Management Material

Send us a Text Message.We're starting a 7-part series entitled "Get a New Full-Time Job." This series mimics the more in-depth group program called "Get a New Full-Time Job." You can find out more about the group program here: https://www.saverstreet.com/service-page/find-a-new-ft-job-group-coaching-sessionClass 1: Find Your Full-Time FitClass 2: Create an AI-Proof Resume and Cover LetterClass 3: Cultivate a Professional Online Presence Class 4: Network Without DesperationClass 5: Interview Like a BossClass 6: Negotiate Your Salary OfferClass 7: Set Yourself Up for SuccessThis podcast episode includes a few stories about finding the best full-time fit for your industry and department. Finding your fit is about marrying your personality, skills and future skills, and passions. Let's talk about what that looks like and how to find your next best-fit job.Book a complimentary management coaching conversation at https://calendly.com/catherine-vanderlaan/free-60-minute-leadership-consultation Email me at catherine@managementmaterialcoaching.com to ask a question or get in touch.Join our Facebook group: https://www.facebook.com/groups/managementmaterialcoachingFind out more about Management and Leadership Coaching at https://managementmaterialcoaching.com/

"People don't leave jobs; they leave managers." - a common managerial proverbGetting the title of "manager" doesn't automatically qualify you as a leader. Most managers (at least 58%, according to one study) are so bad at leadership that their employees call them "toxic" and leave. If that doesn't sound an alarm for you, I don't know what would.In today's podcast episode, we'll tackle the distinct difference between being a manager and a leader. I go into my first foray into management and the stupid stuff I did right out of the gate. Don't do what I did. Listen to this podcast episode so you can dodge some of the most common management mistakes and grow as a leader before you fail as a manager.Book a complimentary management coaching conversation at https://calendly.com/catherine-vanderlaan/free-60-minute-leadership-consultation Email me at catherine@managementmaterialcoaching.com to ask a question or get in touch.Join our Facebook group: https://www.facebook.com/groups/managementmaterialcoachingFind out more about Management and Leadership Coaching at https://managementmaterialcoaching.com/

Ever wondered how to piece back together the fragile puzzle of trust once it's fallen apart? That's what we conquer on today's Management Material, as I share the transformative journey of a leadership development client navigating the treacherous waters of office politics and slander. You'll be privy to our intense discussions on accountability and the power of transparent communication, all vital in stitching the seams of broken professional relationships. It's like reconstructing a bridge while crossing it, and you'll gain invaluable insights on how to hold the hammer.Fears of vulnerability often handcuff leaders, but we're snapping those chains. Listen as I recount the story of a client who embraced their boss's challenge to improve communication, only to unearth leadership potential they never knew they had. You'll get a front-row seat to an honest look at the role ego plays in our professional engagements, setting the stage for a revealing tale about a confrontation with my own boss that's coming up in a future episode. It's not just about talking the talk; it's about walking the walk with your head held high and your communication lines wide open.Book a complimentary management coaching conversation at https://calendly.com/catherine-vanderlaan/free-60-minute-leadership-consultation Email me at catherine@managementmaterialcoaching.com to ask a question or get in touch.Join our Facebook group: https://www.facebook.com/groups/managementmaterialcoachingFind out more about Management and Leadership Coaching at https://managementmaterialcoaching.com/

In this episode, we cover the fine-tuned art of giving feedback so it's received well. It's not easy to give feedback. Most of us have had at least one experience with giving feedback and seeing it blow up in our faces. If you like to avoid conflict, like me, it might seem like giving feedback to a colleague is a lose-lose situation. Let's turn giving feedback into a win-win situation. This podcast episode puts the "sandwich" method where it belongs (in the trash) and dives into what it takes for your feedback to be received well and acted on. Let's make you a better leader - a leader people want to follow. Let's turn you into management material.Book a complimentary management coaching conversation at https://calendly.com/catherine-vanderlaan/free-60-minute-leadership-consultation Email me at catherine@managementmaterialcoaching.com to ask a question or get in touch.Join our Facebook group: https://www.facebook.com/groups/managementmaterialcoachingFind out more about Management and Leadership Coaching at https://managementmaterialcoaching.com/

Unlock the secrets to revitalizing your team's passion and productivity with me, Catherine Van Der Laan, as we navigate the storm of today's workplace challenges. In this episode, I share my personal journey and the strategies that have transformed teams facing the threat of financial instability and job insecurity. You'll learn about the three-step process that can shift your team's focus from fear to flourishing—a method that has proven vital in my own leadership experiences during times of layoffs and reorganizations. Discover the importance of personal connection and how genuine engagement with both people and goals can create a resilient and motivated workforce.Leadership isn't just about managing—it's about inspiring and aligning your team towards a common vision. This conversation goes beyond theories as I provide practical advice on managing stress, leading empathetically, and harnessing personal growth to build a proactive team environment. We'll explore overcoming the 'amygdala hijack', career mapping, and the immense value of helping others as a pathway to sharpen your own leadership skills. If you're ready to take the helm and steer your team towards a culture of engagement and professional progress, grab your headphones, and let's set sail together.Book a complimentary management coaching conversation at https://calendly.com/catherine-vanderlaan/free-60-minute-leadership-consultation Email me at catherine@managementmaterialcoaching.com to ask a question or get in touch.Join our Facebook group: https://www.facebook.com/groups/managementmaterialcoachingFind out more about Management and Leadership Coaching at https://managementmaterialcoaching.com/

There's a right way and a wrong way to lead after a layoff. When RIFs shatter company morale and rewrite the organizational chart, people can do really weird and stupid things. Let's talk through what it means to be a leader after layoffs affect your colleagues emotionally. My journey through the aftermath of downsizing has taught me invaluable lessons about strengthening a team and leading after a RIF, which I'm happy to share with you. Leading after a layoff means putting ambition aside, tuning into your team's emotional needs, and leading with a compassionate heart. Putting your team first will show your priorities and help others identify you as a leader people want to follow.In this episode, you'll hear stories of people who rose the ranks and those who torpedoed their careers.This episode explores how emotional intelligence can transform your team and your leadership. You'll learn practical ways to support your colleagues, cultivate your leadership qualities, and ultimately become an example that inspires others professionally.Book a complimentary management coaching conversation at https://calendly.com/catherine-vanderlaan/free-60-minute-leadership-consultation Email me at catherine@managementmaterialcoaching.com to ask a question or get in touch.Join our Facebook group: https://www.facebook.com/groups/managementmaterialcoachingFind out more about Management and Leadership Coaching at https://managementmaterialcoaching.com/

If you've been through a RIF or know someone who has, this episode is here to help you get back on your feet. I'm sharing a six-step lifeline for anyone treading in these choppy waters—all to help you find a new job, position yourself well, and reach out when you need help.Transforming a setback into a setup for a greater comeback, we pivot to the mechanics of a job search strategy that feels less like a chore and more like a quest for your next and better job. Let's align your skills and passions to build a career in a company that gets you. In this episode, I get into the nitty-gritty of setting actionable goals, the details behind writing a resume that gets through AI-based resume screeners, and the undeniable power of networking. Whether you're a seasoned professional facing uncertainty or a recent graduate eager to make your mark, this episode offers a compass in the storm and a community waiting to welcome you aboard.Book a complimentary management coaching conversation at https://calendly.com/catherine-vanderlaan/free-60-minute-leadership-consultation Email me at catherine@managementmaterialcoaching.com to ask a question or get in touch.Join our Facebook group: https://www.facebook.com/groups/managementmaterialcoachingFind out more about Management and Leadership Coaching at https://managementmaterialcoaching.com/

Today's topic is about real leadership that inspires people but is super hard on the manager. Taking the blame and lending the credit is a tough thing. That means taking the fall when a project doesn't go well or your team doesn't make its numbers AND talking your team up, giving the right person credit when your team does super well. Would you follow a leader if you thought they would badmouth you to their bosses? Even if you made a mistake, would you follow a leader who blamed you for it? I know I wouldn't. Learn more about becoming a leader people want to follow in this episode.Find your corporate niche QUIZ: https://catherinevanderlaan.typeform.com/careerquizORBook a free coaching session: https://www.saverstreet.com/service-page/free-coaching-session-1saverstreet.comcatherine.vanderlaan@saverstreet.comFB: @SaverStreetIG: @saver.street

This topic came up because a career coaching client of mine got a new job recently as a manager. She has a team of people that she inherited from the company. That means that she didn't get to hire her own people; they were a team the company gave her to lead. Now, she's having some trouble with respect on her team. Some of her direct reports are questioning where she is, questioning her work ethic, and suggesting to her boss that she's not available when they need her. Guys, she's around and working 10-12 hour days right now. So let's get to the bottom of this. First, I'd love to tell you that this is an easy fix, but it isn't. This is going to take some time to fix. It'll take time because gaining the respect of your team, whether you're a manager or aspiring manager, is all about doing the job of a leader: building trust with your team members, leading them to a common goal, and making decisions that are understood and that improve the company. But deeper than that, it all comes down to consistently showing that you care about your colleagues, customers, and company. But HOW?? How do you do that??Find your corporate niche QUIZ: https://catherinevanderlaan.typeform.com/careerquizORBook a free coaching session: https://www.saverstreet.com/service-page/free-coaching-session-1saverstreet.comcatherine.vanderlaan@saverstreet.comFB: @SaverStreetIG: @saver.street

If you're on your way to being known as the next up-and-coming manager or management material, you might have some haters.The world is full of people who want to get credit and don't want to put in the effort. You'll probably find some of those on your way to a senior management or senior leadership position. Let's talk through how to handle it when someone else takes credit for your work. In this podcast episode, I talk through what I did in this situation, what could have gone better, and what you should do instead.Let's make you management material.Find your corporate niche QUIZ: https://catherinevanderlaan.typeform.com/careerquizORBook a free coaching session: https://www.saverstreet.com/service-page/free-coaching-session-1saverstreet.comcatherine.vanderlaan@saverstreet.comFB: @SaverStreetIG: @saver.street

OOPS! The right file is now uploaded. Sorry, everyone! I uploaded the next episode for my other podcast, The Money Minister, but now the right episode for Management Material is up. ___________________________________________________Let's talk about how to get promoted. Yes, I know we're in a down market. When there's a down market, there are reorganizations and layoffs. There's a lot of job instability. If you're concerned about getting laid off, listen to the last episode. This episode is about getting promoted. Promotions can still happen in a down market. You can still get that next job that you want. Let's get to how.I have a promotion framework. It's literally worked for every single career coaching client that I've had. It works for promotions within the company and getting a better job outside of the company. Do you know why? Because this framework will PROVE with PROJECTS that you have the transferable skills for that next big promotion.Every promotion starts with a person. You have to PROVE to a PERSON that you deserve the PROMOTION. So how do you do that?Listen to the podcast to find out how!Find your corporate niche QUIZ: https://catherinevanderlaan.typeform.com/careerquizORBook a free coaching session: https://www.saverstreet.com/service-page/free-coaching-session-1saverstreet.comcatherine.vanderlaan@saverstreet.comFB: @SaverStreetIG: @saver.street

The economy is in a little bit of trouble. When interest rates go up, businesses that rely on loans have to balance their budgets, so they tend to lay people off.  Let's take this episode to learn how to protect yourself from being laid off. Some signs of a looming layoff include:Heightened or more frequent budget trackingAn announcement of a future reorganizationDelayed payment terms with vendorsSudden budget restrictionsA hiring freeze If you're seeing these signs, then let's make sure you have your defense all set, so that you can keep your job through the potential impending layoff. If you've been listening to this podcast for a while, you know that I'm not a leadership apologist. I don't go around saying that every leader got there because of their hard work or intelligence. But I do think that most people in leadership are not stupid. They make the best decisions they can with the information they have, just like you and me. If you want to protect yourself from getting laid off, it's NOT enough to be a hard worker and assume everyone will notice.You HAVE to make sure people know what you do and what you bring to the table. Basically, senior leadership, or at least your boss's boss, should know how amazing you are at your job. ...And that you're flexible enough to do any other role the company needs.Let's get into the details in this podcast episode.Find your corporate niche QUIZ: https://catherinevanderlaan.typeform.com/careerquizORBook a free coaching session: https://www.saverstreet.com/service-page/free-coaching-session-1saverstreet.comcatherine.vanderlaan@saverstreet.comFB: @SaverStreetIG: @saver.street

A few years ago, I was a defacto leader on a team and I had a boss who was super indecisive. I'm not sure I blamed him, because his boss was indecisive as well and it was a VERY political company. Our guy in charge - our guy in the chief officer position at the time was very much a bully. People would leave meetings with him in TEARS and some would throw up from anxiety before meetings with him. In any case, my boss was twice removed and his boss was afraid of this guy. That paralyzed our whole department. We couldn't make a decision because of fear.That doesn't sound like a good situation, right? Well – here's a quick aside - I honestly didn't care if I was fired, because my husband and I were totally out of debt and had what we called FU money. That's money we could rely on to tide us over until I found another job.If that sounds like something you want to build, go to saverstreet.com and book a complimentary consultation. Let's build your FU money so you can leave your toxic workplace.I decided that the toxic culture needed to change, I needed to get people to make a friggen decision and fund my projects… or don't. I just needed to know. I'm still a little salty about it. Can you tell? It was a bit of an uphill battle and I made some mistakes.Let me tell you what I learned about leading a team when management is indecisive.Find your corporate niche QUIZ: https://catherinevanderlaan.typeform.com/careerquizORBook a free coaching session: https://www.saverstreet.com/service-page/free-coaching-session-1saverstreet.comcatherine.vanderlaan@saverstreet.comFB: @SaverStreetIG: @saver.street

Someone recently asked me about being a leader or peer leader for a team that's half in the office and half working from home. To be clear, he's not their boss but is a kind of peer leader at work, and he wanted to get better at helping everyone feel included and part of the team. You see, the people working from home didn't feel included. They didn't have a voice and didn't feel like part of the team.That's a problem. That's a BIG problem.This guy wants to be a leader people want to follow. In order to be that person, he's trying to help other people feel included, listened to, heard, and like they're part of the team, even when they work from home.This sounds exactly like the dynamic I had as a Product Manager - a sort of peer leader - when half my team was in the office and the other half worked from home from all over the United States and, at one point, around the world. We had people from all different time zones. After some tinkering, we had one of the most sought-after teams in the company. People asked to work on our team. So how did we create a thriving team dynamic that included everyone, in person and remote?Find out in today's episode of Management Material!Catherine Van Der Laan is the founder, owner, and coach at Saver Street (saverstreet.com). If you'd like to explore our coaching and courses, go to www.saverstreet.com.If you'd like to learn more about beta course activities or want to learn more about what it's like being coached by Catherine, email her at catherine.vanderlaan@saverstreet.com. She'd love to help you!

At one point in my career, I started giving presentations to senior management - GMs, SVPs, and occasionally our Chief Product Officer. When I first started giving those presentations, I would present my data, decision-making process, and the whole story before getting to the potential options for how we could move forward. These were usually strategy presentations and I thought the leaders needed to know basically everything I knew before they could help make an informed decision. WRONG.After a few months of this - and a few frustrated executives, some meetings that ended poorly, and complete confusion on my part - my boss took me aside and explained that executives think a little differently than someone on the ground. You see, they do a lot of homework - usually. They're caught up on the high points of the strategy. They know or don't need to know all the details. They can ask if they want to know the details, so let's just get to the point first. 

Joining a new team can feel exciting, terrifying, inspiring, overwhelming, and stressful. Most people will focus on building relationships with their new team members... which can sometimes go wrong. In this podcast episode, we talk about how to get close with your new team members, how it can go wrong, and how it can go well.___________________________________If you'd like to join the beta test for The Promotion Handbook, let me know by emailing me at catherine.vanderlaan@saverstreet.com. I'd love to help you get promoted into a new role!

A friend of mine came up to me last Sunday at church and asked how I would answer an interview question since I've managed larger teams before. He was sitting in an interview for a senior-level position and was asked how he'd manage the team. Nothing more, nothing less. Just, “How would you manage the team?”Well, that's a curious question. How would you answer it? Take a moment and think about how you'd answer that very vague question. Now, when I ask vague questions - and I ask them all the time - I'm looking for the answer, but I'm also looking to see how the person is communicating their thought process. What do they come up with on the spot? What's their answer off the top of their head?So how did I answer? I thought out loud. Every piece of wisdom in action is grounded in something you've learned. You might have learned it from experience or from someone else, like from a mentor or a book. Site your source. Show how you think. Then walk them through your decision-making process and timeline.Senior leaders are looking for you to prove a few things:That you're a leader people want to followThat you can be decisive in the face of not enough informationAnd that you make the right decisions for the company, your team, your customers, and yourself.So show that. Show wisdom in action._____________________________________If you'd like to beta test The Promotion Handbook, email me at catherine.vanderlaan@saverstreet.com. I'd love to include you in the beta test!

Focusing on getting what's fair to you will make you bitter. Bitter people don't get promoted.Bitterness is poison to careers. Bitter people think they deserve more than they get in life. They're never satisfied with what they have. They're usually paranoid and think everyone is out to get them. They don't appreciate the kindness of other people. They think they deserve it. They don't acknowledge that other peoples' skills and hard work are responsible for their success. They don't acknowledge their own faults and shortcomings. You're only ruining YOUR OWN LIFE when you're bitter. Don't be bitter. Be BETTER.Focus on doing good. Focus on your success. Focus on learning, growing, giving, and setting boundaries. Focus on what's good for you and for other people, not on what's fair. Focus on the future, not the past.In today's episode, we talk through how focusing on doing good will get you promoted.________________________________________If you're interested in beta testing The Promotion Handbook Course, let me know! Email me at catherine.vanderlaan@saverstreet.com and I'll let you in (with an agreement). 

Guys. Stop stealing from your company.You might think, "I'm not stealing from the company!" Yeah, so did I. Give this a listen. You might just change your mind, change your work life, and change your timeline for becoming a manager.If you have any feedback, send me an email at catherine.vanderlaan@saverstreet.com. I'd love  to hear it!

Underperformers can plummet a team's enthusiasm and morale. They can kill projects, suck motivation, and make their colleagues look bad.So - if you're trying to become a people manager - what do you do?In this episode, we talk through what to do, how to do it, and why this flow matters:1. Compensate for their underperformance (short-term ONLY).2. Talk to their manager and CHECK your understanding of their performance.3. Pull them into a deeper relationship with the team. Try to help them get better yourself. Work with their boss on remediating them. It's not easy to overcome having an underperforming team member... but it is rewarding to help them become star performers.

Even the most honest person can work on their integrity.Integrity is more than just telling the truth.Integrity is about doing what you say you'll do when you say you'll do it.Senior leaders only promote leaders they believe have integrity. If you don't have integrity, you will not become a manager. It's the KEY characteristic of a strong, long-lasting leader.In this episode, I go into an embarrassing, cringe-worthy example of someone who learned to have integrity and the steps a manager goes through when they find someone without integrity.If you're looking to be a manager, listen to this episode to find out how you can PROVE that you have integrity at work.

When you use weak words or you kneecap your sentences, people notice - either subconsciously or consciously - and they treat you as someone who's not confident and doesn't deserve to be a people manager. They treat you like someone who isn't sure, even though you were trying to be polite. They treat you like someone who didn't do the work you did, even though you're the resident expert in the room. Your words matter. Use strong words and people will respect your strength of character. Use strong words and your point of view will be valued more often.There are words to avoid and words to start using. Let's go into words to avoid first. This might be the hardest part for you if you're used to using these words. I know I still slip up every now and then._________________________________If you're interested in joining the beta test of the Promotion Handbook course, please email me at catherine.vanderlaan@saverstreet.com. 

I want to talk about something that might spook you: the Finance Department. I know, I know, the Finance Department has a reputation at nearly every company for being full of weird number nerds who like to be direct and tell people what they can and can't do. They're a cause of frustration and anxiety, but let me tell you - they're actually awesome and I'm going to tell you why. Finance people are just people who like numbers. They (usually) want to help YOU help the COMPANY.They can be powerful allies or powerful opponents. Which one would you like to have? Be friendly. Be nice. Make friends with your finance people. Ask them for advice or help. Give them chocolates. They're under-appreciated and so, so busy most of the time. They don't like telling you that your idea is not going to help the company any more than you like confronting people who are doing something wrong.They're doing their job.Let's go into what this means, why it's important, and how you can start making friends with the Finance Department.

When I was a junior product manager, just starting out, I had to learn to get consensus on projects before the company would sign off on them and before the team would start working on them. It was a two-stage process: Get sign-off from the higher-ups and get sign-off from the team that would be working on it. Here was the catch: Nobody worked for me. I had no authority over anyone at all, just a head on my shoulders, some data analysis and visualization skills, and a big mouth that wanted to tell people what to do. It didn't always work out. So, I had to learn… how do you influence people, change their opinions and their behaviors, when you don't have any place in the hierarchy and nothing to threaten them with? There's no hint of them losing their jobs if they disagree with you and that's a good thing! Can you imagine an immature person firing a project manager because he or she didn't get what they wanted? I can imagine it, but it's not a pretty picture. Anyway, I learned that it's really not too difficult to influence without authority. It comes down to you having showing three basic characteristics:1. You CARE about the person you're talking to and trying to persuade. 2. You CARE about your customers and the people you're trying to help.3. You CARE about the company you work for, their bottom line and their strategy.Let's get into what caring looks like in practice in this podcast episode.

Early in my career, I didn't understand that how I learn is not how everyone else learns.This podcast dives into how an amazing (future) manager creates effective training programs for individuals and groups.We talk through four different learning and teaching styles:Teaching with slides (not active), notes, go do itDemonstrate, then go do itDo it with them and troubleshoot togetherLet them figure it out with a written packet or video walkthroughWe then apply this to how you can PROVE that you're management material.

This episode is about communicating with people who are different from you.We dive into three core motivations: people, goals, and analytics. Then discuss how understanding what motivates others should change how you relate and communicate with them. We also explore two different kinds of reasoning: inductive and deductive. Inductive reasoners and deductive reasoners want to hear information in different ways. Tailor your communication to the reasoning style and you'll both be less frustrated!Let's do this!_____________________________________________________If you're looking for The Promotion Handbook Course beta testing application, please click the link below! I'm excited that you're interested in trying it out!https://catherinevanderlaan.typeform.com/to/o3zIgD7P

The most successful career climbers have a sneaky little secret: they don't leave their positions unfilled. You heard that right.Before getting to the next step in their career, they find their own replacements. Ambitious future- or current-managers know that the best way to their next promotion is not JUST to PROVE they have the skills for their next move, but to backfill their position ahead of time, so there's no possible reason their boss should try to keep them.I've done it over and over. And over. And over.You can find your own replacement, too.This podcast will walk you through how.

Getting to management can feel pretty cutthroat for a lot of people. It's a race and only one person can win the ONE open management position.Your hopes are high. You really want that job. And so do other people.So what do you do?The person who gets the job will learn the mindset shift that we discuss here. You're always creating relationships and those relationships will help you. The people who want that management job are NOT your obstacles; they're your partners. Make friends. Build partnerships. You're always creating relationships every single time you interact: partners or obstacles._______________________________________________________If you're looking to join the Aspiring Manager's Group, learn more at the link below. I hope to see you there!https://www.saverstreet.com/samgc

You might have heard the saying, “People don't leave jobs, they leave bosses.” And that's pretty true, from what I've seen.Bosses make or break your experience at work. Now, of course, people leave jobs for other reasons, like compensation and work/life balance, etc., but bosses are a big reason people start looking for other employment. In this episode, we're going to discuss how to grow your skillset when you're being micromanaged by a boss.

Most of us have what is called a 40 hour per week job. That's what we're paid for and sometimes that really exists. But we all know that changes with job expectations, work flux, and how well we spend our time. If you want to take on extra projects that will stretch you and develop your PROVEN skill set, then you need the time in your schedule to take on those projects. Your options are: make your job more efficient, ask for a re-evaluation of your workload, or ask for some of your job responsibilities to be reassigned to a colleague. Your last option is what I consider your last resort: work more than 40 hours per week.In this episode, we talk about how to make time for those extra projects that PROVE that you should be the obvious choice for your next role.

Networking is just making friends. I've said that over and over.But how do you network to get promoted? How do decide who to network with and HOW to approach them without being super awkward?We go into the exact steps you can use to network to impress your future boss.1. Reach out to your ideal future boss over email. Follow up if they don't respond.2. Schedule a meeting.3. Find somewhere you can be helpful to your ideal future boss. Make sure you're also going into the meetings like a spy: you're looking to see if a position on their team is one that you really want. Make sure it's a good fit job.Let's make this easy._____________________________________________Aspiring Managers Group is on SALE! (Until the end of November or it fills up.)If you'd like to learn more, click the link below. We're excited that you're interested in getting to a management position.https://www.saverstreet.com/samgc

Years ago, I arrived early for a giant every-other-week strategy and project approval meeting. I wasn't "important" for the meeting or so I thought.Our Vice President of Product walked into the room as I was settling down in the back to take notes, learn from other presenters, and switch a few switches in our systems if a project was approved.She turned to me and asked me, "Why aren't you sitting at the table? Sit at the table."I let her know that I wasn't important, so I felt more comfortable sitting in the back."Sit at the table. You have something to contribute. Always sit at the table."It was awkward, uncomfortable, and a tremendous growth opportunity that helped shape me into who I am now.Now I sit at the table. I contribute. I ask questions. I learn on purpose, not through "osmosis." So sit at the table. You'll change your perspective and learn different things. You'll contribute more. ...And you'll start to be seen as management material._____________________________________________Aspiring Managers Group is on SALE! (Until the end of November or it fills up.)If you'd like to learn more, click the link below. We're excited that you're interested in getting to a management position.https://www.saverstreet.com/samgc

Giving credit where credit is due builds your character in the eyes of all the people who see you doing it.But there's a right way and a wrong way to give credit.Listen to today's podcast episode to learn:Why you should give credit where credit is dueThe right way and the wrong way to give creditHow giving credit away the right way will boost your chances of being thought of as "management material"Networking for Visibility While Remote: Exclusive LIVE webinar link below!If you'd like to join our webinar on November 11, 2021 at 11 AM, Networking for Visibility While Remote, then click the link below to register.https://www.saverstreet.com/event-details/networking-for-visibility-while-remote-2

A manager's value is not about how skilled they were at their previous job. A manager is someone who can inspire, create value, motivate, and organize. Managers engage people, are empathetic, and listen. If you're curious what skills future managers need to learn, then listen to this episode. We talk through interpersonal, communication, listening, and strategy skills... and why they matter.If you want to know how people get to be management material and want to know which skills to improve to get there, then listen up.If you'd like to join our webinar on November 11, 2021 at 11 AM, Networking for Visibility While Remote, then click the link below to register.https://www.saverstreet.com/event-details/networking-for-visibility-while-remote-2

Individual contributors get stuck in a mindset of: they're only paying me so much, so I'll only produce that much for the pay.Manager think: they're only paying me so much, so I'll PROVE to them that they should be paying me more.Start looking at your job as a game. It's a game to maximize value and efficiency. If you can help other people maximize their value and efficiency for the company, then you're doing the job of a manager.Listen to this podcast to learn the differences between these two mentalities and learn how YOU can be seen as management material._________________________________________If you're looking to get some KEY VISIBILITY while working remote, then join our exclusive webinar, Networking for Visibility While Remote.Sign up at the link below. We're meeting on Thursday, November 11 at 11 AM Eastern. http://www.wixevents.com/viewEvent/b7853328-0997-4745-ae80-a806c3d4d5e3

Lots of people think that you need to be intimidating or the smartest nut in the carton to be a respected leader. That's not true. I've worked for really intelligent, horrible people who clearly only cared about their reputations and themselves. I've also worked for really intelligent, humble people who you wouldn't know at first glance were leading a billion-dollar company. Which one would you want to work for? If you were a leader, which person would you promote? The one who couldn't be bothered to help out, because he thinks it's beneath him or the one who gladly lends a hand when there's something that needs to be done?If you want to be a people manager, you're signing up for a big job. You're signing up to lead a group of people, not just strategically and as a liaison between individual contributors and senior management, but also as the #1 person who cares for the needs of that group of people. You need to have the company's priorities as your priorities, but it means seeing what isn't seen. Managers need to see what's missing, what's not being done, and figure out a way to fill that in. Senior leaders know that. They also know that an amazing manager is one who genuinely cares about the people they're leading. So be that person now and PROVE that you have those qualities by being a servant leader in your sphere. Help out when it's needed. Do the grunt work that might be beneath your station. Help people.Pair servant leadership with some other amazing skills I'd be happy to teach you, and you'll be well on your way to being thought of as management material.If you're looking to get some KEY VISIBILITY while working remote, then join our exclusive webinar, Networking for Visibility While Remote.Sign up at the link below. We're meeting on Thursday, November 11 at 11 AM Eastern. http://www.wixevents.com/viewEvent/b7853328-0997-4745-ae80-a806c3d4d5e3

Companies aren't run by one person. Companies are run by every single person who works there.You have a valuable perspective to lend to the company. Share it. Use your voice. Contribute when you have something valuable to contribute. Listen to this podcast to hear more about speaking up in meetings and how to speak up tactfully.

We all face difficult conversations at work. How you handle those difficult conversations sets you apart as management material or not.This episode goes into the amygdala hijack phenomenon and how to handle yourself when your emotions rise up to take over.You have a choice. You have a choice to take a step back between their action and your reaction. You can identify what story you're telling yourself and find out if it's true. Often - very often - the story or narrative you're telling yourself is not true or isn't the whole story. Listen to find out how to become management material.

Get around a micromanaging boss.If your boss is a micromanager, then you probably aren't given the opportunities that you deserve and need to prove your management skills. Don't give your boss control over your career. Come up with your own extra projects.Listen more to find out how to be management material when you have a micromanager of a boss.

Do that thing you're putting off. "Swallowing the frog" or "eating the frog" is a phrase people use to mean "do the hard thing."Whenever I've swallowed the frog in the morning, my career takes off. I get known for getting things done. Everyone wants to hire a "get stuff done" kind of person. Be that person and you'll be more likely to get promoted. So go swallow the frog.Listen for some techniques for getting your nerve up to face the tasks you've been putting off.

Never corner an executive on an airplane. I was furious and cornered the second-most powerful person in my company in an airplane, telling him what he did wrong and why it was the wrong thing to do.Boy, was that stupid. After licking my wounds and realizing my job was in jeopardy, I apologized and learned exactly why the C-Suite guys weren't talking to the rest of us.They were deciding who to lay off. Listen to learn a better way to confront the powerful people at your office, the ones who make decisions about your job, your department, and the strategy of the company.

Connect with people and people will like you. Realize that people who connect with you will help you, because they like you. There's nothing wrong with that, and it could be the reason you're not in the position you want yet.A boss of mine told me once that I needed people to like me to succeed in my job. He was right. I'm not naturally likable and had to work on it. Affinity bias is the unconscious tendency to get along with others who are like us. It is easy to socialize and spend time with others who are not different. It requires more effort to bridge differences when diversity is present.Here's what it means: people hire people they like. Senior leaders promote people that they like.If senior leaders aren't personally connecting with you, then they might not like you as much as someone they've personally connected with. Which means they might not promote you. They'll promote the other guy. Let's fix that.

Senior leaders should not be scary. They're just people with different experiences, perspectives, and responsibilities from you. The CEO NEEDs to know what you think, so he or she can communicate effectively and make the right decisions. Talk to your senior leaders. A good leader will welcome it when she or he has time.And, if that's not enough, visualize their hairy legs. 

In a management meeting with senior leaders deciding on the future job hierarchy structure of the department, one manager said, “Move up or move out.” I heartily disagree. You can find your level of interest or competence and stay there. You don't need to constantly be trying to move upwards in the career ladder. It's okay to be content and NOT try to shatter that glass ceiling yourself. But, from where you are, influence the culture and the company norms to be inclusive. Look around and give others a hand up for their work, their merits, their character. Be the kind of person that leaders want to promote, even if you don't want the promotion. You don't have to take a promotion you're offered. That's okay. 

Let's talk about your “dream job” or “dream career.” At one point, we had a lovely product assistant on our team. I was her boss's boss at this point and I've always taken an interest in helping people get to their dream careers. She wanted to be a Technical Product Manager, but started out in seemingly the wrong place for that. No worries. We plotted it out. What skills was she learning in her current role that could get her into a new one? More importantly, what skills and qualifications did she need to be hired for a TPM position? We listed those out from a current job listing and then worked backward from there, plotting out her career path and further schooling path. She's such a bright young woman - a young leader herself. Work backward. If you know your dream job or dream career, find your end goal, read one of those job descriptions, and then plot out what you need to get there. You learn all sorts of things in different roles. Plot out what that is, then make your path.

Look, we all have nervous habits or unconscious activities that we do.You have to stop doing them in the office. Or in front of people. It makes you look bad. It puts you lower on the unspoken hierarchy. It stops your chance of being seen as management material.So stop touching your face.

Run your own race. Be your own person.I'm a better "me" than I ever was a better "someone else." How do you stop comparing yourself with other people? Listen to learn how to be the best YOU that you can be.

Ever wonder why one person gets hired and another doesn't?Get into a manager's mindset in this episode to see what really fuels a hiring decision.And stop taking it personally. Learn from it instead.Also, check out the Young Leader's Society to accelerate your path to a management position. https://www.saverstreet.com/youngleaderssociety

In this episode, I talk through two different paths you could take: make friends or keep to yourself. Let me cut to the chase, if you decide to keep to yourself at the office, you'll be miserable AND will have a harder time bouncing back after you make a mistake. And you'll make a mistake. Everyone does.If you make friends at the office, you'll have more fun (don't we all want that??) AND you'll bounce back after you do something stupid. We all do stupid things.Listen to hear more about two people who made opposite choices about making friends in the office.Then make your own decision.If you'd like to speak with me directly about your career aspirations and what's holding you back, book a complimentary consultation at saverstreet.com. I'd love to see if coaching (of any sort, affordable or 1:1) could help you.

Networking gets a bad reputation. Many people dread networking because it sounds self-serving and arduous. It doesn't need to be that way!Networking can just be about making friends. Arm yourself with my 4-step process and turn networking into something you ENJOY!I used to dread networking, because I'm an introvert, have a little social anxiety, and don't want to be seen as selfish. This 4-step process changed my view of networking completely.

In this episode, we talk about Adam Grant's givers, takers, and matchers research. We listen to Desmond Doss's story of Hacksaw Ridge where he saved dozens of men while getting shot. We then find out how being a giver at the office can elevate your career.