1 00:00:04,800 --> 00:00:07,600 Welcome to the new manager podcast. 2 00:00:07,700 --> 00:00:20,200 I'm your host, Kim nickel. Hello and welcome to episode 28 3 00:00:20,900 --> 00:00:25,700 3 stories about promotions. And there will also be kind of a 4 00:00:25,700 --> 00:00:29,400 bonus story as I was planning out this episode. 5 00:00:29,500 --> 00:00:33,800 I realized that each of these stories points to a bigger 6 00:00:33,800 --> 00:00:37,600 concept that I'm really looking forward to sharing with you 7 00:00:37,600 --> 00:00:40,000 today. And before we get started, I 8 00:00:40,000 --> 00:00:44,500 want to give a shout out to To my student, Terry, she took my 9 00:00:44,500 --> 00:00:48,800 class for new managers and some of the feedback she shared with 10 00:00:48,800 --> 00:00:54,000 me was that even where there were some familiar Concepts, it 11 00:00:54,008 --> 00:00:58,200 was still nice to get some very useful phrases and Framing and 12 00:00:58,200 --> 00:01:04,700 also helpful to view poor management by others as a lack 13 00:01:04,900 --> 00:01:10,800 of Education or perspective rather than as a character flaw. 14 00:01:11,300 --> 00:01:17,000 And I so appreciate that, and it makes me so happy when my 15 00:01:17,000 --> 00:01:21,800 students have these insights because I found, it really is 16 00:01:21,800 --> 00:01:24,200 true. And it really is valuable that a 17 00:01:24,200 --> 00:01:28,400 very small shift in perspective can have a very outsized effect 18 00:01:28,400 --> 00:01:33,200 on the way that you communicate, the way that you have your 19 00:01:33,200 --> 00:01:35,800 experience at work. I mean the difference between 20 00:01:35,800 --> 00:01:40,700 having a manager who's not doing a great job and thinking either, 21 00:01:41,300 --> 00:01:45,100 Ash, this person has a character flaw, which doesn't feel great, 22 00:01:45,100 --> 00:01:48,000 and you feel sort of Trapped like this person can't possibly 23 00:01:48,000 --> 00:01:53,300 change and having not a great manager experience. 24 00:01:53,700 --> 00:01:59,700 But instead thinking, oh, this person hasn't learned how to 25 00:01:59,700 --> 00:02:04,300 manage people effectively. I mean, it's a skill set. 26 00:02:04,300 --> 00:02:08,300 They just haven't learned how to do that, well, yet that can 27 00:02:08,300 --> 00:02:14,900 really change your Personal experience of that situation, as 28 00:02:14,900 --> 00:02:20,400 well as shift, the way that you communicate and interact with 29 00:02:20,400 --> 00:02:25,300 this person that can turn into significant positive, change for 30 00:02:25,300 --> 00:02:28,000 you for them for everybody that you all work with. 31 00:02:28,600 --> 00:02:32,500 So I wanted to highlight that. It's a really great reminder 32 00:02:32,500 --> 00:02:36,700 that even though relationships can be complicated and the 33 00:02:36,700 --> 00:02:40,500 workplace can be complicated. There are some fundamental 34 00:02:40,500 --> 00:02:42,700 things. That might be already familiar 35 00:02:42,700 --> 00:02:47,900 to you and when you look at them in a new light it really makes a 36 00:02:47,900 --> 00:02:51,300 big difference. So isn't that nice to know you 37 00:02:51,300 --> 00:02:55,000 don't have to read all the books and do all the things sometimes? 38 00:02:55,000 --> 00:02:57,700 It's just a small thing that actually helps lighten. 39 00:02:57,700 --> 00:03:03,400 The load in a significant way. So let us now talk about 40 00:03:03,400 --> 00:03:06,100 promotions. I have three stories for you. 41 00:03:06,900 --> 00:03:11,200 And the first one is from years ago. 42 00:03:11,300 --> 00:03:17,900 Ago when I was on a team and then I was promoted to manage 43 00:03:17,900 --> 00:03:24,000 that team. And so if you have ever Had to 44 00:03:24,000 --> 00:03:26,700 manage friends, like you were peers before. 45 00:03:26,700 --> 00:03:29,700 You are all the same level and then something changed. 46 00:03:29,700 --> 00:03:32,300 You got promoted and now you're their manager. 47 00:03:33,800 --> 00:03:37,100 What happened with me is number one. 48 00:03:37,500 --> 00:03:40,100 I was really excited. Hey, I got this promotion. 49 00:03:40,100 --> 00:03:43,900 This is so great. And then I had this moment of 50 00:03:43,900 --> 00:03:48,700 realizing, oh, like, how is my relationship different? 51 00:03:48,700 --> 00:03:53,800 Now to my friends, and they were asking the same question, and in 52 00:03:53,800 --> 00:03:57,900 fact, one of them came to me and he said, Kim, I want to 53 00:03:57,900 --> 00:03:59,600 congratulate you on your promotion. 54 00:03:59,600 --> 00:04:04,000 I think you'll be a great manager, but I, I don't know how 55 00:04:04,000 --> 00:04:08,100 to be friends with you now. And I'll tell you when he said 56 00:04:08,100 --> 00:04:13,600 that, it kind of gave me pause and I thought, oh no, I didn't 57 00:04:13,600 --> 00:04:17,500 want to lose a friend here, but I really appreciated that he 58 00:04:17,500 --> 00:04:20,700 said that and I've always remembered it all of these years 59 00:04:20,700 --> 00:04:24,600 later because what I didn't understand really, until that 60 00:04:24,600 --> 00:04:29,800 moment is that, when I stepped into a formal manager role, the 61 00:04:29,800 --> 00:04:34,800 powered, I'm at Dynamic changed. So, before when we were 62 00:04:34,800 --> 00:04:39,000 colleagues, and we had the Same manager, we could go to lunch 63 00:04:39,000 --> 00:04:43,500 together and complain about our manager or talk about, you know, 64 00:04:43,500 --> 00:04:46,700 what is leadership doing. We could just have conversations 65 00:04:46,700 --> 00:04:51,700 as people who are similarly situated in our relationship to 66 00:04:51,700 --> 00:04:56,600 the organization. But when I got promoted all of a 67 00:04:56,600 --> 00:05:00,200 sudden, I was the manager. So if he was having a difficult 68 00:05:00,200 --> 00:05:04,400 time, I would be the one that he was complaining about or feeling 69 00:05:04,400 --> 00:05:10,500 frustrated with so So that was a thing to acknowledge but also 70 00:05:10,800 --> 00:05:17,100 moving into a manager role now meant that I had real power over 71 00:05:17,100 --> 00:05:20,500 him and over everyone on the team. 72 00:05:21,300 --> 00:05:27,200 And I don't mean that in an egoic kind of way or like in an 73 00:05:27,200 --> 00:05:32,000 inflated sense of self kind of way but in this very real very 74 00:05:32,000 --> 00:05:36,900 practical way at the end of the year, When I was doing 75 00:05:36,900 --> 00:05:45,000 performance reviews, I had the discretion to decide how 76 00:05:45,100 --> 00:05:50,900 promotions could be distributed, how raises and money, and salary 77 00:05:50,900 --> 00:05:53,100 and bonuses could be distributed. 78 00:05:53,500 --> 00:05:57,400 And the way it worked in my organization at the time, was, 79 00:05:57,400 --> 00:06:01,300 as a manager, I was given like this pool of money. 80 00:06:02,400 --> 00:06:07,400 And I could distribute that in, you know, percentages to all of 81 00:06:07,400 --> 00:06:09,700 the teams. So there was kind of this 82 00:06:09,700 --> 00:06:14,400 expectation that if it went exactly evenly, everyone would 83 00:06:14,400 --> 00:06:17,500 get like a 2% increase. I don't remember what it is, I'm 84 00:06:17,500 --> 00:06:20,000 making this up, but like a 2% increase. 85 00:06:20,300 --> 00:06:23,200 But if someone had in a really great job, I could give them, 86 00:06:23,500 --> 00:06:26,200 you know, 2.5 or even three percent. 87 00:06:26,200 --> 00:06:30,700 But that would then mean reducing the available amount to 88 00:06:30,700 --> 00:06:32,000 give to others. Hours. 89 00:06:32,600 --> 00:06:36,500 So, when you think about it in those terms, on a very practical 90 00:06:36,500 --> 00:06:43,800 level, having that kind of power over someone's life, over their 91 00:06:43,800 --> 00:06:48,600 money, their salary that is really significant. 92 00:06:49,000 --> 00:06:53,400 And so when I moved into that role and my friend said, hey, I 93 00:06:53,400 --> 00:06:55,000 don't know how we can be friends anymore. 94 00:06:55,000 --> 00:06:58,900 You're now my boss, this changes things a little bit, it really 95 00:06:58,900 --> 00:07:02,400 was the first time that I thought about what that meant On 96 00:07:02,400 --> 00:07:06,800 that level not just about me getting a promotion me getting 97 00:07:07,200 --> 00:07:11,400 you know, a salary increase me getting a new title, but what 98 00:07:11,400 --> 00:07:13,600 did this mean in the relationship? 99 00:07:13,600 --> 00:07:18,500 I had with with other people. So I want to share this with you 100 00:07:18,500 --> 00:07:22,400 because if you find yourself in a situation where you are being 101 00:07:22,400 --> 00:07:29,000 promoted to now manage folks, who had been friends and now, 102 00:07:29,000 --> 00:07:32,700 there's a power change. Now, you're a Officially their 103 00:07:32,700 --> 00:07:35,300 manager. I want to offer that it is 104 00:07:35,300 --> 00:07:40,400 valuable to really acknowledge that it might feel awkward both 105 00:07:40,400 --> 00:07:43,900 for you. But also for the folks on your 106 00:07:43,900 --> 00:07:49,000 team and in some cases it might be valuable perhaps in your 107 00:07:49,000 --> 00:07:51,300 one-on-ones or even in a team meeting. 108 00:07:51,300 --> 00:07:56,600 If everybody has worked with you as a peer before to Simply 109 00:07:56,600 --> 00:07:59,900 acknowledge, hey, this might feel kind of weird that I'm now 110 00:07:59,900 --> 00:08:02,200 your manager and if that changes the currency And have 111 00:08:02,200 --> 00:08:05,900 conversations we have that's totally fine because when you 112 00:08:05,900 --> 00:08:12,600 are in that manager role, your job is to support your team to 113 00:08:12,600 --> 00:08:16,500 do the best work that they can. And at the same time, your 114 00:08:16,500 --> 00:08:19,600 responsibilities to the organization shifts a little bit 115 00:08:19,800 --> 00:08:24,200 because you now we'll have more insight and more visibility to 116 00:08:24,200 --> 00:08:28,100 other things that are happening. Some of which you will not be 117 00:08:28,100 --> 00:08:32,900 allowed to tell to your friends who port to you. 118 00:08:32,900 --> 00:08:35,900 Because there will be information that you are 119 00:08:35,900 --> 00:08:40,700 required to hold in confidence until it's officially announced 120 00:08:42,100 --> 00:08:49,000 so oh related to that too. If you find that you are not 121 00:08:49,000 --> 00:08:51,000 sure how to show up. You know. 122 00:08:51,000 --> 00:08:53,400 Am I a friend? Am I your manager and holding 123 00:08:53,400 --> 00:08:56,800 you accountable for things? You can also be explicit about 124 00:08:56,800 --> 00:09:02,500 that too, and you can do that with kindness and with Clarity. 125 00:09:02,500 --> 00:09:07,100 So people know, am I talking to you in my friend relationship or 126 00:09:07,100 --> 00:09:09,200 am I talking to you as my manager? 127 00:09:09,500 --> 00:09:13,700 And is this going to have a you know is this going to show up on 128 00:09:13,700 --> 00:09:15,700 my record somewhere? Right? 129 00:09:15,700 --> 00:09:19,200 Like what is our agreement around confidentiality and 130 00:09:19,200 --> 00:09:21,200 around privacy of what I share with you? 131 00:09:21,600 --> 00:09:26,000 You want to be aware that there is now this new Dynamic 132 00:09:26,000 --> 00:09:28,700 happening and you want to be respectful of that. 133 00:09:29,200 --> 00:09:33,500 So that is our story. Number one, I'm getting promoted 134 00:09:33,500 --> 00:09:39,700 to becoming the manager of people with whom you are friends 135 00:09:39,700 --> 00:09:45,200 and had been peers before. And, you know, final note on 136 00:09:45,200 --> 00:09:49,600 this story is that if you feel uncomfortable or awkward or like 137 00:09:49,600 --> 00:09:52,500 you don't know how to navigate that that change. 138 00:09:52,500 --> 00:09:56,300 I just want to let you know that that's a normal thing, you know, 139 00:09:56,300 --> 00:09:58,800 a lot of us like where else would you have? 140 00:09:59,200 --> 00:10:03,000 Practice making that transition in the shape of that 141 00:10:03,000 --> 00:10:05,500 relationship. It might be new for you. 142 00:10:05,800 --> 00:10:09,600 So if it feels awkward that's totally normal and totally fine. 143 00:10:10,800 --> 00:10:12,900 Okay. Story number two. 144 00:10:13,400 --> 00:10:18,200 This one is a little bit about scope creep but there's also a 145 00:10:18,208 --> 00:10:21,500 caveat. So one of the other things that 146 00:10:21,500 --> 00:10:26,200 happens when you have a desire to get promoted from within an 147 00:10:26,200 --> 00:10:32,800 organization, is that you may be required to demonstrate that. 148 00:10:32,800 --> 00:10:36,500 You have all of the qualifications and that you can 149 00:10:36,500 --> 00:10:41,500 perform at that level and I'm thinking specifically, Of a 150 00:10:41,508 --> 00:10:44,600 woman that I worked with this was, oh gosh, this was a long 151 00:10:44,600 --> 00:10:48,800 time ago, this was very early in my career and, you know, we were 152 00:10:48,800 --> 00:10:53,900 peers and she was going for a promotion and for I want to say 153 00:10:53,900 --> 00:10:58,600 it was like three months. This role was open and she had 154 00:10:58,600 --> 00:11:01,300 talked with her manager. And she said, I really want that 155 00:11:01,300 --> 00:11:04,000 promotion. I want that role and he said 156 00:11:04,000 --> 00:11:05,500 great. So what you need to do is you 157 00:11:05,500 --> 00:11:11,200 need to do the job so we can see evidence that you have Have you 158 00:11:11,200 --> 00:11:15,600 know that you can perform at the level required to to officially 159 00:11:15,800 --> 00:11:18,200 receive this promotion and designation. 160 00:11:18,800 --> 00:11:24,200 And so for three months, her scope of work changed, she was 161 00:11:24,200 --> 00:11:28,600 taking on more responsibility and at the end of that period of 162 00:11:28,600 --> 00:11:31,600 time, she was awarded this promotion and everything was 163 00:11:31,600 --> 00:11:34,000 great. And I mention this because I 164 00:11:34,000 --> 00:11:38,800 think this is a very common practice within organizations, 165 00:11:39,300 --> 00:11:43,900 which is You're there at a level, you want to go a level up 166 00:11:43,900 --> 00:11:48,200 and they say well let's start to expand your responsibilities. 167 00:11:48,200 --> 00:11:54,000 Now to ensure that you can perform at the level required 168 00:11:54,000 --> 00:11:57,800 and that you can, you know, really take this on and 169 00:11:57,800 --> 00:12:00,900 sometimes that's fine. When we know that there is a 170 00:12:01,000 --> 00:12:05,600 dedicated check-in point when it's part of the conversation of 171 00:12:05,600 --> 00:12:14,700 your advancement But sometimes not necessarily because people 172 00:12:14,700 --> 00:12:19,800 are malicious or have a bad intention but let's just be 173 00:12:19,800 --> 00:12:23,200 honest, sometimes people we get a little bit lazy we get a 174 00:12:23,200 --> 00:12:29,200 little imprecise or we don't make explicit hey the reason why 175 00:12:29,200 --> 00:12:33,300 I'm doing this is because I want that I want that role I want 176 00:12:33,300 --> 00:12:36,700 that promotion. So what can happen is this idea 177 00:12:36,700 --> 00:12:40,800 of scope Creep. So, your scope of responsibility 178 00:12:40,800 --> 00:12:45,700 expands you're taking on more responsibility, you're doing 179 00:12:45,700 --> 00:12:52,700 more things, you're taking on a bigger, a bigger piece of work, 180 00:12:53,100 --> 00:12:57,600 and it's grown beyond what you initially came in for, or what, 181 00:12:57,600 --> 00:13:05,300 initially the role was described at, and you just end up taking 182 00:13:05,300 --> 00:13:07,700 on more work and nobody seems to know. 183 00:13:07,800 --> 00:13:10,700 Otis or they say, yeah you know, this will be really good for you 184 00:13:10,700 --> 00:13:13,200 to get a promotion, you know someday. 185 00:13:13,400 --> 00:13:16,400 I don't know when. But like, sometime in the future 186 00:13:17,400 --> 00:13:21,600 and you want to be aware of when this is happening, because it 187 00:13:21,600 --> 00:13:26,100 can be easy to fall into the pattern of just over giving 188 00:13:26,700 --> 00:13:36,000 without speaking with Clarity and being direct about I want to 189 00:13:36,000 --> 00:13:39,300 get promoted. How do we do this, right? 190 00:13:39,900 --> 00:13:45,700 I have also had students who have brought this to me and in 191 00:13:45,700 --> 00:13:50,300 coaching them through how to think about it, what I shared 192 00:13:50,300 --> 00:13:52,800 with them. And what I'll share with you is, 193 00:13:52,800 --> 00:13:57,600 you can go to your manager, when your manager is is asking you to 194 00:13:57,600 --> 00:14:02,500 take on more things. And you can also pause the 195 00:14:02,500 --> 00:14:08,900 conversation and say, okay, and let's talk about how this is 196 00:14:08,900 --> 00:14:12,800 going to get me into a promotion. 197 00:14:12,800 --> 00:14:17,800 How does this going to map to expanding my title? 198 00:14:17,800 --> 00:14:22,400 And my compensation in a way that accurately reflects the 199 00:14:22,400 --> 00:14:28,700 work I'm doing now? And I want to, you know, kind of 200 00:14:28,700 --> 00:14:32,500 pause and repeat that a little bit because there's actually a 201 00:14:32,508 --> 00:14:35,700 distinction I want to make in our own mind. 202 00:14:35,700 --> 00:14:38,600 We think about get I want to get that promotion. 203 00:14:39,600 --> 00:14:43,500 It can be easier to frame the conversation. 204 00:14:43,500 --> 00:14:48,900 As hey, my scope of work has been expanding. 205 00:14:49,700 --> 00:14:53,300 Let's bring my title and compensation. 206 00:14:54,100 --> 00:14:56,900 To match and reflect accurately. What? 207 00:14:56,900 --> 00:15:03,000 That is and that can feel more collaborative, we can feel less 208 00:15:03,000 --> 00:15:10,400 combative, it can feel less like something to overcome and it's 209 00:15:10,400 --> 00:15:13,400 sometimes these subtleties and how you approach the 210 00:15:13,400 --> 00:15:18,100 conversation that can make it easier for people to say yes to 211 00:15:18,100 --> 00:15:22,900 you like make it easy for your manager to say yes, of course, 212 00:15:22,900 --> 00:15:27,700 we ought to To change your title or give you a promotion in order 213 00:15:27,700 --> 00:15:32,100 to accurately, reflect the performance that you're 214 00:15:32,100 --> 00:15:34,800 delivering the work that you're doing. 215 00:15:34,800 --> 00:15:38,000 We can see this this track record of really how you've 216 00:15:38,000 --> 00:15:41,300 grown. So there's always, you know, 217 00:15:41,300 --> 00:15:44,100 it's very common that there's going to be a sort of this 218 00:15:44,100 --> 00:15:50,000 overlap of you expanding what you do, and then your title and 219 00:15:50,000 --> 00:15:54,400 salary, and all of that, adjusting to match that But 220 00:15:54,400 --> 00:16:00,600 remember to make sure that you have an eye on it, that you are 221 00:16:00,600 --> 00:16:05,700 paying attention that you are keeping a record of evidence of 222 00:16:05,700 --> 00:16:09,600 how you are growing and contributing in a bigger way. 223 00:16:10,200 --> 00:16:15,900 All of that will also make it easier for your manager to 224 00:16:15,900 --> 00:16:21,300 support you in being promoted. Okay. 225 00:16:21,300 --> 00:16:25,600 So that is our story number two about scope creep. 226 00:16:26,100 --> 00:16:30,100 Just be aware that sometimes it happens and we want to make sure 227 00:16:30,100 --> 00:16:32,500 it's not like a forever kind of thing. 228 00:16:32,500 --> 00:16:37,000 We want you to be very intentional about it so that it 229 00:16:37,000 --> 00:16:40,400 really is supporting your bigger goals and what it is that you 230 00:16:40,400 --> 00:16:48,100 want. okay, my third story for you about promotions is my 231 00:16:48,100 --> 00:16:53,700 favorite of this set because this is one of the things I feel 232 00:16:53,700 --> 00:16:59,200 most proud of in my own career and especially when I was in a 233 00:16:59,200 --> 00:17:05,599 managerial role at this other company many years ago and when 234 00:17:05,599 --> 00:17:12,099 I came into this manager position, One of my friends who 235 00:17:12,099 --> 00:17:16,800 was now on my team, right? So we also negotiated that and I 236 00:17:16,800 --> 00:17:19,400 really credit her for being very direct with me. 237 00:17:19,400 --> 00:17:22,000 And she said, all right. Kim, you're now my manager, we 238 00:17:22,000 --> 00:17:25,000 have to have a talk. We need to talk. 239 00:17:25,700 --> 00:17:28,099 I said, Okay. And she said, look, I have been 240 00:17:28,099 --> 00:17:33,500 getting highest marks on my last performance reviews. 241 00:17:33,600 --> 00:17:36,500 Like for the last 5 years or more, she had been getting 242 00:17:36,500 --> 00:17:39,900 highest marks on her performance reviews exceeds expectations. 243 00:17:40,100 --> 00:17:44,200 Time and she said, I am tired of this role. 244 00:17:44,200 --> 00:17:47,300 I want to get promoted. I deserve it. 245 00:17:47,300 --> 00:17:52,200 I've been doing way more work than my job was originally 246 00:17:52,200 --> 00:17:57,500 scoped for and I don't know, how can you help me? 247 00:17:59,100 --> 00:18:01,800 And she asked me this and I thought, oh my gosh, I don't 248 00:18:01,800 --> 00:18:04,300 know how either, I don't know what that. 249 00:18:04,300 --> 00:18:07,000 What that even entails I don't know how to do that. 250 00:18:07,000 --> 00:18:09,700 Like I just got here. I just became a manager. 251 00:18:09,700 --> 00:18:13,100 I Don't even know what other, you know, options are available 252 00:18:13,100 --> 00:18:15,900 in the company. It was a very big organization 253 00:18:15,900 --> 00:18:20,100 and it could sometimes feel very difficult to navigate, but I 254 00:18:20,100 --> 00:18:22,700 really listened to her and she was right. 255 00:18:22,700 --> 00:18:26,700 She had been performing at a very high level consistently for 256 00:18:26,700 --> 00:18:33,100 years and some of the challenges that I knew that she was facing 257 00:18:33,700 --> 00:18:37,800 had nothing to do with who she was or her level performance, 258 00:18:37,800 --> 00:18:39,900 right? Like what I was seeing was that 259 00:18:40,100 --> 00:18:44,200 Organization had gone through a few different re orgs. 260 00:18:44,600 --> 00:18:49,000 So levels were added levels, were cut different departments 261 00:18:49,000 --> 00:18:52,500 changed and part of that created, just a kind of 262 00:18:52,500 --> 00:18:57,000 confusion over. How do you plan forward 263 00:18:57,000 --> 00:18:59,900 movement, right? How do you plan where you want 264 00:18:59,900 --> 00:19:05,300 to go up to next? When the structures are 265 00:19:05,300 --> 00:19:09,600 changing. So that was a question and the 266 00:19:09,600 --> 00:19:12,800 other Thing that I thought about was because, you know, our 267 00:19:12,800 --> 00:19:16,700 managers had been changing. Also as a result of this, it was 268 00:19:16,700 --> 00:19:23,200 very difficult to find someone to advocate for her to find 269 00:19:23,200 --> 00:19:26,800 someone who had like higher level of visibility who could 270 00:19:26,800 --> 00:19:27,700 say. Okay. 271 00:19:27,800 --> 00:19:32,900 You know, here's how you move through this organization and so 272 00:19:33,100 --> 00:19:38,100 there was a lot of uncertainty and just, I could feel her 273 00:19:38,100 --> 00:19:41,100 frustration and at the same time, And I was thinking, oh my 274 00:19:41,100 --> 00:19:46,100 gosh, this company is really missing out on her full 275 00:19:46,300 --> 00:19:50,700 capabilities, because she's doing an amazing job in this 276 00:19:50,700 --> 00:19:54,900 role that she's in. We could use her in a more 277 00:19:55,300 --> 00:19:59,900 powerful more effective way. Like she has grown so much in 278 00:19:59,900 --> 00:20:05,500 the years that she's been here, we must find a way and by we I 279 00:20:05,500 --> 00:20:09,600 was thinking okay, that's my job and also who, you know looking 280 00:20:09,600 --> 00:20:11,400 over. My shoulder, like, who else is 281 00:20:11,400 --> 00:20:15,100 here in manager world? Who can help me figure out how 282 00:20:15,100 --> 00:20:19,300 to do this. But as an organization we can 283 00:20:19,300 --> 00:20:24,200 benefit from all of her strength from all that she's doing and 284 00:20:24,200 --> 00:20:27,400 it's important to do so before she gets so frustrated, she just 285 00:20:27,400 --> 00:20:31,900 leaves, right? So in the course of working with 286 00:20:31,900 --> 00:20:35,600 her and then talking to my manager and saying hey I have 287 00:20:35,600 --> 00:20:41,800 this incredibly High performing person on Team, how can I 288 00:20:41,800 --> 00:20:46,100 support her in, moving to a higher level role? 289 00:20:46,100 --> 00:20:49,400 How can I support her and getting promoted into some kind 290 00:20:49,400 --> 00:20:53,000 of something that's more fitting for who she is now? 291 00:20:53,800 --> 00:20:57,600 And it took time, I had to connect with my manager. 292 00:20:57,600 --> 00:21:01,100 We had to connect and look sort of at what was happening across 293 00:21:01,100 --> 00:21:04,900 the organization. It required dedicated effort and 294 00:21:04,900 --> 00:21:11,900 it, it was one of the most Illuminating experiences, 295 00:21:12,700 --> 00:21:17,100 because up until that point, I really didn't appreciate how 296 00:21:17,600 --> 00:21:25,300 unclear organizations can be and how they staff and develop 297 00:21:25,300 --> 00:21:28,500 talent and place people. Like, it really seemed obvious. 298 00:21:28,500 --> 00:21:31,400 She's performed so. Well, we have all of this 299 00:21:31,900 --> 00:21:37,300 evidence that she's doing great. Why wouldn't we take advantage 300 00:21:37,300 --> 00:21:39,900 and put her into a better position? 301 00:21:40,500 --> 00:21:45,100 And I just really realized how gosh to some extent. 302 00:21:45,100 --> 00:21:49,800 Nobody knows what they're doing. Everybody is making it up as 303 00:21:49,800 --> 00:21:52,700 they go along. If there's so many moving Parts. 304 00:21:52,700 --> 00:21:58,600 It can sometimes be very unclear and very frustrating, but the 305 00:21:58,600 --> 00:22:04,900 reason I'm sharing this story is because before I left that 306 00:22:04,900 --> 00:22:11,500 organization and while I was still a manager, I was able to 307 00:22:11,500 --> 00:22:18,300 support her in getting the promotion that she wanted. 308 00:22:19,500 --> 00:22:23,300 It was definitely overdue, but it did happen. 309 00:22:23,300 --> 00:22:28,600 And it was so rewarding to know that I had been able to help. 310 00:22:28,900 --> 00:22:35,000 And I think that as managers one of the greatest opportunities, 311 00:22:35,000 --> 00:22:39,400 and one of the greatest gifts that we have, is that you do 312 00:22:39,400 --> 00:22:44,200 have Of the power to help Elevate others. 313 00:22:45,300 --> 00:22:52,300 You do have the power to begin to Advocate, to begin to ask 314 00:22:52,300 --> 00:22:57,900 questions, to begin to, kind of connect, these different pieces 315 00:22:57,900 --> 00:23:03,300 of people and relationships and work and do it in a way that 316 00:23:03,400 --> 00:23:07,200 elevates other humans. But that also creates 317 00:23:07,200 --> 00:23:15,600 Improvement for the organization as a whole So, you get to be 318 00:23:15,600 --> 00:23:19,500 that. For others on your team. 319 00:23:21,600 --> 00:23:26,900 So those are my three stories about promotions the first one 320 00:23:27,000 --> 00:23:29,900 about when you get promoted up and you're managing friends 321 00:23:30,600 --> 00:23:34,100 being aware and really respectful and mindful of how 322 00:23:34,100 --> 00:23:36,700 that power Dynamic is now different. 323 00:23:36,800 --> 00:23:41,800 How that's changed. Second story about scope creep. 324 00:23:41,900 --> 00:23:47,100 So yes, there will be times when you will need to do more work or 325 00:23:47,100 --> 00:23:51,700 to expand your responsibilities in order to demonstrate. 326 00:23:52,400 --> 00:23:57,700 Yes, I'm ready for this new level and also make sure that 327 00:23:57,700 --> 00:24:00,900 it's not neglected or overlooked. 328 00:24:00,900 --> 00:24:07,100 Make sure that this is an active conversation so that it is 329 00:24:07,600 --> 00:24:10,800 moving in the direction that You'd like it too, and if it's 330 00:24:10,800 --> 00:24:12,600 not, then you get to ask about it. 331 00:24:13,500 --> 00:24:18,900 And third, as a manager, you now get to help others, get 332 00:24:18,900 --> 00:24:23,200 promoted, you get to help Elevate and uplift them to the 333 00:24:23,200 --> 00:24:27,300 benefit of this human, as well as the organization and all the 334 00:24:27,300 --> 00:24:30,500 other humans. Now, as I was going through all 335 00:24:30,500 --> 00:24:34,100 of these stories on my own and thinking about them, one of the 336 00:24:34,100 --> 00:24:36,700 things that stood out to me that I wanted to share, and this is 337 00:24:36,700 --> 00:24:40,600 kind of the bonus thread that Connects it all. 338 00:24:41,100 --> 00:24:47,500 Is that you know when we are kids and we're growing up for 339 00:24:47,500 --> 00:24:51,700 those of us that have gone through kind of a like a, you 340 00:24:51,700 --> 00:24:55,400 know, standard education, where you go to school, and then you 341 00:24:55,400 --> 00:24:58,600 go to a bigger school and then you go to a bigger school, 342 00:24:59,200 --> 00:25:02,300 right? There's this experience, we have 343 00:25:02,700 --> 00:25:09,000 of generally speaking. Every year we advance And if we 344 00:25:09,000 --> 00:25:12,600 think about this word promotion, it like to think of it as 345 00:25:12,600 --> 00:25:17,700 forward movement, right Pro going forward towards something 346 00:25:18,200 --> 00:25:22,900 motion, this idea of activity of momentum. 347 00:25:23,800 --> 00:25:28,600 And so when were in school, we're getting promoted every 348 00:25:28,600 --> 00:25:32,400 year and we're physically going into a different classroom. 349 00:25:32,400 --> 00:25:35,500 We have different assignments, we have different classmates, 350 00:25:35,500 --> 00:25:38,200 different teachers. So there's this kind of a case 351 00:25:38,400 --> 00:25:45,300 Cadence that we can very comfortably sink into and as we 352 00:25:45,300 --> 00:25:50,900 then move into adulthood and move into the open Waters of the 353 00:25:50,900 --> 00:25:55,400 Working World, one of the very disorienting things at least for 354 00:25:55,400 --> 00:25:59,600 me especially in my in my early career, it was so disorienting 355 00:25:59,600 --> 00:26:03,100 to not have a sense of that forward movement. 356 00:26:03,100 --> 00:26:06,600 What does that forward movement look like, what does that 357 00:26:06,600 --> 00:26:09,600 promotion? Jewel or cycle. 358 00:26:09,600 --> 00:26:12,100 Look like like, how does that happen? 359 00:26:13,400 --> 00:26:16,800 And the biggest kind of astonishing thing. 360 00:26:16,800 --> 00:26:18,800 And this might seem obvious to you. 361 00:26:19,400 --> 00:26:21,400 So you might laugh and that's okay. 362 00:26:21,400 --> 00:26:24,700 I mean I do now and I think back on it but at the moment it was 363 00:26:24,700 --> 00:26:29,000 so astonishing to me was realizing that okay, when we 364 00:26:29,008 --> 00:26:32,500 were in school and when we were kids, there's always somebody. 365 00:26:33,000 --> 00:26:39,200 Observing us and evaluating us. We're getting graded all the 366 00:26:39,200 --> 00:26:42,200 time. You know we have exams. 367 00:26:42,600 --> 00:26:45,500 There's this Sense of somebody's paying attention and they're 368 00:26:45,500 --> 00:26:50,100 evaluating us against some clear standard and that is how we 369 00:26:50,800 --> 00:26:57,000 chart our own progress when we were in the open Waters of 370 00:26:57,000 --> 00:27:00,700 adult, professional life. I mean, this in the most loving 371 00:27:00,700 --> 00:27:06,100 way, nobody cares, like, no one is paying attention, because 372 00:27:06,900 --> 00:27:12,700 people are busy with their own lives and there is no set book 373 00:27:12,700 --> 00:27:15,600 with Scores in the grades that were all trying to measure up 374 00:27:15,600 --> 00:27:21,900 against it's really quite fluid. And when that really registered 375 00:27:21,900 --> 00:27:29,000 for me, I was like, oh that's why, you know, that's why they 376 00:27:29,000 --> 00:27:34,600 always advise you to be sure to promote yourself. 377 00:27:34,600 --> 00:27:38,400 Like let people know what forward momentum you have. 378 00:27:38,400 --> 00:27:42,000 Let people know what you are working on, you know, your 379 00:27:42,000 --> 00:27:45,000 manager doesn't. Ain't no, they're not over your 380 00:27:45,000 --> 00:27:47,600 shoulder. Paying attention to everything 381 00:27:47,600 --> 00:27:49,400 you do. They have their own things that 382 00:27:49,400 --> 00:27:51,800 they're working on to you. They don't have as much 383 00:27:51,800 --> 00:27:53,900 visibility. They're not looking at you with 384 00:27:53,900 --> 00:27:56,900 the same level of scrutiny that we had when we were kids and 385 00:27:56,900 --> 00:28:01,300 growing up. And so part of navigating your 386 00:28:01,300 --> 00:28:07,600 career part of moving forward, in whatever capacity that looks 387 00:28:07,600 --> 00:28:11,800 like for you, it requires. And I want to say it really 388 00:28:11,800 --> 00:28:17,600 requires and it helps when you understand, oh, people might not 389 00:28:17,600 --> 00:28:25,300 see How I've grown people might not see the good work I'm doing. 390 00:28:26,000 --> 00:28:30,500 I can make it visible by mentioning it or talking about 391 00:28:30,500 --> 00:28:35,500 it in my one-on-ones or I can find ways so that it doesn't 392 00:28:35,500 --> 00:28:41,500 disappear, I can find ways to activate the conversation of 393 00:28:41,600 --> 00:28:45,900 what is my next desire? My next step. 394 00:28:46,500 --> 00:28:50,400 What is my ambition? And maybe what you're going to 395 00:28:50,408 --> 00:28:54,600 Mission is I just want to get so good at the craft of this thing 396 00:28:54,800 --> 00:28:57,400 and I actually don't want to manage people. 397 00:28:58,200 --> 00:29:01,500 I know that might sound weird on a podcast for new managers but 398 00:29:01,500 --> 00:29:04,400 this is true that this is something that I've reckoned 399 00:29:04,400 --> 00:29:08,800 with and many of my students, ask themselves to but this idea 400 00:29:08,800 --> 00:29:13,600 of forward movement. And what does that mean to you? 401 00:29:14,100 --> 00:29:17,900 What does that look like to you? And don't assume that your 402 00:29:17,900 --> 00:29:21,900 manager knows Or that anybody knows, because maybe things are 403 00:29:21,900 --> 00:29:26,300 changing or they are more fluid than you realize, and everyone 404 00:29:26,300 --> 00:29:29,200 is just trying to figure this out, one step at a time. 405 00:29:33,000 --> 00:29:38,600 So, I hope that this episode has given you something to think 406 00:29:38,600 --> 00:29:43,400 about, in a way that will help you move forward, in whatever 407 00:29:43,400 --> 00:29:46,900 way that looks for you. I hope you have a wonderful day 408 00:29:46,900 --> 00:29:51,200 at work or night or afternoon, whatever that looks like for 409 00:29:51,200 --> 00:29:53,300 you. And I want to thank you so much 410 00:29:53,300 --> 00:29:55,600 for listening talk to you next time. 411 00:30:01,400 --> 00:30:04,100 Do you want personal confidential help with your 412 00:30:04,100 --> 00:30:07,600 situation at work? I offer one-on-one coaching and 413 00:30:07,600 --> 00:30:11,700 can help you overcome challenges reach your goals and become a 414 00:30:11,700 --> 00:30:15,500 more effective leader to schedule a consult. 415 00:30:15,500 --> 00:30:21,800 Go to my website, Kim nickel.com coaching and we'll schedule time 416 00:30:21,800 --> 00:30:25,600 to talk about what's going on with you and how I can help talk 417 00:30:25,600 --> 00:30:26,300 to you soon.