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Christina: The sun's up.
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Christina: It's a little after 12.
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Christina: You see, it's just a thing.
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Christina: Yay!
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Christina: Yay!
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Christina: Hi there!
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Christina: Welcome, welcome.
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Christina: I'm just going to give a minute for people to join.
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Christina: Let me know where you're coming from in the chat.
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Christina: Welcome to Why Is This Happening in My Career? Happy to have you here, either live or in the replay.
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Christina: I'm Christina DelliSanti-Miller, the founder of Full.
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Christina: Let's go ahead and get started.
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Christina: So welcome, welcome to Why Is This Happening In My Career? I'm Christina DelliSanti-Miller, founder of Full Potential Realized. Happy to be here with you, either live or in the replay. Thanks for joining.
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Christina: So, let's get started. Why is this happening in my career?
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Christina: In chess, each piece, as you know, can only move in a specific way. Like, the pawns can move one step forward, the knight can go one… I think it's 1-2 and to the left, or 1-2 and to the right, right? I think the bishops can only move diagonally, but the queen…
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Christina: can move in any direction she wants. And that is the fundamental premise of career navigation, this idea of being able to move in any direction that you want.
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Christina: So, we call that Write Your Own Ticket.
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Christina: And… back in the day when I was a young person, they used to say that if you take this role, you'll be able to write your own ticket. I don't know if we're saying that anymore, I think some of.
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Christina: verbiage may have become antiquated, but I like the idea of writing your own ticket. It's very… it has a lot of agency. So for this presentation, I invite you to put yourself in the shoes of the woman who writes her own ticket, who's able to choose which direction she wants to go, and dictate the direction and trajectory.
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Christina: of her career.
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Christina: And what that looks like in practical terms is being the obvious sought-after candidate for the thing you want next.
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Christina: And setting yourself up for success, such that you're being pulled into…
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Christina: Roles that are interesting, challenging, dynamic, and fun for you.
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Christina: So.
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Christina: Why are you here though? You might be thinking that.
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Christina: Hold on, let me look at this person. So, you might be doing everything that your role requires, and still finding yourself.
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Christina: In a place where your career is not moving the way you wanted it to, or the way you expected.
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Christina: And that happens to many or all of us at one moment or another.
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Christina: And what does that look like? A promotion promise that becomes vague. That happened to one of my clients just a few weeks ago. She was promised if she did X, Y, and Z, she would be promoted, and then there was an organization change, and the two leaders above her were no longer the decision makers, and so now…
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Christina: the new leader is a little hummina hummina about, is this promotion going to happen? Right? You might be already doing a role, but not have the title. You might have a stakeholder relationship that's harmonious, and then all of a sudden, something weird happens, and it's weird. Or you get some…
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Christina: obscure feedback, to be more strategic, but without telling you what does that actually mean, or something else, right? Some of these.
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Christina: Simple signals that.
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Christina: things are not moving forward at the pace that you want. And that's the business part of it.
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Christina: But what I found from coaching clients, and as I examine my own career, there's almost always what I'm going to call now a tangle between you, the self, and either also yourself, a tangle between you and you, which sometimes comes up with clients, and when we uncover that, they are released.
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Christina: and unleashed, but it also could be with another person, manager, with the business, and the business imperatives, and what you think is important, and what's important for the business, according to the leaders, with your key stakeholders, which could be your boss's boss, or other clients, or influencers, which could be people who are in.
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Christina: Celebration meetings with your boss, or people who are in talent committee or promotion committee meetings.
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Christina: So, what I've learned, again, from these years of coaching and also working in organizational life.
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Christina: While we're generally focusing on addressing the practical business piece, what's 10 times more effective is untangling the underlying tangle and getting that sorted.
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Christina: So we're going to talk about that, and then also figuring out how to either prevent, you can't completely prevent them, but minimizing future tangles, like staying aligned as best you can.
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Christina: So, in this session, we're going to be talking about what's happening at this stage of your career. This is the stage where your expertise is no longer carrying you.
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Christina: farther with the velocity or the direction that you want.
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Christina: The invisible talent system operating, in addition, right next to the tangible formal system, how to read the signals that you're giving and that are being given to you, how to work within that system to take advantage of it and make the most out of it.
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Christina: And then what the practices look like, why you should install them sooner than later.
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Christina: So, a little bit about me, let me introduce myself as to why I'm having this conversation. I am a… by training, I'm a social psychologist.
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Christina: And, uh, my expertise is organization development, which includes career development, leadership development, culture change, inclusion and diversity.
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Christina: all those good things. Um, corporate experience, I worked for 25-plus years in blue-chip corporates, J.B. Morgan, Barclays Capital during my finance period, I worked for Allied Signal Aerospace during my aerospace time, which is now part of.
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Christina: Oh, goodness, I was going to say Lockheed, that's not right.
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Christina: Okay, I'm drawing a blank. It's part of another company now. And then before that, I worked for DHL, when it was still much smaller companies, but all male-dominated and competitive industries.
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Christina: I did research when I started a not-for-profit about what distinguishes.
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Christina: Women who.
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Christina: transcend the initial hurdle of getting into investment banking and technology, and I came up with.
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Christina: A model that allowed for the participants in my program.
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Christina: Which, the usual threshold is, like, 4% of people that get in at that level, and in my group, 89% got it, because we were able to look at what are the factors that distinguish the successful participants, and…
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Christina: and focus and train in those areas. And then this coaching practice, as I've said, has given me huge insight, because I'm seeing patterns and things repeating, and…
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Christina: There's an infinite variety of details, but a lot of the themes are very similar.
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Christina: Okay, so that's me. So, here's the main point of the story. Up until a certain point in your career, what matters most is whether you can effectively create the technical results that your role requires. And we spend most of our career, many of us, all of our career, worrying.
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Christina: do I have the most up-to-date techniques? Am I able to explain it the best? Am I able to show and prove my expertise that it gets the results that the business wants?
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Christina: Right? So, we're thinking about this all the time, and we solve complex problems, and we're trusted with very important things.
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Christina: But, at a certain point in time, that is no longer the thing that determines whether you continue to progress. It's not your technical expertise anymore, it becomes something else.
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Christina: Because this criteria for success expands to include other things. It's not that your expertise goes away or is not important, but it just becomes part of a bigger equation.
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Christina: And that moment is what we call the Maverick Inflection Point. The Maverick Inflection Point… I don't want to call it a glass ceiling, but it's a limit of sorts, or it's a moment where either you'll reach your limit, you'll pause, or if you break through, then you have a lot more.
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Christina: possibility of expanding and continuing to move forward.
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Christina: So, what is this thing that's the new criteria? It's whether leaders trust you enough to share responsibility for the business with you. I'm going to talk more about that.
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Christina: But like where that happens and why.
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Christina: But just to give you the headline, what is it that they're considering?
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Christina: I'm letting someone in.
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Christina: Welcome, Sarah. Welcome, Mom. What has them decide whether they trust you enough.
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Christina: has to do with.
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Christina: The degree to which they feel that you're aligned with delivering on what's most important to them. And different leaders… let's say the business has a certain set of priorities of… I call them prime directives, things that they're really focusing on at this moment.
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Christina: The leaders will share those goals, but they'll also have nuances around what's important to them.
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Christina: That might be a little different, or might be not, you know, they all have their own specific flavor.
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Christina: So, what they're thinking about when they're looking at whether they want to continue to trust you.
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Christina: to help them take responsibility for the business is, do you understand what matters, quote-unquote matters, whatever that is to the business and to them.
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Christina: Do you know what pressures they're facing, and are you thinking about whatever you're working on from that perspective as well, and keeping that into account, and coming up with a win-win solution that addresses that?
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Christina: Can I trust your judgment? Will you help me move the larger business forward? Are you looking at enterprise-level solutions?
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Christina: And this is not necessarily a concrete thing, it could be a gut feeling, but there are things you can do alongside your work to help influence if that gut feeling goes in your favor.
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Christina: We're going to call those strategic career management practices and.
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Christina: I don't think that they're difficult or time-consuming once you're in the flow of doing them. In the beginning, of course, whenever you learn anything new, it takes effort and practice and being willing to not have it perfect, and you have to be brave to kind of get out of your comfort zone, but…
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Christina: I would assert that once you get the hang of it, then it's just another part of how you do business.
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Christina: I would offer that most people don't do them as part of their work, these strategic career management practices, or strategic career navigation practices, because they're related to the deliverables, but they're not exactly dictated by them.
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Christina: So you can go your whole career and just focus on your expertise and your deliverables, and not deal with the human stuff around the deliverables, which is the main focus of these practices.
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Christina: So, the practice is attend to the human stuff around your deliverable.
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Christina: Which becomes increasingly important the more senior that you get.
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Christina: Hi Ashley, welcome.
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Christina: So.
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Christina: The main focal points of these.
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Christina: strategic career management practices, and we're gonna get much more granular, but this is your high-level umbrella. It's about deepening relationships and having trustworthy relationships, having more influence, so when you offer an opinion, you understand how to.
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Christina: deliver it in a way that other people will take it up and take action and align. It's about strategic communication, how much to say, what to say it, what to talk about, where to position it, and then connecting your solutions to enterprise-level concerns. Because what happens, a lot of us in the expert space, we're very focused on.
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Christina: our expertise and our deliverable, and it may dictate a certain solution or a certain approach, but when you think about what's going on at the enterprise level.
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Christina: more coordination is required, because your thing may feel straightforward, but somebody in finance, or somebody in product, or somebody in manufacturing, depending on where you work, right, will have a risk… has a different perspective on what's needed. And so, when you're operating at this next level, you're taking those things into account.
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Christina: and then building them into your solutions.
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Christina: Okay, so this is where we go to work.
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Christina: untangling the tangles, because that's where the general stopper things happen.
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Christina: Okay, and so when you are working on your relationships, influence, strategic communication, and connection to the business needs, that's where you can demonstrate alignment with the leaders who are looking to see if they can trust you. Because at a certain level, these people have responsibility for whether the business succeeds.
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Christina: And for them to trust you to share that responsibility, they need to know that.
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Christina: it's gonna work out in their favor, right? Everybody has their own…
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Christina: Specific intention, how they…
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Christina: make choices about who to invest time and energy and money in in the workplace, and I think that's always something in the background.
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Christina: So when you do the practices and they become integrated into how you work, that's strategic career navigation.
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Christina: And, as I was saying, when you're moving beyond the expert domain, when you're moving above the maverick inflection point, they become really important, so let's talk about what that could look like.
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Christina: So, imagine this is any organization, it could be a line of business within a bigger, complex organization, or it could be the company itself, right? People come in in the entry domain.
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Christina: and get the lay of the land. At some point, they get enough experience to become responsible for deliverables, and so we'll call that the expert domain, somewhere around here. And then, at some point, they are responsible for the whole function, and the results of everybody underneath them is on them.
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Christina: And so I'm calling that the trust and alignment domain. These don't necessarily map to the exact structure or the organization, but just think about people who have responsibility for the success of the business, trust and alignment.
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Christina: these people in the light blue, trust and alignment becomes very important to them.
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Christina: So, the maverick inflection point, I would assert, is somewhere between here. Now, you might be early, like, in the entry domain or the expert domain, but interfacing with people who have responsibility for the success of the business. And so, consider that at the maverick inflection point.
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Christina: Because you need to operate in both your expertise area, but also in the trust and alignment domain.
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Christina: Which means taking into account.
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Christina: Those.
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Christina: areas like communication, relationships, all those things. So, the expert domain is where a lot of women get capped.
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Christina: you know that the level, the proportion or the percentage of women coming in is like 51, and the level at, and the proportion at senior levels is like 23, was 25, 26, now it's less.
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Christina: statistic I read, 23%. So…
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Christina: it's a real thing, and I think that the environment is not necessarily fostering.
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Christina: the importance of inclusion these days, but…
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Christina: I'm saying that everybody has an opportunity to proceed, as long as you're in an environment that has some semblance of a meritocracy, although this is part of what they consider a meritocracy.
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Christina: Three main obstacles can cap you in the expert domain, and we're going to look at if any of these are applied in your situation. So the first one is not recognizing the invisible system.
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Christina: Not understanding what leaders are thinking about when they're making decisions about who they want to trust. Not clear about how to read the system. There's signals being delivered both ways and are you tuned into those? And not clear on how to work the system once you know that that's happening.
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Christina: How do you navigate in a way that…
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Christina: has a favorable effect on your trajectory.
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Christina: Okay, so let's break it down. First of all, recognizing the invisible system. So there is a tangible system that's like the talent management system, the performance appraisal system, the calibration, you know, promotion committee. There's a whole structure in most companies.
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Christina: And I'm speaking to people in corporates, typically, that is inventorying the talent, is looking to see who works here, who can we think about developing and investing in so that we have continuity going forward. They have to tell the board, yes.
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Christina: If any of these leaders, God forbid, gets hit by a bus, we have somebody ready to go right now, somebody ready to go in a year or two, three to five, and they're developing those people so that there's not…
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Christina: a hole in the, in the bench, okay? So, all that is the tangible system. There's spreadsheets, meetings, development plans, all that good stuff.
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Christina: Some companies do that better than others, and some companies do it more intentionally than others, but generally.
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Christina: There's some.
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Christina: thing happening.
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Christina: But the invisible system is behind that, and that's where decisions are getting made ahead of these formal meetings. So all year, all the time, leaders are dealing with day-to-day stuff.
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Christina: stuff is happening. How you handle your stuff is giving off these signals that I mentioned that these leaders are reading as either aligned with their interests or not aligned.
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Christina: If you're present to the signals that you're giving off, you'll be attending to them, but if you're not present to them, you're not worrying about that, and that's not on your radar screen.
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Christina: But, I'm gonna say, these are the gateway to moving forward beyond a certain point. So that's why we're focusing on them today.
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Christina: And it's interesting, because when they tell you about career management, it's always about what are your goals, and what are your skills, and, you know, how are you going to close the gap, and all that, which is important. But this part of managing your interaction with the system, I would say, is as, or even more important.
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Christina: equally important, at least, to all that. So I'm going to tell you a story about my career. Michael was my boss's boss. When he first came to the business, I had been working with my boss for probably a year, and I…
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Christina: trusted my boss, and Michael said, I want Christina to report to me.
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Christina: I would have gotten…
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Christina: presumably I would have gotten a promotion and more money, I would have been my boss's peer, and because this whole human thing was not…
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Christina: I wasn't thinking about it, not on my radar screen. I made a face like this to my boss.
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Christina: And my boss said, don't worry, I'll take care of it.
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Christina: And.
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Christina: I didn't report to Michael.
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Christina: Now.
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Christina: I just wanted to report to somebody I trusted? Like, what was I thinking about all these other implications not? Okay, so that's one thing, but the other thing is, I didn't have a conversation with Michael about this.
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Christina: So, later on, when Michael had to make a decision on my behalf, I'll tell you about that later, it didn't go in my favor, okay? I'll give you more details as we go, but…
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Christina: I was very focused on the expertise part of my job, and what I needed to do to deliver the results that I was hired for.
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Christina: And that wasn't the whole story.
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Christina: Okay, so that's the system. Let's talk about how to read the system.
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Christina: Right, because we know it exists is great, but now we have to figure out how to read it. So, what I'm talking about is the signals going back and forth between you and the organization that leaders are looking at.
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Christina: To make decisions about if they feel like you're trustworthy and aligned, if they want to invest in you, if they want to consider you for next level roles.
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Christina: And.
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Christina: interpretation is a big part of this, right? So, you might have the expertise, but if you're not communicating, which happens a lot.
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Christina: the leader doesn't necessarily know, so they're making an interpretation based on whatever it is they see, or whatever is packaged for them, and that becomes a disconnect, because we're often thinking, well, my great work will speak for itself, but meanwhile, the leader has felt focused elsewhere.
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Christina: And there's no interpretation happening that puts your work in the light that they need to see it in.
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Christina: So, I'm gonna present you a strategic practice framework that it gives you a structured approach to look for tangles.
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Christina: Right? Because if you think about your career, it's very, like, amorphous, it's like, what am I looking at? Tangles? What are we talking about? But, because I did this research on what separates senior-level women who are considered effective and who have, or who are thriving beyond the Maverick inflection point.
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Christina: I interviewed them, and the leaders who promoted them to say, what is it about their behaviors that is different and differentiates them? And that's… I took all that data and synthesized it into a concrete step-by-step process.
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Christina: And it has…
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Christina: the career management practices, and there is an angle around it that looks at, are you in the trust and alignment domain? So you have both of those pieces in this.
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Christina: structure. I'll talk more about that.
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Christina: How do you find out what signals you're giving off?
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Christina: First, you have to be present to it and looking at it, but also, it's having people in the organization who can provide you with a perspective. I call these organizational whisperers.
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Christina: I call them whisperers once we get into the conversation. A whisperer is not necessarily a warm and fuzzy mentor. A whisperer is somebody who knows this person worked with this person five years ago and they have a great relationship because they went through that merger together. Somebody who understands how decisions are made. Somebody who understands what's really the priority. What is the profile of the individuals who are getting promoted?
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Christina: People like that, you wouldn't necessarily pick for a mentor, but they're great to have as informal sounding boards who can help you understand how you're being perceived and what signals you're getting.
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Christina: Right, and are they perceived as aligned or not? Are they perceived… do leaders feel like you're on the same page with them?
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Christina: And if you're thinking through building these relationships, because you can't just roll up and ask people questions that you're not really connected to, you have to build authentic relationships.
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Christina: and then think about how can I ask the question, how can I have the person feel like it's okay to give me the real scoop, I will take it as a gift, I will be open, I will be open to thinking about it another way, and thinking about how do I set up the conversation so that.
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Christina: we can really talk about what's at play, and I can frame the question, because, you know, the art of asking questions is very important, so that I understand what I need to understand.
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Christina: So then…
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Christina: I had to build out my department, and I wanted to hire somebody that I knew.
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Christina: and this person was great. I worked with her before. I knew she was going to be able to get the job done, and that we would have a great working relationship. Michael interviewed her, and he said.
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Christina: I don't, I don'.
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Christina: I don't think she's the.
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Christina: And I said to my boss.
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Christina: Remember, Michael is my boss's boss. I said, I really want her. I had interviewed some other people, and I was like, oh no, no, we can't, we can't… this place is… the dynamics in this place, we need to have somebody that I know and trust.
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Christina: I really want her, and my boss said, don't worry, I'll take care of it.
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Christina: Again.
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Christina: So, I never had a conversation with Michael to find out Michael's perspective, to say, what is it that has you concerned? How important is this to you? On a scale of 1 to 5.
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Christina: Like, is this a deal breaker, or is there some way we can negotiate? Right? None of that happened. I just pretended like he never said anything, and I hired her. So, when you think about the expertise part of this, I'm finding a way to get my job done.
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Christina: in the most effective way. But in the trust and alignment domain, all this stuff is building up.
11:25:46 --> 11:25:53
Christina: with Michael, where he's like, she's not paying attention to what I'm saying, like, does she not care that I have an opinion about this?
11:25:53 --> 11:25:55
Christina: Right? So that was not serving me.
11:26:00 --> 11:26:05
Christina: Right? So alignment is about the results and the human.
11:26:05 --> 11:26:11
Christina: interactions, interpersonal relations around the results, and just demonstrating basic.
11:26:11 --> 11:26:20
Christina: I say it's basic, but for as many people I talk to, I thought it was just me, but again, especially if we're very expertise-focused, this is not always the center of our attention.
11:26:21 --> 11:26:32
Christina: Okay, so now let's talk about, we know there is a system, we understand about looking at the signals, paying attention to the human piece, leveraging whispers to help you understand what's coming towards you and what you're giving off.
11:26:32 --> 11:26:44
Christina: Now, let's talk about how to work the system. So, I'm gonna say there's 3 parts. Business context, which we're gonna call the executive lens. Authorized leadership presence, which is showing up like Superman and not Clark Kent.
11:26:44 --> 11:26:48
Christina: and strategic career navigation practices, which I've alluded to and we'll talk more about.
11:26:48 --> 11:27:03
Christina: So, the executive lens is the first of the frameworks, or the… I'm gonna call it a context for which to deliver the strategic career management practices. And the executive lens is looking through the eyes of the executive.
11:27:03 --> 11:27:05
Christina: So far.
11:27:05 --> 11:27:23
Christina: I'm looking at what they're looking at, I understand what's going on in the business, what's predicted to be happening, what's going on in the economy, what's going on in the world, and how does all this affect my business leaders? What pressures are on them? What are they… like, what's the prime directive? What are they making sure succeeds this year?
11:27:23 --> 11:27:28
Christina: And sometimes what they say and what's really important are not the same thing, so it's also watching the feet.
11:27:28 --> 11:27:44
Christina: Not just listening to the words, right? If there's two things that are competing, and one thing has to fail, and one thing has to succeed, which one are they protecting? So, for instance, like, companies will say, you know, our prime issue is around innovation, but really, they're really managing risk.
11:27:44 --> 11:27:59
Christina: Maybe they have an IPO coming up and they need the numbers to look good and they can't have any terrible stories in the news because they don't want to damage the prospects of the IPO. So if there's one thing that they're focusing on is making the organization look good in that context.
11:27:59 --> 11:28:16
Christina: That's the one thing they're going to protect. Innovation right now, they might talk about it, but that's not the prime directive, right? So understanding what are executives concerned about, and how does my work relate to that? So I'll give you an example. I had a client who started an initiative.
11:28:16 --> 11:28:19
Christina: Then, an IPO, um…
11:28:19 --> 11:28:30
Christina: schedule was presented, and the initiative now was not going to necessarily make sense because of what I just said. It would have provided too much risk, it would have changed the cost.
11:28:30 --> 11:28:34
Christina: profile and the timing now wasn't right to serve the IPO.
11:28:34 --> 11:28:48
Christina: So we had to take a step back and say, okay, either we're tweaking this or we're communicating it differently, but we have to now put it through the lens of what do executives care most about, and how do we position our work or talk about it so it lands as aligned.
11:28:54 --> 11:29:01
Christina: Authorized leadership presence. So that's the second context. This is about you showing up in your full Superman.
11:29:01 --> 11:29:11
Christina: So, in Superman 1, which was the one with Christopher Reeve, there's a great scene. He's in Lois Lane's apartment, and he's all clarky, and then…
11:29:11 --> 11:29:18
Christina: he decides he's gonna tell her he's Superman, and, uh, Christopher Reeve does such a good job, he stands up straight, and he's like, Lois.
11:29:18 --> 11:29:25
Christina: There's something I have to tell you, and his whole demeanor changes, so I think this is such a beautiful illustration of…
11:29:25 --> 11:29:40
Christina: the different way you can show up, and the authorized presence is, I'm authorizing myself. You also want to be authorized by the organization, meaning taken as credible, taken as trustworthy and aligned.
11:29:40 --> 11:29:43
Christina: But it starts with your internal…
11:29:43 --> 11:29:45
Christina: Your internal perspective and.
11:29:45 --> 11:29:57
Christina: We all get knocked off our game sometimes, especially in corporate life, it can be very hairy, and so it's how do I pivot to get back to center and authorize myself?
11:29:57 --> 11:30:03
Christina: I call that an empowerment pivot. That's part of our programs, is how do we do that, or part of the one-on-one.
11:30:03 --> 11:30:06
Christina: When we need to do it, there's different tactics.
11:30:06 --> 11:30:14
Christina: and conversations to have to get present. But we want the context of you're authorizing yourself, and you're looking through what executives.
11:30:14 --> 11:30:21
Christina: are concerned about, and then you use those two contexts to deliver the strategic career management practices.
11:30:21 --> 11:30:36
Christina: This is small, so I'm going to show you a blown-up version. This is the Strategic Career Management Practices. Sometimes we call it Differentiator-Based Advantage, because it's based on the differentiators, it's based on that research. For today, I'm just going to call it Strategic Career Management Practices.
11:30:37 --> 11:30:45
Christina: This is good in your current role, and it's good for preparing you for next-level roles. So foundation is…
11:30:46 --> 11:30:49
Christina: You have time.
11:30:49 --> 11:31:01
Christina: resources and support to understand what's needed in your job and to take care of yourself, especially as you move forward to take on more responsibility so that you can continue to perform.
11:31:01 --> 11:31:14
Christina: The whisperer is part of the foundation, uh, carving out time to do career management work separate and distinctly from your deliverables, and honoring that time is part of that, etc. Alignment is…
11:31:14 --> 11:31:26
Christina: demonstrating mastery in your current role, and understanding how you're perceived in your current role, so that you are not walking into any conversations with blind spots. This is one of the things with.
11:31:26 --> 11:31:35
Christina: Leaders that came up is that sometimes people come and talk to them about a next-level role, but they have a blind spot in their current role, and the leader doesn't want to be the one to tell them.
11:31:36 --> 11:31:43
Christina: Right? And so, that's awkward. So you want to have a very clear picture of, what is my job? How am I doing?
11:31:43 --> 11:31:58
Christina: I have a clear alignment with my manager, with my stakeholders, we have open loop communication, and I am communicating, the strategic communication is around all of these, in a way that sets me up for success in this role, and continues to enhance my.
11:31:58 --> 11:32:00
Christina: perceived value in the org.
11:32:00 --> 11:32:10
Christina: Okay, engagement is getting ready for the next level, so it's doing all those things, how you're perceived, but it's understanding first what are the requirements, and what are the…
11:32:10 --> 11:32:15
Christina: Attributes and skills and experience of somebody in that next level role, that thing you want next.
11:32:15 --> 11:32:31
Christina: And how am I perceived with respect to those? Because as we know, women are often promoted on potential, whereas men are often promoted on performance. Research shows that. So, the more you can demonstrate in your current role some of these attributes of this next level.
11:32:31 --> 11:32:37
Christina: role. We want to lower the risk, and that's a way to do it.
11:32:37 --> 11:32:53
Christina: The risk of the people making decisions, that's a factor in their decision making. How much is it a risk for me to put my name behind this person? So engagement is all about you getting ready so you can also hit the ground running and you're not scrambling when you get to this next level role to incorporate some of these skills and abilities.
11:32:53 --> 11:32:56
Christina: But it's also helping leaders to make you an easy yes.
11:32:57 --> 11:33:00
Christina: Growth is integrating.
11:33:00 --> 11:33:07
Christina: all these into your practices, so that just becomes how you do business, and communication, as I said, around all of it, around all of them.
11:33:07 --> 11:33:21
Christina: So, you're doing something in each of these areas. Is it the thing that's helping you manage your image and exposure? Is it… because, you know, success, according to this Coleman theory, success is 10-20.
11:33:22 --> 11:33:24
Christina: Your performance and.
11:33:24 --> 11:33:38
Christina: 80-90% how you're managing your image and exposure. Image and exposure account for success, a great deal of success. Can you have success without good performance? No. But it only gets you part of the way there. Right, so…
11:33:38 --> 11:33:40
Christina: these practices are around.
11:33:40 --> 11:33:49
Christina: making sure that your image and exposure are intact. Image is what people perceive about you, and exposure is who knows you and what's the nature of those relationships.
11:33:51 --> 11:34:04
Christina: Okay, so the practices, when combined with an executive lens view and authorized presence, they provide, again, looking for where am I looking for a tangle, or making sure that everything is aligned, so it gives you a nice structure.
11:34:04 --> 11:34:05
Christina: So.
11:34:06 --> 11:34:21
Christina: this is what it looks like, the practices. When foundation is in place, you're aligned with self, aligned in the current role. When this, uh, engagement is in place, aligned with the desired role. Engagement is also about engaging advocates, because at a certain level.
11:34:21 --> 11:34:28
Christina: You need other people in the room saying your name when you're not there. And that's also for comp decisions, there's a lot of things.
11:34:28 --> 11:34:29
Christina: That happened.
11:34:29 --> 11:34:41
Christina: that rely on advocates, so that's also part of that. And integrating progress is about becoming aligned with that future version of yourself as early as you can before you get there. So, this is just the overlay of the…
11:34:41 --> 11:34:44
Christina: Here it is, and what happens?
11:34:44 --> 11:34:46
Christina: Okay, and and.
11:34:47 --> 11:34:59
Christina: that's one of the things we look at, is when there's a mismatch, or something is not aligned, how do we focus our efforts? How do we get that aligned? Because it's not, like I said before, it's not that hard to do, but you do have to be present to it, and you have to.
11:35:00 --> 11:35:17
Christina: So, how do you look across the full career management system to diagnose the signals that you're getting? Figure out where's the tangle, and that's what lets you know what's happening in your career, why certain things are happening in your career, not the focal point, the deliverables, but in the invisible behind-the-scenes.
11:35:18 --> 11:35:21
Christina: talent management process.
11:35:21 --> 11:35:26
Christina: Right? Why is this not something that we're learning upfront?
11:35:28 --> 11:35:43
Christina: I've been teaching career dynamics for, like, a good long time, since probably 1993, and never in the materials that I was given, either at work or in graduate school, did this interaction with the system.
11:35:43 --> 11:35:59
Christina: come up as, for me, the most important thing, which it is. So let me tell you about Michael. So then, so I told you stuff was accumulating. I had a really good relationship with Michael, but in the margins, no, right? Because I was disregarding so many of the things that were.
11:35:59 --> 11:36:02
Christina: important to him, other things happen too, but…
11:36:02 --> 11:36:18
Christina: He was behind my deliverables. I would meet with him, "Michael, this is what's going on. Can you get behind this?" "Yes." "Can you communicate this?" "Sure." "Can you get this person on board?" "Yes." All that was happening, but when my client, my main client, the CEO of the business, was moving to another part of the business, I said to.
11:36:18 --> 11:36:38
Christina: with you? He said yes. I said, and it was in London, I said, okay, who should I talk to first, second, and third? He gave me instructions, first do this, then this, then this, then this. When Michael found out about it, he put the kibosh on it. I didn't go to London, sadly. So, that would have been a great adventure. My career went on. I went on. Eventually, I started the not-for-profit then.
11:36:38 --> 11:36:54
Christina: I came back to J.P. Morgan, I got promoted to Executive Director, all the things, but this would have been a fun and very interesting career opportunity that I'm clear, because I wasn't attending to the human part around the deliverables, Michael was probably thinking, like.
11:36:54 --> 11:37:01
Christina: What, I'm gonna send her to another part of the business to represent us and me? I don't trust her, she's…
11:37:01 --> 11:37:04
Christina: She's not attending. She's not in alignment.
11:37:05 --> 11:37:22
Christina: Okay, so that's a sad story, but the good news is that my experience with Michael helped me to shape coaching with this client. So this is something that wound up different. So we'll call her Susan, that's not her name. What happened with her was she also had a difficult stakeholder. In this case, it wasn't.
11:37:23 --> 11:37:36
Christina: her boss, it was… it wasn't her boss's boss, it was her actual boss, and we worked together to navigate what's… what could we have as a win-win solution? Because he was really blocking her, and…
11:37:36 --> 11:37:50
Christina: how can we support him, but also move in the organization more freely? So, after a time together, she wound up with the promotion, she got a nice comp increase, she got an international relocation, and they gave her a team.
11:37:50 --> 11:37:54
Christina: And I'm clear that her…
11:37:54 --> 11:37:59
Christina: Expertise around her deliverables was not going to carry the dead.
11:37:59 --> 11:38:11
Christina: It had to be this other piece of working with her stakeholders, managing her boss as best as she could, connecting in the organization and giving the signals of alignment and trustworthiness, and that's what allowed her to move.
11:38:13 --> 11:38:22
Christina: So, the practices, the strategic career navigation practices, help you take your excellent expertise, deliverable work, and go where you want with it.
11:38:23 --> 11:38:28
Christina: And… great, so you know what the habits are, but now it's important to adopt them.
11:38:28 --> 11:38:33
Christina: Ideally, you have them in place when you need them. That takes some doing.
11:38:33 --> 11:38:39
Christina: Under pressure, generally what we return to is what we do habitually.
11:38:39 --> 11:38:55
Christina: Uh, when they're well integrated, when you've practiced them enough, even in situations like when you're under pressure, or you're annoyed with the stakeholder, or you're trying to solve a complex technical problem, and you're convinced that your answer is the right one, you're excited about an opportunity, right, you're focused on a deadline.
11:38:55 --> 11:39:10
Christina: These are all times when we tend to say things like, I don't… I don't have time for this, my work is going to speak for itself. You know, when somebody's, like, difficult, I don't want to bother with them, or I'll do it after this deadline, I shouldn't have to do this, this is political.
11:39:10 --> 11:39:12
Christina: Political.
11:39:12 --> 11:39:28
Christina: you know, I think there's two kinds of political. I think political one is just this coordination that you have to do, which makes sense to me now, looking at it from this perspective. Organizational life is complicated, it's a bunch of humans and their work and their interactions, and it needs to get coordinated. I'm not talking about.
11:39:28 --> 11:39:37
Christina: the… when people are destructive and sabotaging, that's another kind of political that I'm not talking about.
11:39:37 --> 11:39:49
Christina: advocating for that, and that happens. Um, but I'm talking about there's a certain kind of politics that's doable, and you can actually distinguish yourself by doing it well, when you think about it as.
11:39:49 --> 11:39:54
Christina: We're just making sure everybody's rowing in the same direction, and we're coordinating and taking into account.
11:39:54 --> 11:39:57
Christina: Different perspectives and aligning.
11:39:57 --> 11:40:00
Christina: the solution to different needs as best we can.
11:40:02 --> 11:40:09
Christina: Okay, so we can support you to keep using these practices, especially in clutch situations, until they become natural next step.
11:40:09 --> 11:40:11
Christina: How do we do that?
11:40:11 --> 11:40:21
Christina: this is kind of the way we work. We notice what's going on, we make an interpretation of it, understanding that many interpretations are possible, we test it, we choose…
11:40:21 --> 11:40:34
Christina: How we're going to interpret it, how we're going to operationalize it, meaning what conversations are we having with what person about what topic, and how we're figuring out what's in alignment, and how are we going to negotiate or influence or connect.
11:40:34 --> 11:40:39
Christina: And then going and do that thing, whatever it is, understanding what signals come back, and adjust and repeat.
11:40:39 --> 11:40:44
Christina: Right, so I'm inviting you to bring me the situation.
11:40:44 --> 11:40:48
Christina: We look at the specifics of it together, apply the relevant tools.
11:40:48 --> 11:41:03
Christina: Which means me asking you questions with this whole framework in my head, to say, alright, what's this, right? I just had such a great call with a client today. It was 2 hours, which usually they're not that long. Um, but we were on such a roll, and…
11:41:05 --> 11:41:20
Christina: A big part of what's happening is you'll say something and I'll say, "Wait, what does that mean?" or "What does that look like?" and "What do you think is the intention?" and examining, "What is your intention?" and just getting all that out in the open together. It's a collaboration. It's very fun.
11:41:20 --> 11:41:25
Christina: I think. And, um, you get new perspectives, and…
11:41:25 --> 11:41:40
Christina: ways to navigate that you wouldn't have necessarily thought of being in the situation, because just having eyes outside of the situation is helpful. So that's how we untangle these sticky situations in a way that you learn that you can use over and over.
11:41:42 --> 11:41:51
Christina: Because the idea is eventually this just becomes part of how you work. Hello M and hello AW. Welcome.
11:41:55 --> 11:42:01
Christina: Okay, so I'm helping you to curate the right practices, because there are many. It's like, alright, which one do we need?
11:42:01 --> 11:42:02
Christina: And.
11:42:03 --> 11:42:15
Christina: how do we have a conversation that gets at the heart of this simply, elegantly, quickly, and gets it handled? What is too much to say? What's not enough to say? What's the main point? Like, that's also part of what's going on in these conversations.
11:42:16 --> 11:42:19
Christina: Right? As I said, with whom, when, where, how.
11:42:19 --> 11:42:20
Christina: Why?
11:42:21 --> 11:42:22
Christina: Umm.
11:42:22 --> 11:42:37
Christina: And one of the things that I know as an instructional designer for many years ago is adults learn by doing. So just trying them on, trying the practices on. It's like, oh, how did that feel? What happened? What worked about it? What didn't work? Because we have, as I said, this resistance.
11:42:37 --> 11:42:42
Christina: So it's like, how do we get in there and make this accessible? That's also part of it.
11:42:42 --> 11:42:58
Christina: Another piece about it is, where can we anchor these practices so they become part of a friction-free routine? So the idea that when you have to think of it every time, like, we don't want to network because we haven't talked to people for a long time because we've been so busy. And it's like, oh, I haven't talked to that person in a year, or 5 years, or 10 years.
11:42:58 --> 11:43:03
Christina: Where they would be happy to hear from you, but it's just that what you have to overcome.
11:43:03 --> 11:43:19
Christina: to make that appointment, it's not a routine. But if it was something that you do every Friday at 3, is talk to somebody from your old life, and it's just a matter of slotting them into a container that already exists, that's a lot less friction, it's a lot more likely that you'll do it once you get on a roll.
11:43:21 --> 11:43:26
Christina: So, thinking about… you know about habits, when you anchor them to…
11:43:26 --> 11:43:32
Christina: something that you already have as a habit, it's easier to make it happen. So you already have habits.
11:43:32 --> 11:43:41
Christina: probably more than 50% of your day is already dictated by habits and routines, so before you plan your week, before you meet with your manager, right? Like, what are the ways to put these.
11:43:41 --> 11:43:52
Christina: practices embedded in what you're already doing, and thinking through, because sometimes it's just thinking about something another way, and planning to address it a certain way. How can we.
11:43:52 --> 11:43:59
Christina: contain it in something that's already a container that exists. So it's easy to get it going without adding more things on your plate.
11:44:00 --> 11:44:03
Christina: And you're doing this in all these areas.
11:44:03 --> 11:44:05
Christina: Rate your life career decisions.
11:44:06 --> 11:44:17
Christina: So, part of the conversations are we crystallize what you've uncovered, so you're getting clarity about what happened, how you think about it, what are the stories you're making up.
11:44:17 --> 11:44:25
Christina: How you interpret things, is that serving you? And coming up with a way to incorporate this behavior that you can do it over and over and have it work.
11:44:25 --> 11:44:28
Christina: So that's like building the muscle.
11:44:29 --> 11:44:32
Christina: Right, and that creates a new operating system for you.
11:44:32 --> 11:44:40
Christina: And the operating system has you… is what has you recognized as aligned and trustworthy by all levels.
11:44:40 --> 11:44:47
Christina: So this is something I do with you, for you, on some level with you, and then eventually you're doing it habitually yourself.
11:44:47 --> 11:44:55
Christina: and puts you squarely in the trust and alignment domain, and you're able to operate there effectively. By doing that.
11:44:55 --> 11:45:10
Christina: You know the story about this woman is walking down the street, she falls in a pothole, and it takes her the whole day to get out. It's a very deep pothole. And the next day, she walks down the same street, falls in the pothole, but she's able to get out right away.
11:45:10 --> 11:45:21
Christina: Third day, she crosses the street. Fourth day, she walks down a different street, right? So, the more you get experience with this, the less you're falling in the pothole and trying to dig yourself out.
11:45:21 --> 11:45:22
Christina: You're just avoiding it.
11:45:24 --> 11:45:28
Christina: And that is a lot less pressure and stress on you.
11:45:28 --> 11:45:36
Christina: So, what is the benefit of that? You understand the business pressure that your executive is facing before your proposal goes out.
11:45:36 --> 11:45:43
Christina: When issues are starting to come up, you can address them earlier, before it becomes a big deal, and it's easy to handle.
11:45:43 --> 11:45:49
Christina: Before a role appears, and this is so important for thinking about writing your own ticket, or making available.
11:45:49 --> 11:45:51
Christina: Whatever you want to do next.
11:45:51 --> 11:45:55
Christina: People are looking for solutions to problems when they're hiring.
11:45:56 --> 11:46:01
Christina: And a lot of that thinking happens before a roll is ever posted. So…
11:46:01 --> 11:46:06
Christina: Positioning yourself well for the role of peers, for me, is the main way to get hired for new things.
11:46:07 --> 11:46:10
Christina: Before the promotion process is happening.
11:46:10 --> 11:46:15
Christina: well in advance, you can see if there's any disconnects that need to be repaired.
11:46:16 --> 11:46:23
Christina: Right? You can read the system while you have room to influence how it responds to you before all these impressions and decisions get solidified.
11:46:24 --> 11:46:29
Christina: And that's all part of positioning yourself as the obvious sought-after candidate for whatever the thing you want next.
11:46:30 --> 11:46:37
Christina: If you want to begin adopting this approach, one way is having a conversation with me. I offer a 15-minute.
11:46:37 --> 11:46:40
Christina: Free strategic career consults.
11:46:40 --> 11:46:46
Christina: I'm gonna… it's not a sales call, I'll understand more about what you're doing, and I'll suggest the most targeted next step.
11:46:46 --> 11:46:57
Christina: inside this methodology. If you want additional support for implementation, we have a separate call to figure out what that looks like, and tailor the right approach. There's lots of different ways to have it.
11:46:58 --> 11:47:04
Christina: But we're looking at what's your current level, what's your point in your career journey, and what's going to make the most sense for how you…
11:47:05 --> 11:47:06
Christina: Want to move forward.
11:47:07 --> 11:47:12
Christina: So I have a few spots each week for these conversations. Send me a note.
11:47:12 --> 11:47:14
Christina: And I will.
11:47:14 --> 11:47:16
Christina: Send you the link to get on my calendar.
11:47:16 --> 11:47:22
Christina: So, I'm inviting you to take the bull by the horns before the next important decision that affects you.
11:47:22 --> 11:47:26
Christina: is made in the invisible part of the talent system, as we were discussing.
11:47:26 --> 11:47:33
Christina: And especially if you're facing any kind of consequential career moment, and you want to have a thought partner, so that you're not going it alone.
11:47:33 --> 11:47:47
Christina: If you're approaching a promotion, or you just got a promotion, or now your role changed, it's smaller, larger, right? Or it could just be that you're getting signals that you haven't gotten before, you don't know what they mean, and you just want to talk through them.
11:47:47 --> 11:47:50
Christina: Right? Or you want to know how to shape your career progress.
11:47:50 --> 11:48:07
Christina: I just started working with a client who said, okay, and this one is actually an attorney, it's a male-dominated industry, but not STEM or finance. She said, okay, now I'm a third year, now they're going to start looking at me in from the partner context, I don't want to be working on that up right before it, I want to set the tone early.
11:48:07 --> 11:48:12
Christina: and gently and easily over time, so that by the time I get there, it's handled. So that's a great example of that.
11:48:12 --> 11:48:21
Christina: Right? She's using the system so that when she gets to that point, she's gonna be already thriving, she's already demonstrating the attributes they're looking for.
11:48:21 --> 11:48:26
Christina: So I support you to write your own ticket in this role and the next one.
11:48:27 --> 11:48:42
Christina: So, my question is, I'm going to open it up to you. I invite you to come on camera, if you would. What are you seeing in your own career that's different? What signal might be worth looking at again? Any comments? Ahas. And I will not have.
11:48:42 --> 11:48:43
Christina: Uh, this…
11:48:43 --> 11:48:45
Christina: In the…
11:48:45 --> 11:48:46
Christina: Umm.
11:48:46 --> 11:48:54
Christina: in the replay, but I will say, for the purpose of the replay, thank you for coming to this session, hope it was useful, and look forward to hearing from you.
11:48:56 --> 11:48:58
Christina: Okay, so now I will…
11:48:58 --> 11:49:01
Christina: Oh, stop sharing?
11:49:01 --> 11:49:03
Christina: Thank you, Sarah.
11:49:03 --> 11:49:05
Christina: Yep.
11:49:05 --> 11:49:10
Christina: So, who has a situation?
11:49:10 --> 11:49:12
Christina: That they would like to unpack.
11:49:17 --> 11:49:19
Asli: Hello, Christina.
11:49:18 --> 11:49:20
Christina: Aye.
11:49:19 --> 11:49:23
Asli: Uh, my name is Asli, and, uh, hi.
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Asli: And thanks a lot for the presentation.
11:49:27 --> 11:49:48
Asli: I was a bit late, so I missed maybe first 5 min. I did write you a message in a private chat, but I'm also happy to share it publicly. So my background is a bit different. What you presented here is more related to, let's say, a structured hierarchical organization.
11:49:31 --> 11:49:32
Christina: Okay.
11:49:48 --> 11:50:04
Asli: maybe corporate career paths. And how applicable is what you have shared. Or maybe you have other methodology when it comes to somebody like me, who is a freelancer in art and culture sector.
11:50:04 --> 11:50:20
Asli: And I also run 2 nonprofit organizations. And for me, the main challenge is to kind of find the balance. Get the new projects and also be more visible professionally in in the in the circles.
11:50:20 --> 11:50:27
Asli: Uh, because, again, art and culture sector is quite international in my case. I'm based in Brussels, but work internationally.
11:50:27 --> 11:50:29
Asli: Thanks so much.
11:50:29 --> 11:50:30
Christina: Hmm.
11:50:32 --> 11:50:34
Christina: I think that.
11:50:35 --> 11:50:40
Christina: Some of it is aligned, and some of it is very different.
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Christina: And so I think all the business about the human relationships and alignment is good. I think the part about getting visibility is good. I think the part of taking care of yourself and having the right balance is good.
11:50:56 --> 11:51:01
Christina: That's aligned. I think the part about corporate.
11:51:01 --> 11:51:06
Christina: structure and hierarchy is different, and in my experience.
11:51:06 --> 11:51:23
Christina: working, you know, I've worked in a family business, that, all those dynamics were very different. I led a not-for-profit, those dynamics are different. Some of my clients are in startups, those are different. Um, some of my clients have worked in government or NGOs, those are different.
11:51:27 --> 11:51:45
Christina: So, it's a Venn diagram, I would say it's not an exact overlap, there are pieces. If the pieces that you mentioned are most important, I believe I can help you with. If you want to come on a strategic call and discuss it in more detail, or I'm… I'm gonna release, I didn't mention it today, but I'm gonna release a new…
11:51:28 --> 11:51:29
Asli: Okay.
11:51:45 --> 11:51:51
Christina: uh, working session in a few weeks. That might be valuable. It's all about…
11:51:51 --> 11:51:57
Christina: It's gonna be called Dialed In, so getting your current role dialed in, so that might be something that…
11:51:57 --> 11:52:00
Christina: The framework will work.
11:52:00 --> 11:52:01
Christina: Oh.
11:52:01 --> 11:52:03
Christina: Yeah, did I answer?
11:52:03 --> 11:52:15
Asli: Would this… the slides that you shared, would they be available… because now I also noticed that the… this, uh, presentation was recorded. Will it be publicly available, or how is it, uh, that you can…
11:52:14 --> 11:52:18
Christina: I will email you the replay so you can see the beginning, for sure.
11:52:17 --> 11:52:19
Asli: Alright, thank you, thank you so much.
11:52:19 --> 11:52:21
Christina: Yeah, you bet, thank you for coming, it's good to meet.
11:52:22 --> 11:52:23
Asli: Likewise, thanks.
11:52:25 --> 11:52:29
Christina: Who else has a situation that you would like to unpack?
11:52:34 --> 11:52:43
Christina: You could talk to me about aligning a manager conversation, a stakeholder conversation, thinking about what's next.
11:52:58 --> 11:53:01
Christina: So then I will say thank you for coming.
11:53:01 --> 11:53:14
Christina: it's, uh, it's good to be here. I hope this was useful. If you have any feedback and you want to let me know privately, send me a note. If you're interested in this new program that I just mentioned, send me a note, and I'll send you, uh…
11:53:14 --> 11:53:17
Christina: Early bird pricing, if that's something that's…
11:53:18 --> 11:53:22
Christina: That's going to be, I think that's going to be a really fun program.
11:53:22 --> 11:53:23
Christina: And, uh.
11:53:23 --> 11:53:28
Christina: You can have the pre-sale launch opportunity.
11:53:29 --> 11:53:32
Christina: Alright, thank you so very much. I'll talk to you again soon.
11:53:33 --> 11:53:36
Christina: Thank you. Bye, Mo.
