Rise  ## Metadata - Author: [[Patty Azzarello]] | [[3. Resources/Authors/Patty Azzarello|Patty Azzarello]] - Full Title: Rise - Category: #books - Kindle: [Open in Kindle](https://www.amazon.com/dp/B005NKH84S) - Document Tags: [[Leadership]] ## Document Notes ## Highlights - Highly successful people seemed to get there by breaking through limitations of how their jobs were defined—by conceiving and doing extra things above and around their job descriptions. ([Location 85](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=85)) - DO Better is about producing exceptional results. DO Better is about working on the right things in the right ways. It’s about rising above the work. DO Better is about freeing yourself from your overwhelming tactical workload and identifying and delivering on the few most critical outcomes—the ones that really count. DO Better is about tuning your job, knowing yourself really well, and putting yourself in situations where you can thrive in your work and accomplish exceptional things. It’s also about how you lead, build trust, delegate, make more time, and build up your energy. ([Location 147](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=147)) - LOOK Better is about standing out. Successful people do their work and produce their results in a way that is meaningful and visible to people that count. They understand which audiences matter most and they communicate with the right people at the right times, in a compelling way. ([Location 153](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=153)) - LOOK Better is about building personal and professional credibility and becoming more relevant with your key stakeholders. People with high credibility get more done because they face fewer obstacles. Successful people are widely known not just for doing their jobs really well, but for the extra value they contribute to the business. They have risen above the work and proven their greater, wider-reaching value to their companies. ([Location 155](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=155)) - CONNECT Better is about building a broad base of support for yourself, your team, and your work. As you advance, your focus needs to broaden, not deepen. Successful people are not isolated in their own world. They build the right networks of mentors, partners, and supporters. They know how to get on “the List” of people who get access to the best opportunities. ([Location 160](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=160)) - You need to have time to do extra things. ([Location 268](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=268)) - You need to rise above the work. You need to figure out how to make yourself less busy with your current workload to make room to do higher-value work. No one will do this for you. ([Location 270](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=270)) - give yourself permission to be less busy. ([Location 278](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=278)) - It’s important to realize that not only do you have permission, but also as a leader you are expected to be able to deal with an overwhelming workload and not be overwhelmed. That’s the job. ([Location 280](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=280)) - Never confuse output with outcome. ([Location 292](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=292)) - “I can’t keep working like this. I am suffering. I’m not OK working like this forever. I need to find a way to change this so I can be happier and more satisfied with what I am doing.” ([Location 304](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=304)) - don’t get caught up in thinking that the only way you can feel satisfied that you are giving to others is through suffering. ([Location 312](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=312)) - You may fall into the trap where you fail to create real value because you have so much energy to just muscle through all the work! ([Location 338](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=338)) - Trust that giving yourself time to think will help you find ways to deliver higher-value business outcomes and get the right work done in less time. ([Location 350](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=350)) - highly successful people don’t do everything. Watch them. They drop the ball on all kinds of things. They disappoint people. They may have disappointed you from time to time. ([Location 359](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=359)) - Welcome to being a leader. This is your job. Your job is not to deliver work when everything lines up to support you. Your job is to get the most important stuff done despite everything that lines up to kill you. ([Location 380](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=380)) - Your job is not to deliver work when everything lines up to support you. Your job is to get the most important stuff done despite everything that lines up to kill you. ([Location 380](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=380)) - Your job is to deal with the overload and the lack of personal support and to negotiate room, keep your boss and stakeholders at bay, and keep your team on board. This is indeed one of the hardest things leaders deal with and therefore one of the key things that sets the most successful leaders apart. The most successful leaders are able to fend off the endless demands and get the critical stuff done, no matter who and what is trying to throw them off course. ([Location 382](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=382)) - You need to catch all the work, but not do all the work. ([Location 389](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=389)) - As a manager, you are expected to analyze all the tasks that come in, contain them, and propose a plan that will have the biggest impact on the business. ([Location 390](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=390)) - Your boss needs you to help her with her thinking. You are being paid to judge and decide, not to just do everything you are told. ([Location 407](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=407)) - The people who would come back to me with a thoughtful proposal for what to do and in what order, that would be good for the business, and doable for the team, were the ones who stood out as high performers. ([Location 409](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=409)) - Here’s how to advise your executive and negotiate the workload: Keep a list of everything your boss asks for. Keep a list of the top strategic priorities you are working on. Have regular meetings with your boss where you take out these lists. Make recommendations about what to prioritize, based on the context of business and the content of these two lists. ([Location 418](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=418)) - You win lots of credibility for keeping the list, catching everything, and not dropping anything. You make him comfortable that you’ve got it covered. He trusts you. ([Location 427](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=427)) - Ruthless Priorities are the result of this thinking, of mapping the work to high-value business outcomes. They are those few things that have a bigger impact on the business than anything else. No matter what, these must get done. ([Location 433](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=433)) - Because you are genuinely succeeding at the things that have the biggest impact on this business, you’ll be forgiven for the things you don’t get done. ([Location 443](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=443)) - If you try to do a hundred things and spread your energy among them, you will never do as good a job at any one thing as will those who are applying two-thirds of their time and energy to just three things. ([Location 453](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=453)) - 10 Steps to Ruthless Priorities 1. Identify what matters most to the business. 2. Choose your Ruthless Priorities. 3. Focus on what you are doing, not on what you are not doing. 4. Ratify your Ruthless Priorities with your boss. 5. Assign less than 100 percent of your time. 6. Resist or negotiate away pressures that put Priorities at risk. 7. Overcommunicate. 8. Create a new social norm. 9. Get them done. Finish things! 10. Recognize and celebrate. ([Location 459](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=459)) - 1. Identify what matters most to the business. 2. Choose your Ruthless Priorities. 3. Focus on what you are doing, not on what you are not doing. 4. Ratify your Ruthless Priorities with your boss. 5. Assign less than 100 percent of your time. 6. Resist or negotiate away pressures that put Priorities at risk. 7. Overcommunicate. 8. Create a new social norm. 9. Get them done. Finish things! 10. Recognize and celebrate. ([Location 461](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=461)) - Note: These 10 steps will guide my annual goals and career trajectory - Ruthless Priorities always start with the business objectives. You need to educate yourself on what the business values. Whatever is happening in your functional area must be considered in the context of what is most important to the business overall. Make sure you know how the business makes money, grows, and is being measured. ([Location 470](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=470)) - You need to get really clear about how all the activity in your team or function truly impacts the business (or doesn’t). You need to connect the dots between your workload and the most important and significant business outcomes. ([Location 475](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=475)) - Being really clear about the business impact of your work is the context and the backdrop for adding more value. This is also the specific test to use to evaluate, choose, and negotiate your Ruthless Priorities. ([Location 486](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=486)) - Here’s a trick: If you only think about why things are important, you will always be stuck thinking everything is important. Try another approach. Ask your team, “How bad is it if we fail?” You will then see an actual priority emerge. ([Location 502](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=502)) - If you only think about why things are important, you will always be stuck thinking everything is important. Try another approach. Ask your team, “How bad is it if we fail?” You will then see an actual priority emerge. ([Location 502](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=502)) - It’s not that you can choose the important things over things that are not important. The ruthless part comes in when you prioritize the vitally important Can’t Fails over other really important things. ([Location 522](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=522)) - You need to inspire him with your plan to overachieve on them and why it matters. Once you do that, you can show him the rest of the list and get his agreement to support you if those less-critical things get done more slowly or at a lower level of excellence. ([Location 538](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=538)) - When I drove this conversation with my bosses, one of three things typically happened: 1. My boss not only agreed, but focused even more on key outcomes and took more off my plate. (This is the best response, but requires a good sales job on your part as well as a smart boss.) 2. My boss was not thinking as strategically as I was but welcomed my pushing him to think through the business impacts and ultimately agreed to pare down the list of tasks. 3. My boss didn’t support my way of thinking and pushed back. ([Location 541](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=541)) - 1. My boss not only agreed, but focused even more on key outcomes and took more off my plate. (This is the best response, but requires a good sales job on your part as well as a smart boss.) 2. My boss was not thinking as strategically as I was but welcomed my pushing him to think through the business impacts and ultimately agreed to pare down the list of tasks. 3. My boss didn’t support my way of thinking and pushed back. ([Location 542](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=542)) - 5. Assign Less Than 100 Percent of Your Time ([Location 561](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=561)) - Resist or Negotiate Away Pressures That Put Priorities at Risk You will get internal and external pressure to change course. Resist it. There will always be reasons for people to question whether your Ruthless Priorities are still important. New things will come up. People will argue with you. There will be squeaky wheels whose pet projects are not being focused on. There will be pressure from the sales force and other organizations. Your boss will forget what she agreed to. ([Location 564](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=564)) - You can get away with not achieving everything if you deliver remarkable results on the few key things. But if you don’t actually achieve your Ruthless Priorities, you then have no success to offset why you didn’t do better at everything else. ([Location 573](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=573)) - You need to communicate your Ruthless Priorities over and over and over again. ([Location 578](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=578)) - Be unfailingly consistent. Only when you are mind-numbingly bored with talking about your Ruthless Priorities will your organization really know you are serious and feel confident about acting on them. ([Location 592](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=592)) - If you have not made your team feel comfortable that staying focused on the Ruthless Priority is the right thing to do, when an urgent customer deal or sales request comes in, some people will automatically jump back into reactive mode. ([Location 599](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=599)) - People won’t know that you are serious about getting your Ruthless Priority done if you don’t make it part of the social fabric of your team. ([Location 615](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=615)) - Most people just want to make progress—on something. Organizations that are stretched too thin and trying to do too many things are just not fun to work in. People like to finish things. Getting things done motivates your team and your customers and buys you goodwill and confidence from both groups. ([Location 622](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=622)) - Give credit where credit is due and shine a spotlight on your team’s success. Use this as an opportunity to reinforce your model of sticking to your Ruthless Priorities. Take the opportunity to promote the fact that this is the way you lead and that it works. ([Location 627](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=627)) - Identifying and sticking to Ruthless Priorities is one of the hardest things you need to do. Not only is no one giving you permission to focus, but people—maybe even your boss—are mostly fighting against you. ([Location 645](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=645)) - Think of your job more as figuring out a better way to deal with all this stuff than it is to DO all this stuff and you’ll be on the right track. ([Location 655](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=655)) - Now that you are focused on what’s important, make even more time to do it. ([Location 662](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=662)) - If you had 20 percent more time magically appear in your work week—a full uncommitted, unscheduled work day, every week—what would you do with it? ([Location 668](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=668)) - Take some time back. Just take it. Actually schedule time to think. If you have no time to think, you will continue to use up all your time. ([Location 674](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=674)) - Make three lists on one sheet of paper, in three columns. In the first column, list the things on your to-do list that you are actually getting done. In the second column, list things that you have committed to get done to your boss or your customers or your peers or your team—but are not getting done. In the third column, list the things that you know are really important, but that you have no chance in hell of being able to do because of the existence of the first two lists. ([Location 755](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=755)) - First, I find the act of just getting it all down on paper and out of your head reduces the stress levels significantly. For ([Location 761](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=761)) - Second, it’s the middle list that is the source of most of the stress: things you have committed to someone—your boss, your team, your peers, your family—that you will be doing, but you’re not. ([Location 763](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=763)) - Finally, it gives you a proactive way to renegotiate your workload with yourself, your boss, and your team (and your family). ([Location 770](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=770)) - Highly successful people manage their energy on purpose. It’s hard to overstate the importance of managing energy. ([Location 783](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=783)) - Remember, you are being paid to think, to lead, to inspire others, to build relationships, to engage supporters, to motivate people, and to debate and negotiate and solve problems. Maintaining your energy is a personal Ruthless Priority for successful people. ([Location 842](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=842)) - You need to find the essence of WHY you are good at what you are good at. This is where the real you comes in. ([Location 967](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=967)) - You may think you are being highly valued for the amazing amount of work that you deliver. And you may be. But let’s be clear: you are being valued as a workhorse, not as leader to be promoted. ([Location 1075](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1075)) - As a workhorse, you miss the opportunity to focus on Ruthless Priorities because you never give yourself the time to think about them, let alone do them. You also run the risk of getting burned out. ([Location 1085](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1085)) - Tags: favorite - Leaders emerge because they are seen to get the work done through their leadership, not by their personal effort. ([Location 1090](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1090)) - If you never give yourself the permission and time to step above the workhorse way of working and you stay overbusy, you will remain stuck and you will continue to fail to add real value to the business. ([Location 1130](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1130)) - When you start your thinking, a good place to get started is to look for low-value, time-consuming activities. Identify your most soul-sucking, chaotic, or repetitive work activities. These are the workhorse traps. Use your thinking time to make it a point to either avoid them or to fix them on purpose. ([Location 1131](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1131)) - To get out of workhorse mode, think instead about creating a communication process that would eliminate most of these questions, emails, discussions, and meetings. Really think through who is involved and where the misunderstandings occur. What information would you need to provide, how often, in what form, and to whom in order to reduce the time spent in tedious clarifications? ([Location 1136](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1136)) - Failing to delegate effectively will keep you locked in workhorse mode. The workload is unsustainable. ([Location 1167](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1167)) - Once you are known as a longtime workhorse, it becomes even harder to get known for something else. Eventually you accept that this is the way life is, and you lose the will to break out of it. ([Location 1174](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1174)) - You must want to do the managerial tasks more than you want to do the work you used to do. You must understand that your job changes dramatically each time you step up a level. It’s not just a different title and pay scale. It’s a different job. ([Location 1202](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1202)) - When you were an individual worker, you valued—and you were valued for—doing an excellent job at the work: the knowledge, details, tasks, and so on. Being expert at the work defined your value. But as a leader who has stepped up, you need to associate your value with different stuff. If you don’t start to associate your value with the higher-level managerial and leadership work, you will automatically gravitate back to the detail, because that is where you feel the value is. You’ll keep working at the wrong level, and you’ll fail to do an effective job as a leader. ([Location 1210](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1210)) - if, as a leader, you are not sure what to do, talk to everybody. You must regularly talk to the individuals who are doing the work and who are closest to the customers if you want to know what is actually happening in your business. ([Location 1270](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1270)) - you’ll never get the whole picture if you don’t get a steady stream of unfiltered feedback from the individuals doing the work. ([Location 1277](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1277)) - Your real job as a leader is to make sure your team gets better and more capable over time. ([Location 1329](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1329)) - Articulate What Work Should Be Done at Your Level, Your Boss’s Level, and Your Team’s Level ([Location 1390](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1390)) - “Why is this important?” “What business outcome is this supporting?” and “Is that still the right outcome, or should we clarify the desired outcome?” ([Location 1398](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1398)) - Don’t Think of Delegating as Just Assigning Work; Think of It as Building Value in Your Team ([Location 1415](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1415)) - Don’t think of delegating as just giving work to other people; think about it as making sure the highest-value work gets done at the right levels. ([Location 1429](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1429)) - Remember: you need to deliver business outcomes. Delegating is about developing the people on your team so they can step up to do the required work. If you delegate well, they become more valuable over time, and you free up your time so you can also become more valuable over time. ([Location 1433](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1433)) - There are eight secrets to delegating effectively. ([Location 1455](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1455)) - Resist Temptation—Don’t Do the Work ([Location 1456](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1456)) - Get Over Any Guilt About It ([Location 1474](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1474)) - Don’t Cover for Poor Work ([Location 1493](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1493)) - Don’t Kill Your Planned Hires ([Location 1500](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1500)) - Keep Ownership of the Outcome ([Location 1505](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1505)) - Get More Comfortable ([Location 1518](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1518)) - Measure and Inspect ([Location 1527](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1527)) - Always Be Teaching ([Location 1539](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1539)) - Never Go in Alone ([Location 1553](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1553)) - Be Unavailable ([Location 1558](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1558)) - Accept Imperfection ([Location 1562](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1562)) - Let People Fail ([Location 1576](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1576)) - If you never make room in your own budget to do new things, you and your team will be at risk because you will be viewed as doing things the old way as the business changes and grows. ([Location 1677](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1677)) - Credibility gives you both a time advantage and a trust advantage. It helps you get more done, go faster, and avoid stupid questions and the need to endlessly defend your honor. It helps you attract top talent, money, and the best projects. Credibility makes you more effective. ([Location 1932](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1932)) - People with high credibility are given a bigger platform on which to build remarkable results. ([Location 1953](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1953)) - The most important factor in building your credibility is to make sure that your work is highly relevant to the business. It’s up to you to connect the dots between what you do and what matters to the business. ([Location 1972](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1972)) - Tags: favorite - “What are the overall business outcomes that matter most right now?” And always be thinking, “How does my work enable or drive those outcomes?” ([Location 1979](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1979)) - Tags: favorite - To be relevant, you need to be a translator when you communicate with people outside your function. I refer to this as using your “outside voice.” ([Location 1993](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1993)) - Your “inside voice” is the voice you use with your team, within your functional area. It has all your jargon and all your internal measures and priorities. It’s all about describing and measuring what is important to you. ([Location 1994](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1994)) - Your “outside voice” is your general manager voice, your business voice. It’s the voice that is relevant to the people outside your function. It’s about business initiatives, not functional projects. ([Location 1996](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=1996)) - Interview your business stakeholders about their business. What business drivers are they most focused on? What initiatives do they see as most critical? What issues are they most concerned about? You are listening for two things: 1. The list of things they care about 2. The exact words they use to describe them ([Location 2006](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2006)) - You can build credibility by getting famous internally for being business minded and for personally helping with brilliant and creative cost management that doesn’t sacrifice value. ([Location 2037](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2037)) - Developing talent is truly standout leadership behavior. I have interviewed hundreds of people for management and executive positions. The number of candidates who proactively talked about developing people without being asked was about five. They really stood out! Being known as a developer of people gives you a huge credibility advantage. ([Location 2073](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2073)) - Make sure the points actually make it onto the scoreboard. ([Location 2086](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2086)) - Because your brand is conveyed by your behaviors, it is formed by the things that you do consistently. ([Location 2120](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2120)) - What is your personal brand today? Find out what you are already known for. Get feedback. ([Location 2160](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2160)) - When you observe me at work or life, what is always true? What do you always see? What is my manner of communicating? What do I “look like” when I am delivering? What am I expert in? How do I relate to others at work: What do I give? What do I expect? How do my personality and values affect what I offer? What outcomes do you associate with my being involved in something? ([Location 2163](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2163)) - Next, add your own thoughts. Think about the things that define you, based on your strengths and your values. Think about your skills, competencies, and personality. Create a description of your best self. Make a list of the things you want to be known for. This can be a long list. This is the time to brainstorm. List all of your thoughts about who you are and what you do at your best. Compare and combine that list with what you learned from others’ input. Highlight the things that make you most different from others. Sort the overall long list into categories or themes that define what you most want to be known for. (Aim for three to five at most.) These themes become your brand attributes. ([Location 2172](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2172)) - What alternate behaviors would degrade your brand? What things do you want to make sure not to do? Put those in the third column. ([Location 2186](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2186)) - Because you build your brand based on who you really are, on your real strengths and values, your brand not only helps you be consistent but also allows you to act in a way in which you are naturally strong and comfortable. ([Location 2248](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2248)) - Your stakeholders are the people directly affected by what you do: your boss, your clients, your employees, your partners. ([Location 2399](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2399)) - Your influencers are a bit less clear. These are the people you are not directly connected with but who still have a say in what happens to you. ([Location 2400](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2400)) - You need to be thought of as better than your peers. ([Location 2423](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2423)) - For each stakeholder and influencer, think specifically about what their goals and desired outcomes are. ([Location 2469](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2469)) - Relevant 2. Competent and trustworthy 3. Not boring ([Location 2473](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2473)) - Get personal introductions to stakeholders across the company. 2. Get personal introductions to influencers across the company. 3. Publish a brief written report each month that gets my name and the accomplishments of my team in front of a wide audience on a regular basis. ([Location 2508](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2508)) - If there was ever a reason to step up your performance, it’s to get your budget approved. Loads of data and metrics will not help as much as exciting stakeholders about what they will get for the money and showing them how much you are personally motivated to make a big impact on the business. ([Location 2678](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2678)) - 1. Getting mentors to help guide you 2. Building your extra team to help you get more work done ([Location 2834](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2834)) - Ensure That You Deliver ([Location 2845](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2845)) - You are not expected to know everything. But you are expected to deliver. ([Location 2845](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2845)) - Advanced Learning Think about your fund of knowledge on a particular topic. It comes from what you already know, plus what you can research on your own in a given amount of time, plus ideas and information you can get from others. ([Location 2850](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2850)) - Grow Your Capability Asking for help benefits you not just for what you are working on now, but also by increasing the longer-term capability of you and your team, as we talked about in the DO Better part of the model. It’s often hard to see ways to step up and change the game when you are so busy in the game. Mentors can challenge you and help you see how you should be making your job bigger, driving transformations, conceiving new opportunities, and developing your team. ([Location 2853](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2853)) - Tags: favorite - Expose Your Blind Spots ([Location 2857](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2857)) - Mentors in the Job You Want ([Location 2860](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2860)) - They can help you learn the job before you are in it. They can expose you to and teach you about the real requirements and help you practice thinking about them. ([Location 2863](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2863)) - They might even give you access to special project work at their level so you can build some actual experience before you are in the job. ([Location 2865](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2865)) - They can get you access to jobs like theirs when they come up because, being in that role, they get asked who to consider. ([Location 2867](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2867)) - Part of getting the job is showing that you fit there socially. ([Location 2871](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2871)) - Mentors provide an excellent source of safe help with your toughest business problems. ([Location 2890](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2890)) - Look for people who work at an order of magnitude bigger scope or geographic range. ([Location 2903](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2903)) - Look for people who are two or three career stages ahead of you— ([Location 2905](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2905)) - find at least one mentor who is ten to fifteen years older and way ahead of you career-wise who can act as a career advocate for you and share wisdom and support throughout your career. ([Location 2908](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2908)) - Connect with talented peers in other parts of the business. ([Location 2911](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2911)) - Seek out people who do your job in different industries. ([Location 2913](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2913)) - If you are over forty, you also need someone in their twenties who is a master at the Web and social networking. ([Location 2916](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2916)) - Engage at least ten smart people every year informally. ([Location 2923](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2923)) - Recruit one formal mentor as a career advocate every one to three years. ([Location 2924](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2924)) - Make sure you have at least three business advisors you can speak with regularly each year. ([Location 2925](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2925)) - make it a habit that whenever you meet someone you can learn from, you create a reason to spend time together. ([Location 2933](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=2933)) - No one is going to guide you here or make room for you to do this. No one will be inviting or directing you to invent the future. As you advance, you need to realize that not only do you have permission to do these things, but it is expected, and higher up it becomes required. That is the job! ([Location 3371](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=3371)) - Decide what job you want. Go learn about it. Find projects that give you experience in that job. Get support from your boss to take on those projects. ([Location 3535](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=3535)) - Tags: favorite - If you talk about how you solve problems at a lower level in the organization, that won’t get you very far in your executive interview. Instead you need to be talking about how you will lead the people who solve those kinds of problems. Demonstrating that you will work at the right level in the new job is critical. ([Location 3642](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=3642)) - By discussing your core strengths and values, you show people what they are going to get when they get you. ([Location 3721](https://readwise.io/to_kindle?action=open&asin=B005NKH84S&location=3721)) ## Book Review - [[4. Archives/Book reviews/Rise|Rise - Book Review]]