle anymore. You're working just as hard — maybe harder — but the impact isn't landing like it used to. Think back for a second. Maybe you were the person who always delivered fast, accurate work; who double-checked every detail and saved the day more than once. Early in your career, that's gold. It earns trust and opens doors. But as you move up, being the "doer" isn't what gets noticed anymore. What matters now is influence, not output. That's the curve. The skill set that once made you exceptional starts to flatten out in value, while new skills — delegation, persuasion, visibility, strategic thinking — suddenly become the new currency. It's not that your old skills no longer matter; they've just become the price of entry at this new level. You're no longer being measured by effort. You're being measured by impact. So how do you know when you've hit one of these career turning points — before it's too late? There are usually some telltale signs hiding in plain sight. Maybe you're being praised and even rewarded, yet somehow still passed over for promotions. You keep hearing how great your work is, but advancement never follows. That's a signal. Praise without progress usually means the rules have shifted… and you haven't. Or maybe you're working harder than ever — longer hours, bigger projects, stepping in to solve problems that aren't even yours — but the return on that effort is smaller than before. That's not burnout or bad luck; it's evidence that the old playbook has expired. Another clue? You've started to feel invisible in meetings. You speak up, but your ideas don't land. You're left out of decisions you used to be part of. That's not about confidence; that's about context. Influence, not effort, has become the new performance metric. And finally, there's the comfort trap. When your job starts running on autopilot — when you're hitting your targets, but nothing really stretches you — that sense of ease can feel good… but it's actually career quicksand. The moment you stop growing faster than your role, you start falling behind. Each of these signs is a nudge to reassess. Not because you're doing anything wrong, but because the game just advanced to a new level while you were focused on mastering the last one. If you can recognize when these stalls are happening, you can make the pivots that move you forward. You can go from stuck to promotable by making a few critical shifts in how you think and lead. The first pivot is from performer to strategist. Instead of asking, "What do I need to do?", start asking, "Where should we be focusing?" The next level of leadership isn't looking for people who execute faster; they're looking for people who can see further. The shift is from doing work to defining work — from crossing items off your list to making sure the list itself drives business results. The second pivot is about visibility. Early in your career, being seen working hard was important. But as you rise, it's not the effort people notice — it's the outcomes. Your credibility becomes your brand. Consistency, alignment with company priorities, and measurable results are what build trust with decision-makers. Being busy isn't impressive anymore. Being impactful is. And the final pivot — the one that feels most counterintuitive for high performers — is to do less. The instinct is to take on more, to prove your value by sheer volume. But the next level isn't about how much you can personally carry; it's about how much you can enable others to deliver. True advancement ...
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    13 m
  • Indispensable - MAC115

    Indispensable - MAC115
    Oct 28 2025
    They say if you make yourself indispensable, your job is safe. But what if being the person everyone depends on is quietly holding your career hostage? The Paradox of Being Indispensable You've probably heard someone say, "If you make yourself indispensable, you'll never lose your job." It sounds like solid advice, right? Be the person who keeps the lights on. The one who knows how everything works, fixes what's broken, and always swoops in to save the day. But here's the twist: the very strategy that protects your position might also be the one holding your career hostage. Today, we're unpacking the paradox of being indispensable : when it's your greatest strength… and when it quietly becomes career suicide. Why Being Indispensable Feels So Good — and Why It's a Trap Being indispensable feels good. It's validation. It's the company saying, "We need you." You become the go-to person…..the firefighter who can handle every emergency, the steady hand everyone trusts when things go sideways. If you're early in your career, that feeling can be addictive. You get noticed. You get trusted. You're seen as reliable, capable, and essential. It feels like the fast track to success. But here's the catch: being indispensable often locks you in place. I usually tell my team, "If you're the only one who can… you're the one who always will." Because if you're the only one who knows how something works, your boss can't promote you. They can't move you into something new. The moment you leave your seat, things fall apart (and no manager wants that). You've become too valuable… but only right where you are. And that's when "job security" quietly turns into "career stagnation." When Indispensability Becomes a Liability If you're a senior employee or manager, you might recognize this dynamic in your own team. There's always that one person you can't afford to lose. They're the glue holding everything together — the expert who keeps projects running and makes problems disappear before anyone else even sees them. But here's the uncomfortable truth: that same person can also be the reason no one else is learning how to do the job. And that's a risk; for them, for you, and for the business. When one person carries all the knowledge, you're building a system that's one resignation away from collapse. You risk burnout and resentment from the person stuck in that role. And if they leave, you risk chaos. That's why redundancy isn't waste….. It's protection. It's flexibility. It's freedom. The healthiest teams have overlap by design. They cross-train, they document, they share expertise. And here's the irony: when you become indispensable, it doesn't make management feel safe. It makes them nervous. Because they know the system can't function without you. And that's not stability; that's fragility. Redefining What It Means to Be Indispensable So, how do you do it right? Being "indispensable" isn't the problem….it's the definition that needs to evolve. Early in your career, indispensability is about reliability. You earn trust by showing up, solving problems, and doing excellent work. That's how you build your reputation. But as you grow, the meaning changes. True indispensability isn't about being the only one who can, it's about being the one who makes sure others can too. You multiply your value by documenting what you know, by delegating with intention, and by teaching others to succeed even when you're not in the room. That's not losing control….that's gaining influence. It's the difference between being the person who "does it all" and the person who "makes it possible." The first keeps you busy. The second builds your legacy. Leaders: Don't Reinforce the Trap As a leader, you might be unintentionally reinforcing this problem. Every team has that one rock star who seems to do it all; the person who solves every problem because "time is of the essence." But here's the catch: by leaning on their indispensability, you're limiting their growth. Even worse, you're holding back the rest of the team. By making one person the go-to for every challenge, you lock them into a role that's hard to step out of, while denying others the chance to shine. Over time, this can lead to burnout, frustration, and even people leaving; both for those rockstars AND those that are overlooked. Great leaders don't just reward dependability; they design redundancy. They build systems where anyone could step in and perform well. That doesn't make your top performer less valuable, it makes the whole team stronger. Your job as a manager isn't to keep people busy; it's to keep them growing. Job Security or Career Suicide? It Depends So, is being indispensable job security or career suicide? The answer is, as always, "it depends." It depends on what kind of indispensable you are. If you're the hero who holds everything together, it may feel like job security...
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    8 m
  • Building a Side Hustle - MAC114

    Building a Side Hustle - MAC114
    Oct 21 2025
    How to Start a Side Hustle Without Sabotaging Your Career A side hustle can feel like freedom — a chance to earn extra income, explore your creativity, and maybe even test-drive that business idea that's been living in your head for years. It's exciting, empowering, and sometimes even career-changing. But it can also be risky. The wrong move could damage your professional reputation, violate company policy, or simply stretch you too thin to perform well in your day job. Today, we're diving into something that's become almost expected in the modern workplace: the side hustle. Whether it's freelancing, consulting, selling online, or creating content, nearly half of all professionals now have one. But the real question is: should you? Let's explore why building a side hustle might be one of the smartest career decisions you can make… or one of the most dangerous. Legal Considerations: Know Before You Start Before we get into the whys and whatfors of a side hustle, let's talk about something far less exciting but absolutely essential — the legal stuff. Most of the risks fall into three big categories: non-compete clauses, confidentiality agreements, and intellectual property ownership. Let's start with non-compete clauses. These can limit your ability to do similar work or serve similar clients — even on your own time. Some expire when you leave your employer, while others can follow you for months, or even years, afterward. Then there's confidentiality. If your job gives you access to inside information, proprietary data, or key contacts, using them in your side hustle isn't just unethical — it could be illegal. And finally, there's intellectual property. If you're using company time, equipment, or resources to build your side hustle, your employer might legally own part — or all — of what you've created. The safest approach? Use your own tools, your own time, and your own money. And if you're unsure what you can and can't do, have a candid conversation with your manager or HR, and consider a quick consult with an employment lawyer. One hour of legal advice now can save you a career's worth of regret later. Why Side Hustles Are Appealing So, with the legal stuff out of the way, let's talk about what makes a side hustle so appealing. A side hustle can give you things your day job often doesn't: control over decisions — both creative and strategic, financial freedom, and personal growth. You get to experiment, try new ideas, and see the direct impact of your efforts — something that's often hard to find in larger corporate environments. Then there's the financial side. An extra stream of income can ease financial pressure, help you build savings, or fund your next big move. Down the line, it could even replace your primary income entirely. But here's what often gets overlooked: a side hustle can also make you better at your day job. Running something on your own forces you to learn new skills — marketing, negotiation, time management, customer service. You start thinking like an owner, not just an employee. And that mindset shift — from doing to owning — is exactly what separates good employees from promotable ones. So yes, there's a lot to gain. The Catch: Risks of a Side Hustle With all of those benefits, what's the catch? Having a side hustle isn't for everyone. First, it demands time — lots of it. If your plate is already full with work, family, or personal commitments, launching a side business can quickly push you toward burnout. Nights, weekends, and even vacations can disappear under deadlines and client needs. Second, it can blur the lines between your personal and professional life. Maybe your employer frowns on consulting on the side, or coworkers begin to question your focus. And then there's the legal side — those non-compete clauses, confidentiality agreements, and conflict-of-interest policies we talked about earlier aren't just suggestions. For example, if you work in marketing and take freelance marketing clients, your company could see that as direct competition. Even if you're not poaching clients, it could still violate your contract. Finally, there's reputational risk. If your side hustle doesn't align with your company's values or brand, it can raise questions about your judgment — especially if you hold a leadership position. So before you start, don't just ask, "What could I gain?" Ask, "What could I lose?" How to Start a Side Hustle Safely So, how do you actually start a side hustle without jeopardizing your main job? First, get clear on your goal. Why are you starting this side project? Are you aiming to make extra money, build skills, or create a potential escape route? Knowing your primary purpose will shape every decision you make. Next, review your company policies. Pull out your employment agreement and look for keywords like non-compete, moonlighting, or conflict of interest. If ...
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    10 m
  • Coaching Up or Coaching Out - MAC113

    Coaching Up or Coaching Out - MAC113
    Oct 14 2025
    Every leader has hit this crossroads at some point: a member of your team isn't hitting the mark. You've coached, you've encouraged, you've given feedback—maybe even tried a few creative workarounds—and yet, nothing seems to stick. So now comes the tough question: do you double down and keep investing in their growth, or do you make the hard—but necessary—decision to help them move on? Today, we're diving into one of the most uncomfortable yet crucial responsibilities in leadership: knowing when to coach up and when to coach out. And if you're not a manager, don't tune out just yet—understanding this process can give you a huge edge in your own career, helping you grow faster and avoid unexpected setbacks. No one likes having the hard conversations, but as a leader, they are inevitable. When a team member isn't reaching their potential, it's your responsibility to coach them up. You've seen what they're capable of—you know their strengths and possibilities—but it often takes patience, creativity, and persistence to help them break through self-doubt, inexperience, or gaps in skill. This kind of investment can transform a good employee into a great one. But sometimes, despite your best efforts, coaching up isn't the right answer. That doesn't mean the person is a failure; it simply means there's a mismatch—between the role, the team's needs, or even the culture—and the best outcome might be helping them find a position better aligned with their goals and abilities. Neither conversation is easy, yet the mark of strong leadership is facing them head-on rather than avoiding the discomfort. If you're a leader, your role is part coach, part mirror, and part compass. The mirror reflects reality—you show people where they're excelling and where they're struggling. The coach develops skills, offering feedback, resources, and encouragement. And the compass? It points the way forward, setting expectations and guiding direction. When it comes to coaching up, the first step is honesty. Don't sugarcoat feedback—people can't improve what they can't see. But honesty alone isn't enough. Without empathy, it feels like criticism. Pair your feedback with belief—belief that improvement is possible. Say things like, "I know this is a stretch, but I've seen you handle bigger challenges before," or, "You've got strong instincts here—let's work on building consistency." Next, define what success looks like. Be explicit about timelines, metrics, and outcomes. Vague coaching produces vague results, and no one wins there. And finally, remove roadblocks. Sometimes, performance issues aren't about motivation—they're about missing tools, unclear priorities, or overwhelming workloads. A great coach doesn't just demand results—they create the conditions for success. Now, let's tackle the harder side: coaching out. It's never fun. But keeping someone in a role where they're not thriving isn't compassion—it's avoidance. The truth is, the longer you delay an honest conversation, the more harm it causes. The employee loses confidence, the team loses morale, and your credibility as a leader takes a hit. Coaching out doesn't have to be a blunt "you're fired" moment. It can sound like this: "We've tried several paths to help you succeed in this role, and I know how hard you've worked. But I also see that you might be better suited for something different—maybe in another department, or even outside this company." It's never about blame. It's about fit. Some employees leave these conversations relieved; others may be surprised or frustrated. Either way, your responsibility is to preserve their dignity and provide support where possible—referrals, networking introductions, resume guidance. When you handle coaching out with integrity, you don't just protect the company's reputation—you enhance your own, building a reputation as a fair, trustworthy, and empathetic leader. So how do you decide when to coach up and when to coach out? Think of it as a combination of potential, performance, and fit. Coach up when the employee shows capability, willingness to learn, and motivation—but just needs guidance, skills, or confidence to reach their potential. Provide clear feedback, set expectations, and remove obstacles so they can grow. Coach out when there's a persistent mismatch between the role and the person—when skills, mindset, or alignment with team culture aren't clicking despite your best efforts. Delaying the decision only prolongs frustration for everyone involved. By approaching these choices thoughtfully, you ensure your team stays productive, motivated, and engaged, and you reinforce your credibility as a leader who balances compassion with accountability. Now let's shift perspectives. If you're an employee, here's a career accelerator you don't want to ignore: being coachable. That means listening with an open mind, resisting defensiveness, and treating feedback—even the ...
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    10 m
  • Is Your Career In Shutdown Mode? - MAC112

    Is Your Career In Shutdown Mode? - MAC112
    Oct 7 2025
    At the time of recording, the U.S. government is in the middle of a shutdown. Progress has stalled. Federal employees are stuck in limbo, staring down questions with no answers: *How long will this last? What happens to me? What changes when it finally lifts?* It's a moment of suspended animation—where uncertainty reigns and momentum evaporates. Sound familiar? It should. Because the same thing can happen in your career. Not with a headline or a press briefing, but with a quiet stall in progress, a creeping sense of doubt, and a calendar full of meetings that don't move the needle. Right now, the headlines are packed with shutdowns and budget battles. But this episode isn't about politics—it's about something far more personal. Because shutdowns don't just happen in Washington. They happen in our work lives, too. Whether you're fresh out of school, mid-career and questioning your next move, or leading a team that's lost its spark, shutdowns show up when forward motion disappears. And if you don't spot them early, your growth can stall for months… sometimes years. So let's break down what a career shutdown actually looks like, why it happens, and how to restart the engine before you lose momentum for good. A career shutdown doesn't mean you stop working. Far from it. You're still showing up, still checking boxes, still attending meetings that could've been emails. But the spark is gone. You're treading water, stuck in cruise control—doing the same tasks, facing the same challenges, with zero stretch and even less excitement. Maybe you're getting raises, but they're just enough to keep you from updating your résumé. Promotions? Not even a whisper. It's professional purgatory: you're employed, but you're not advancing. Just like in Washington, a career shutdown doesn't happen overnight. It creeps in—slow, quiet, and disguised as "just a busy season." It's triggered by unresolved issues or a lack of leadership—sometimes from others, often from ourselves. Maybe it's indecision. You're unsure about your next step, so you wait. You tell yourself you'll figure it out later… but "later" becomes "next year." Or maybe you're over-relying on management, assuming your boss or company will chart your growth. Spoiler: no one is thinking about your development as much as you should be. Then there's avoidance. You know you should ask for feedback, clarify your goals, or push for that promotion—but it's uncomfortable, so you stall. Meanwhile, burnout builds. You've been running hard for so long your tank is empty. You're still in motion, but you're not moving forward. And at the root of it all? Complacency. You tell yourself, "Things are fine." You stop chasing, stop stretching, stop learning. And just like that, your momentum dies. Career shutdowns don't announce themselves—they sneak in, settle down, and stay until you decide to kick them out. Let's start with those of you early in your career. You land that first "good job" and think, I made it. But that's exactly when shutdown risk spikes—because comfort is sneaky. You tell yourself you're gaining "experience," but if that experience isn't growing you, it's just keeping you busy. Here's how to shutdown-proof your early career: Don't wait for assignments. Be proactive. Ask, "What's next? Where can I add value?" The ones who seek out responsibility are the ones who get noticed first. Focus on transferable skills—communication, writing, project management, presenting. Skills that make you valuable anywhere, not just in your current role. And find a mentor. Someone who gives honest feedback, keeps you accountable, and helps you see beyond your current lane. If you avoid stalling in your first five years, you'll outpace most of your peers. Momentum built early compounds fast. Now, let's talk mid-career. You've built credibility, earned a solid salary, maybe even a leadership title. Your shutdown doesn't look like boredom—it looks like plateauing. You're doing well. You're respected. You're stable. But… nothing's really changing. And here's the danger: stability feels safe, but in today's world, stability without growth is decline in disguise. So how do you stay in motion? Start by revisiting your goals. The ambitions that got you here won't take you where you want to go next. Don't coast on old goals—create new ones that stretch you. Expand laterally. Take on projects that expose you to new departments or business functions. Growth doesn't always mean promotion—sometimes it's about broadening your scope. And reinvest in your network. At this level, visibility often matters more than output. If no one knows your impact, it's like it didn't happen. Mid-career shutdowns are sneaky—because they feel like comfort. But comfort and growth rarely coexist. And if you manage people? Your career growth is tied to theirs. When your team stalls, you stall. When they can't deliver results, your progress slows too....
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    9 m
  • From School to the Corporate World - MAC111

    From School to the Corporate World - MAC111
    Sep 30 2025
    Navigating the First Steps: From School to the Corporate World Many of the topics I cover on this podcast are geared toward people who are further along in their careers—those aiming for that next big promotion or managing teams. But this week, I want to shift the spotlight to those of you who are just starting out. Maybe you're still in college and gearing up for an internship. Maybe you've recently graduated and are about to dive into your very first "real" job. If that's you, this episode is especially for you. And for those of you who've been in the workforce for a while, don't skip ahead—I've got a message for you at the end that I think will hit home. Leaving school and stepping into the workforce is one of the biggest turning points in your life. The classroom gave you theories and frameworks, but the workplace is where those ideas get tested. Suddenly, it's not just about what you know—it's about your habits, your adaptability, and your resilience. This is where you start to connect the dots between education and execution, between who you think you are and how you actually show up when the pressure is on. So in this episode, let's break down what to expect—the highs, the lows, the lessons—and most importantly, how to make the most of this critical first chapter in your career. The Highs Let's start with the good stuff—the highs you can expect when you step into the workforce. One of the biggest highs is exposure to real work. Unlike assignments in school, the work you do now has tangible consequences. What you produce could directly influence a client deliverable, shape a manager's decision, or determine the success of an entire project. That kind of responsibility is both exciting and validating—it tells you, "I matter here." Another high is the opportunity for mentorship. You're suddenly surrounded by professionals with years—sometimes decades—of experience. These aren't just abstract role models in a textbook; they're real people who can guide you, challenge you, and even open doors for you down the road. Sometimes a single conversation with a mentor during an internship or your early career can teach you more than an entire semester in the classroom. And then there's the acceleration of your skills. In just a few weeks or months, you'll start to absorb lessons about professional expectations, communication norms, and problem-solving under pressure. You'll see firsthand what it takes to deliver under deadlines, adapt to shifting priorities, and contribute to a team's success. That rapid growth builds confidence, and before long, you'll notice you're not just keeping up—you're standing out from your peers. The Lows But, let's be real—it won't all be smooth sailing. Every job comes with its share of lows. At times, you'll find yourself doing repetitive or menial tasks. Maybe you're filing documents, taking notes in meetings, or entering data into a system. It might not feel glamorous, but it's not pointless. These small tasks are often the building blocks of bigger outcomes, and they give you a front-row seat to how organizations actually function. You may also run into imposter syndrome. Surrounded by people who seem more polished, more confident, or more experienced, it's easy to wonder, Do I really belong here? The truth is, even the professionals who seem like they've got it all figured out once felt exactly the same. Everyone starts somewhere, and doubt is a normal part of growth. And then there's feedback—the kind that stings. At some point, you'll make a mistake or deliver something that isn't up to standard. Someone may critique your work more directly than you're used to, and in the moment, it can feel personal. But here's the shift: feedback is rarely about you as a person. It's about raising the quality of your output. The sooner you learn to absorb constructive criticism and act on it, the faster you'll grow. In fact, feedback is one of the most valuable career accelerators you'll ever encounter. Making the Most of Every Opportunity Not every job will be perfect, but every job has something to teach you—if you pay attention. Notice which aspects of your work excite you and which feel like pure drudgery. Sometimes, it's the company's mission that resonates with your values, making even the most mundane tasks feel meaningful within the bigger picture. Other times, it's the people—the team you work with and the personal growth they enable—that keeps you motivated. And sometimes, it's simply the tasks themselves, which offer opportunities to develop skills that will serve you later. If you can't find any of these sparks, it might be a signal to consider your next move. But don't leap blindly—research your next opportunity carefully to make sure you're not simply swapping one set of frustrations for another. Thoughtful reflection on what drives you now will help you make smarter choices for your career ...
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    11 m
  • Keeping Your Voice and Values - MAC110

    Keeping Your Voice and Values - MAC110
    Sep 23 2025
    Recently, headlines have been buzzing about the indefinite suspension of Jimmy Kimmel Live! following comments he made that some considered politically controversial. Now, most of us don't have a late-night talk show as our platform—but we do have jobs, reputations, and careers to protect. And the reality is, how we choose to express our opinions, especially on polarizing topics, can have very real consequences. Today, we're going to explore how you can hold on to your authentic voice at work without putting your career at risk—and what to do if your values and your workplace no longer align. Most workplaces—especially those with public-facing roles—expect employees to balance their personal values and opinions with those of the brand, the stakeholders, any regulatory standards, and audience expectations. In industries like media, public service, or any position with visibility, the cost of speaking out can be especially high. In Jimmy Kimmel's case, the fallout wasn't just about his employer's decision; it involved political pressure, public backlash, and even affiliate networks stepping in to pull his content. The lesson here is that consequences don't always come from your direct manager—they can come from third parties who hold influence over your career. And when your values are deeply held, conflict with those external forces becomes almost inevitable. The harder, more personal question is: how much risk are you willing to accept, and at what cost—professionally, financially, or socially? The first step in navigating this tension is recognizing the warning signs that your personal convictions may be on a collision course with workplace expectations. These signs can show up in different ways: maybe you find yourself constantly biting your tongue in meetings, avoiding topics you care deeply about, or feeling uneasy when leadership takes a stance that conflicts with your own beliefs. Sometimes it's more subtle—you notice a growing sense of isolation, frustration, or even cynicism about the work you're doing. Other times it's external, like colleagues hinting that your comments could "raise eyebrows" or managers steering you away from sensitive discussions. Left unchecked, these signals often build toward bigger conflicts that can damage both your reputation and your career trajectory. Once you recognize the risks, the next step is learning how to balance authenticity with professionalism. A good starting point is understanding the official boundaries. Review your employer's code of conduct, commentary policy, and social media guidelines. If you're uncertain, ask confidentially about what's acceptable and what isn't. You may not always get precise answers—many policies are intentionally broad—but document what you ask and what you're told. Clarity in writing gives you something to lean on later if questions arise. When discussing sensitive issues, focus on data, evidence, and organizational values rather than ideology. For example, framing a point as "Our mission includes fairness and transparency" often resonates more than stating purely personal beliefs. This doesn't make you immune from backlash, but it does anchor your perspective in shared ground. You can also test your message by running it past trusted colleagues, considering your audience, and preparing to clarify if needed. Not every forum is equally safe for expressing views. Internal meetings, private memos, or small group conversations may allow more nuance, while public statements demand constant caution. A good rule of thumb: treat anything you say as permanent and potentially shareable. Ask yourself, "If this were broadcast on the evening news, would I stand by it?" Another overlooked safeguard is your reputation. People extend more grace when they see you as competent, fair, and constructive. Building trust takes time, but it creates a buffer: colleagues are more likely to interpret your voice as thoughtful rather than combative. That means documenting your achievements, investing in relationships, and avoiding the perception of being the constant dissenter. Finally, don't ignore the legal landscape. In some industries or jurisdictions, protections exist for speech, whistleblowing, or political expression. However, these safeguards are uneven, often narrow, and pursuing them can be costly. Before speaking out on highly controversial issues, consult HR, legal counsel, or trusted advisors. Weigh the costs and understand the limits before assuming protection. Sometimes, no matter how careful you are, you'll find that your values and your company's expectations simply don't align. At that point, you face two choices: sacrifice your convictions and stay, or look for an organization that better reflects your beliefs. Neither path is easy, and both come with trade-offs—but clarity about what you stand for makes the decision more manageable. Start by writing down the values you...
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