Take Ownership of your Future Self

(Photo credit @garidy)

1. Take ownership of your Future Self

   • The article above asks you to recognize that the person you are today is not who you were five years ago, and is also not who you will be in five years. So you should recognize that, and start thinking now about who you want to become.

   • I loved this concept as it reminded me of a similar concept in the Atomic Habits book: Decide who you want to be. Then, in order to become the type of person you want to be, prove your new identity to yourself via small wins. 

   • Example from the AH book: 

     • Want to be taken seriously at work?

       • Identity: become the type of person who is always on time.

       • Small win: Schedule meetings with an additional 15–minute gap between them so that you can go from meeting to meeting and always show up early.

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The Art of Managing Up

(Photo credit @mimithian)

1. For early-career professionals, you may be unaware that the relationship you and your manager have can have a huge impact on your career trajectory. There is an art to ‘Managing Up’ and it’s a skill that every employee should know how to develop.

   1. Managing Up - 10 Ways to Get Your Boss to Trust You Completely - use these tips to build trust with your manager & improve your relationship

   2. How to work for a boss who has a new idea every 5 minutes - this is an example of one type of manager, and strategies for working with someone like me

   3. What to Do If Your Boss Doesn't Like You - and if you are noticing that the above still isn't working, here are a few more strategies to try

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Strategies for Working with Others in Tech

(Photo credit @johnschno)

1. Knowing how to coach peers is an important skill. The article below had some great tips on how to transition from giving unsolicited advice to co-workers to helping provide peer coaching instead. 

   • The art of giving good workplace advice

2. Consider employing the ‘radical candor’ approach as a manager

   • I enjoyed Kim Scott’s book Radical Candor and the framework she employs to help explain how great managers can give guidance to their team members. 

   • When the managers I worked for and with employed this approach, it generated challenging conversations that offered huge growth opportunities.

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