Latest / You're Overqualified Podcast - Career and Leadership Strategies for Women / 91. When You’re Overperforming and Still Undervalued

Transcript

91. When You’re Overperforming and Still Undervalued · You're Overqualified Podcast - Career and Leadership Strategies for Women

0:08
Hi, I'm Danny Tan and if you are here, you are in the right
0:11
place. Welcome to the Pivot and
0:12
Promotion podcast where we say forget the rules because they
0:15
weren't written for us. I'm Danny Tan, I'm your host as
0:18
well as career and leadership coach and a proud advocate for
0:21
redefining what success and leadership looks like.
0:24
And here's what I know. You can lead at any level, you
0:27
can pivot at any age, and you can make moves that feel right
0:30
for you, whether you're climbing the corporate ladder, starting
0:32
something completely new, or just figuring out your next
0:35
step. I've got you covered with
0:36
strategies, stories, and straight up inspiration.
0:39
So let's make some moves. All right, so today we're
0:46
talking about over performing and just how that's not really a
0:50
strategy. So when you are over performing
0:52
and still undervalued, what could be coming up?
0:55
Like, why are we doing that? Is it supporting us?
0:58
What could be the cost or expense of doing that?
1:00
And maybe had a right size and level set from being from that
1:04
place and coming out of that place.
1:06
So when you're over performing and still undervalued, you're
1:09
kind of like, wait a minute, I've been working so hard.
1:12
I've been doing so many things. I've been staying late.
1:15
I've been, you know, getting everything off off my checklist
1:18
and someone else's. How come I don't feel valued for
1:21
the work that I'm doing? So we'll break it down into 3
1:24
phases. And Phase 1 is how over
1:26
performing just isn't strategy. It's not a strategy to get
1:31
promoted. It's not a strategy to get a new
1:33
job and it's not a strategy to experience more love or to be
1:37
enough, believe it or not. I know that's a little bit of a
1:40
brutal line there, but I just want to drive the point home.
1:44
And if someone has a, how do I say formed or a previous over
1:49
performer, I definitely have worked really hard to manage
1:53
that. But the biggest thing that I see
1:55
is that it comes up a lot. It comes up a lot with my
1:57
clients. It comes up a lot because of the
2:00
societal standards that are out there.
2:01
And so how can we just notice that it is coming up and that
2:04
isn't actually necessarily going to serve us, especially when it
2:07
comes to if you're in your career and you're trying to get
2:09
to the next level. So let's talk about that.
2:12
So just because you're doing everything, it doesn't actually
2:15
mean you're going to be recognized.
2:16
And that's very, very hard reality, I think for people to
2:19
face is that yes, you could be getting everything done in your
2:23
job description as well as somebody else's.
2:25
And it may not mean that you're actually recognized for the work
2:28
that you're doing. Because a lot of the times folks
2:31
are coming in and they are like the go to person for everything.
2:34
That the person that always gets things done and the person
2:36
always gets everything adds to their plate.
2:37
And here's The thing is that when you are trying to either
2:42
get some kind of recognition, get to a next step, get a
2:44
promotion, does that actually serve you to get promoted?
2:48
A big question that I asked folks when we're doing like
2:50
promotion planning is, is that what is required for you to
2:54
actually get promoted? Have you talked to the people
2:56
who keep the keys to that, whether it is like your leader,
2:59
HR, your your skip level, the leader of the, the manager above
3:02
your manager, Have they vocalized to you what actually
3:05
needs to be done in order for you to get there?
3:06
Because a lot of the time I hear is that, you know, folks are
3:10
like in the weeds are doing everything and actually not
3:12
being quote UN quote high level, not for strategic enough.
3:14
And that's super hard to be strategic and get everything
3:16
done and be the good person for everything.
3:19
So I think especially as like high achieving women, high
3:22
achieving women of color, first, second Gen. right?
3:26
It's just we're often told that like working hard is what's
3:29
going to get you like seen or recognized or acknowledged and
3:33
that we will be rewarded. And I think there's just such a
3:35
big difference of like cultural values of what it is that maybe
3:40
our families value or our cult is between what is potentially
3:45
the traditional American values. And there's no like right,
3:47
wrong, good or bad. But it's understanding of when
3:50
these things serve you, when maybe they need to be adjusted
3:52
or tweaked in order to help you strategically move up and the
3:55
way you want to move up. And so I always want to say that
3:59
like working hard is not the stand alone solution.
4:03
I think that there also has to be a shift of like perception
4:06
and, and some kind of visibility in order for you to be valued
4:09
for what it is. And so I think the big thing is
4:11
that when we are over delivering, constantly over
4:14
delivering, over indexing, over performing, it can actually make
4:17
it harder for others to recognize and see you as
4:20
strategic or that you are ready for something more.
4:23
And so I think that's something that is a little shocking to
4:26
people especially. And so like, wait a minute.
4:29
But like I'm always told that I'm doing a great job, but
4:31
they're not getting me to the next level or promoting me into
4:33
leadership. I don't understand why.
4:35
And it's because you have just shown that you're so good at
4:38
like being in the weeds and doing everything.
4:40
They actually need to see that you're also good at the strategy
4:42
to help move you into the next level as well.
4:45
And so how can we do that? So I think that is the biggest
4:47
thing here is that I just want you to know is that if you're
4:49
somebody who like over indexes on being the go to do it all for
4:53
everything and over delivering that, knowing that that stand
4:56
alone probably will not be the strategy that gets you promoted.
5:00
Especially if you're somebody who's listening to listening to
5:02
this and you're like, wait a minute, I've been doing my job
5:06
and for some time now a year or years and I still haven't gotten
5:10
the promotion that I've been looking for.
5:12
And so that's usually when people come into coaching and
5:14
they're like, yeah, it's been it's been some time now of me
5:17
getting everything done and some and I'm still at the same level
5:20
and I don't understand why. And so this is usually something
5:23
that we kind of talk about. So I had a client who was in a
5:25
very mission driven organization, right?
5:27
And she was leading key projects.
5:30
She was helping mentor the junior staff.
5:32
She was hitting every single target, but she still was not
5:35
getting promoted. She couldn't understand like
5:36
what is happening here that I'm not getting promoted.
5:38
And the biggest thing was not like 1.
5:40
She was doing her work and it wasn't taking credit for it.
5:43
I know that's not necessarily like naturally where we lean of
5:46
like, OK, let me take credit work that I'm doing, communicate
5:49
it, but that was definitely a big thing there.
5:51
The thing was like creating visibility for herself so she
5:53
could be recognized just outside of the bubble that she's in.
5:55
So a lot of the times we are like the go to amazing person
5:58
for everything, but the only people that know that are like
6:00
our cross functional direct partners and like our manager.
6:04
And usually to get a promotion or to move up, you have to have
6:08
additional visibility with other leaders in your manager's
6:10
manager in order to move it up. People don't necessarily realize
6:13
that because it's not spoken to get a promotion, you have to
6:16
have multiple people approve that process.
6:18
It's not just your manager. And you have to have multiple
6:21
people approve that process for your promotion for title as well
6:23
As for scope of the budget. And so that just doing that work
6:26
alone wasn't going to be enough. She actually would have to
6:28
create visibility with the key people that would help move it
6:31
forward, right? And also she has stopped saying
6:34
that it was like the team that did it.
6:35
The team didn't know like there were things that she
6:38
intentionally did and LED and organized and executed in order
6:41
to help get her there. And so that is something that
6:43
should have learned to just learn to take credit for.
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But we don't do that necessarily in these in our cultures that
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are very much like collective community base.
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It's not very much I, but here's The thing is that within these
6:53
structures, we have to also be able to be comfortable flexing
6:56
it out of that and being able to showcase the things that we've
6:58
done ourselves too and take credit for that, which is can
7:00
feel very like jolting if that's the way you're used to.
7:04
And so it's like being able to know that these things have
7:07
served you in so many amazing ways of working hard, of being a
7:09
team player and from just like, you know, keeping to yourself to
7:12
realize that, OK, like I've established a safety there, but
7:15
if I want to like grow my identity and step into this new
7:17
space, then I'm going to have to we can step out of my comfort
7:19
zone in some ways and do that. And so she was able to realized
7:24
that just talking to her manager alone wasn't going to cut it,
7:27
and just being able to get everything done wasn't going to
7:28
cut it, that she was going to have to go even further.
7:31
And so we ended up having her talk to the HR partner that was
7:35
helping to move that promotion along, as well as that person's
7:37
head of HR, as well as ended up talking to the CEO.
7:41
And it finally moved her forward.
7:42
She got the promotion that she wanted, which was amazing.
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And she got a salary increase too.
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But the biggest thing that she was, it couldn't be that I'm
7:49
doing it for the greater good. Like here are the things that I
7:50
drove, here are the things that I did, here's the revenue that I
7:53
increased, right? And she's super smart, very
7:56
ambitious and completely capable.
7:59
But there are just some things that are unspoken when it comes
8:01
to just corporate America and neural that we just need
8:04
somebody to clue us in on. And that's what the goal is
8:06
here. And then outside of having the
8:08
strategy, it's like being able to build up the mindset and the
8:10
capacity to do that because it can be very scary.
8:13
It can bring up some vulnerability to go and have
8:16
these direct and difficult conversations with leaders and
8:19
to through to be like, Hey, this is this is what I earned and
8:23
this is what I deserve. And so that's the so the prompt
8:28
that I would have for you here would be where are you over
8:30
performing in hopes someone will finally notice?
8:34
Where are you over performing in hopes that someone will finally
8:38
notice? And this could be something in
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work when it comes to your manager or your team.
8:45
It could be a friendship, it could be a relationship, it
8:50
could be in your business of maybe there's certain partners
8:53
or collaborators that you work with.
8:54
Where are you over performing right?
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And is that really, you know, and what are you hoping that
9:00
they notice? And do you hope that they notice
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that you're dedicated? Do you hope that they notice
9:03
that you're hard working? Do you hope that they notice
9:05
that you're a good friend or a good person?
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And I'm curious, you know, do you hold anybody else that same
9:12
standard that you're holding yourself to and is it really
9:15
going to serve that ultimately? All right, let's go into the
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Phase 2 is what is the emotional cost of being undervalued,
9:24
right? So we're in these spaces, we're
9:26
over performing, we're over delivering or overcompensating
9:29
or over indexing. And so and then maybe we don't
9:32
feel like we're being valued for the work that we do because it's
9:34
not making a relationship stronger, it's not getting us
9:37
that promotion, it's not getting us the things that we thought it
9:39
would get us, right? And so it's like, what is the
9:42
cost of being undervalued? So you start to second guess
9:45
your abilities or think that there's something wrong with you
9:46
because you're like, well, if I like work so hard and double
9:49
down and do all these things that I'm not, you know, being
9:52
recognized for it or being rewarded for it.
9:54
You start to think like, is it me?
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Is it something that I did? Is it that I'm not doing enough?
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And then you sort of put yourself in this vicious cycle
10:01
of like, it's never enough. It's never enough.
10:03
And then you start to get really exhausted, right?
10:06
Because it's exhausting feeling like you're giving up like 110 a
10:08
120% and then you're still not being recognized for the work
10:12
that you're doing, right? So staying for too long, that
10:16
pattern will start to chip away at your confidence.
10:19
Even if you're amazing at what you do, right, even if you're
10:22
amazing at what you do is there to chip away because you're
10:24
like, OK, well, I'm doing all this stuff.
10:27
I'm not being recognized. I'm not, you know, being
10:30
rewarded. There must be something wrong
10:31
with me. I must not be doing it right.
10:34
And then you're just draining yourself because you've pushed
10:36
yourself and pushed yourself. And it's not it's not
10:38
sustainable to push yourself that much consistently.
10:41
And so then you start to think, OK, maybe I'm not enough, maybe
10:44
I'm not doing enough. And actually you're actually
10:45
amazing at what you do, but maybe it's just the positioning
10:48
or the situation that's not making sense.
10:49
And so I had a client who was like, you know, she was told
10:52
many times she wasn't ready to become a major, You're not ready
10:55
for Amanda role. You know, even though she was
10:57
running these cross functional meetings, she was leading these
10:59
projects. But the thing that we realized
11:01
that it really was not about her readiness, but it was about how
11:06
the organization viewed her. There was this thing about they
11:09
viewed her just as, you know, yeah, she gets everything done.
11:12
She's she's like, you know, working on this, working on
11:14
that, leading us, leading that. But they just viewed her as
11:16
like, honestly, very young at what she did.
11:18
And like, how could she be a leader?
11:20
How could she be a manager? And so the biggest thing was
11:22
just having these direct conversations with them and
11:25
realizing that, like, she doesn't have to do everything
11:28
and burn herself out to be recognized for them.
11:30
But sometimes it's also just about being able to have these
11:32
direct difficult conversations with leadership and say, hey,
11:35
this is where I'm looking to be, right?
11:38
This is where I'm looking to be and doing all this stuff I
11:41
thought would equate to me getting there, but what in
11:43
reality is needed for me in order to get there?
11:45
Then they realized, OK, wait a minute, She's not just trying to
11:47
be like super hard working dedicated or she's actually
11:49
trying to move up within the company.
11:51
So then they gave her a plan. They were together to create a
11:53
plan of what that time would look like.
11:54
And then she was able to move up and become a manager.
11:56
But here's the biggest thing is that like it's not just about
11:59
do, do doing. It's also about like
12:00
communicating what your needs are, what is your desires, what
12:03
is your goal and be able to make that happen.
12:06
Because if not, then you are going to keep working so hard
12:09
over indexing and being like, why does no one understand that
12:12
this means that I want to get to this next step.
12:15
So I never want you to feel like you're doing everything, but
12:18
maybe you haven't communicated what it is that you want.
12:20
And then you start to feel for what the work is that you're
12:23
doing. You start to question yourself
12:24
of like, why is it not enough when sometimes it's about
12:27
getting coached on that clarity of being, having that
12:29
conversation, say, hey, what is required of me and this is how I
12:33
want you to start to see me. And if you don't see me this
12:35
way, what is it do you feel like I need to do in order to get
12:37
there right. And so the prompt that I would
12:40
give you for this would be what has being on value made you
12:45
question about yourself? So is there somewhere you're
12:47
like, I feel like no one values me here.
12:49
I feel kind of undervalued. And what is it starting to
12:51
question within you? Because that's something to
12:52
start to note that you don't want that start to chip away.
12:55
And we don't want that belief or that thought to start to cement
12:57
itself in your mind, right? Mindset comes up a lot.
13:00
And it's not even just like a cute catch phrase.
13:02
It's like our thoughts and our beliefs, they start to shape
13:06
what we feel like it's we're capable of, right?
13:09
And so it's really important to start to notice those things so
13:11
you can start to support yourself when they do come up.
13:14
We don't want to let like a, a negative thought or belief just
13:16
sit there and fester because it starts to grow and it will have
13:19
roots and then it will start to pull you down in situations
13:22
where you really need to try to lift yourself up.
13:24
So it's just about noticing when those things come up and
13:26
thinking about how can you support yourself?
13:28
So that's why I say, is there a place or a situation that has
13:31
made you feel undervalued for the work that you do or for what
13:35
it is that you do? And is it making, what does it
13:37
make you question about yourself?
13:38
And let's sit with that thought, like, is that real?
13:40
Is it true? Do we want it to be true?
13:42
How long have you been thinking about that?
13:45
It's important to figure out like what are the costs and
13:47
expenses of allowing these things to sit there.
13:50
So let's talk about phase three. So like what actually works
13:52
instead? So versus like over performing,
13:54
over delivering, over indexing, what can you do that will
13:57
actually help support you in what it is that you're trying to
14:00
achieve? And so we hear this term a lot,
14:02
but believe it or not, it is super important, but it is
14:04
boundaries, right? It's boundaries of creating and
14:07
figuring out like what is required of you, what is needed
14:10
in order to be successful and making sure that you are having
14:13
guardrails for yourself and that you're not over indexing.
14:16
And so when it comes to let's say like work, I'll have a lot
14:19
of clients that will come in and they'll be like, I wake up, I'm
14:22
on, I'm on Slack, I go to sleep, I'm on Slack.
14:24
And if for users who have teams, it's like being on teams.
14:27
And so they're constantly checking all these updates and
14:29
all these notes, like they're constantly checking their
14:30
emails. And so it's like you are
14:32
constantly putting your body on this like alert system of like
14:35
you're constantly on. And so it's adrenaline is not
14:38
turning off, You're not allowing yourself to have rest, right?
14:41
But the other thing is too, is that all you're showing is that
14:43
you're able to do more and more and more and more and more.
14:47
It will never slow down. It will never be enough for the
14:49
people because people are always going to take, right?
14:51
And so you have to be able to create that boundary for
14:54
yourself. Now, believe it or not, I have
14:56
seen and witnessed the people who don't have boundaries end up
15:01
staying in those positions that they want to move out of because
15:05
they have just shown that they're willing to do anything
15:07
just and they'll just stay there.
15:08
The people who typically are very well boundaried for the
15:11
most part move up and get promoted.
15:14
And that's because you're able to say no.
15:16
They're able to say what are the things that are not going to
15:18
help move them forward. Here's the other thing I would
15:20
challenge you on is that when you're saying yes to things, the
15:23
things that you're saying yes to are those are things that are
15:25
going to help you move forward. So like, for example, if you
15:28
have goals for your business, if you have goals for your role and
15:30
your responsibilities in your company, the things that you're
15:32
saying yes to are those things that actually you're being held
15:35
to and, and measured against, or are they extra things that don't
15:38
even help and support that mission?
15:40
Because that would tell me that you're just saying yes to too
15:41
many things. You're not able to delineate
15:43
what is a priority, what's important.
15:44
And that reflects also when it comes to the partnership that
15:47
you work with in your business. It comes to the same thing with
15:49
the, with leadership looking to promote the next thing is like
15:52
creating the visibility of the work that you've done, right?
15:54
You don't want to just be working behind the scenes,
15:56
burning yourself out and everyone's like, well, what are
15:59
you doing? That's the worst feeling ever of
16:02
that. You're just behind the scenes
16:03
working constantly and no one can even know that you've been
16:06
working. And it's not to say like, hey,
16:07
there's like this big sign saying like, look at me, I'm
16:09
working super hard. So I feel like people think,
16:12
well, why would I like head and tout that I'm working so hard?
16:16
It should just be a given. It's my job.
16:18
But the other thing is it's not. If people don't know what you're
16:21
working on, they can't help promote you.
16:25
They can't help advocate for you.
16:27
They can't help you if your workload is too is too much.
16:30
And there is an important part of visibility to me is not just
16:33
about like getting out of stage and speaking or presenting.
16:36
Visibility is also about communicating what is you've
16:38
accomplished. So if you're amazed with your
16:40
manager being like, Hey, this is what I worked on the last week
16:43
that went well. These are the things that I'm
16:44
working on that I feel like I'm getting stuck in.
16:46
Here are the things that I don't know if I can get through in the
16:47
course of this week. But you know, is there a way I
16:49
can get extra support? And that way they start to know,
16:51
OK, here are the things that you've already made an impact
16:53
on. Here are the things that they
16:54
can help you move forward. And then here are the things
16:56
that maybe are like too much on your plate, but we have to be
16:59
able to practice that because if you're just somebody who just
17:01
hides behind and gets everything done, it's it's also showcasing
17:04
that where are your communication skills?
17:05
Where is your ability to communicate?
17:07
What is that you're doing? Your value is not just held by
17:10
just doing work. It's also by being able to
17:12
communicate and advocate for yourself.
17:14
And so it is being very important answer to about how
17:18
you self advocate for yourself more than anything else, right?
17:21
Being able to advocate for expecting what your needs are,
17:23
committing what you're working on and knowing when to say no to
17:26
yourself, right? Not just others, but no one want
17:29
to say no to yourself because we are the first ones to say yes to
17:32
everything for everyone else. And so, you know, within what I
17:36
do in my space is making sure we just do a little reset of what
17:39
are you currently tolerating, you know, and decide what kind
17:42
of work you want to do and what kind of recognition you're
17:44
looking for and making sure we align those things, right.
17:47
Because I think if you don't realize what you're tolerating
17:50
and you just keep taking it on, taking it on, you start to feel
17:52
like you're drowning and drowning and drowning.
17:55
And so you don't have to prove your worth over and over.
17:59
You get to own it and move where it is valued.
18:02
So I think that's, and that's important too.
18:04
I think we're so used to like prove, prove, prove, prove,
18:06
prove constantly energy. Like, yes, you want to create a
18:09
reputation and recognition for yourself that you are good at
18:12
what you do, but also you have to know that like there's a
18:15
point where you have to not continually over end it, right?
18:18
There are seasons, there are moments, and that's all that
18:19
stuff that's important. So I have a client who she had
18:24
been picking up everyone's slack because she was like, well, I
18:27
can just do it better and I can get it done.
18:29
And there's absolutely nothing wrong with that.
18:31
But the biggest thing was that she wasn't telling other people,
18:34
like her manager for example, that she was taking on these
18:36
extra tasks. So for her manager, they're
18:38
thinking that she's just doing her tasks only, but in reality,
18:41
she was doing three other people's tasks as well because
18:44
they were either not collaborating on these projects,
18:46
they weren't getting their portions done.
18:48
And so she was feeling really low energy and burnt out and
18:50
undervalued. And so the biggest thing was
18:52
like being able to communicate, hey, I'm not throwing these
18:56
other people underneath the bus. I'm just communicating that they
18:59
needed extra help and I'm jumping in and helping and by
19:03
doing that, this is how much time I'm dedicating to this
19:05
versus the time I'm dedicating to the things that I'm supposed
19:07
to be working on and it to take a little bit of a toll on my
19:10
energy. That's OK to do that.
19:12
It's OK. It's actually, and that's how
19:15
you can start to actually work instead of for you, which is
19:18
communicating that. And so that allowed her to stop
19:23
going and living in this place of like burnout and start to
19:26
recharge a little bit more by having those things allocated.
19:30
And it's hard to change how she was viewed.
19:32
How much more respect do you have for the person who's able
19:35
to say, hey, I've been taking on these extra tasks and I don't
19:38
have the capacity to do them as as anymore.
19:40
Like I can't do the extra ones, but I can maintain these first.
19:43
The person who's constantly, yes, I can do it.
19:44
Yes, I can do it. Yes, I can do it.
19:45
And they're burnt out, right? Like that doesn't.
19:48
I'm so curious for you, the people who you see as successful
19:51
on your teams or in your company, are they the person
19:53
that say absolutely yes to everything or are they not?
19:56
Just out of curiosity? All right, so your prompt here
20:00
would be what shift in your behavior could make space for
20:04
the recognition you deserve? So what shift could you make in
20:07
yourself when it comes out of your business or within your
20:11
work? What shift could you make?
20:13
Could it be not saying everything?
20:15
Could it be could just communicating, hey, this is out
20:17
of the scope of what I do. So if I do, it's going to entail
20:20
XY and Z. It'd be, you know, making a
20:22
shift when it comes what you're what you're willing to take on
20:26
versus not. And so just thinking about what
20:28
that shift I think is important when it comes to figuring it's
20:32
going to work for you. Instead, it takes doing a little
20:34
bit of like self reflection and analyzing, OK, I've been doing
20:38
it this way, reassess. And I think that part is really
20:44
important when it comes to experience, whether it is
20:47
coaching or just growth and working on yourself.
20:50
And so just to recap for us here, the first thing we said
20:54
when it comes to over performing and still, you know, and still
20:58
being undervalued is phrase one. Over performing is not a
21:03
promotion strategy. It's not a strategy in general.
21:05
OK, so just because you could do everything does not mean you'll
21:07
be recognized. And even though we are told to
21:09
work hard, that alone is not going to shift the support or
21:12
strategy or perception of what we may need, right?
21:15
And over delivering can actually make it harder people to see us
21:17
as strategic or that we're ready for the next step because we are
21:20
so in depth of the weeds. So understanding, you know that
21:23
piece. And then what is the cost of
21:25
over performing and over delivering and over indexing,
21:27
right? You start to get exhausted.
21:29
You start to believe that whatever you do is not enough.
21:31
You start to feel like you're not being seen.
21:33
I'm here to second guess your abilities like is, is there
21:36
something wrong with me that I'm not being recognized for this?
21:39
And so staying too long in that pattern starts to tipulate your
21:41
confidence when you're great at what you do.
21:43
And so it is important to realize and recognize that like,
21:45
I don't need somebody else to value me.
21:47
I value myself in the work that I do.
21:49
And that by doing more does not necessarily mean that I will
21:52
finally be of value, right? I acknowledge to myself, I know.
21:56
And then knowing that to do what we're talking about phase three,
21:59
like understanding what actually works instead.
22:02
So knowing that like having these guardrails for yourself or
22:05
boundaries for yourself is actually going to help you
22:07
Createspace and have the energy to start to be strategic of how
22:10
you advocate for yourself in these spaces.
22:12
Whether it's communicating that you're taking on too much,
22:14
whether it's communicating that you, you know, want to get to
22:18
the next level and get promoted. These are the things that you
22:20
were looking to do and be able to have those conversations.
22:22
Whether it is you're too much in the ways you want to do more
22:24
strategy to be recognized for that.
22:26
And it's being able to figure that piece out too.
22:28
And so knowing that you do not ever have to prove your worth
22:30
over and over and over again, right?
22:33
And I think that is the part that I want to take home and
22:36
wrap up here when it comes to when you are over and you still
22:41
feel under, dude. So as someone who is a former
22:44
and sometimes still over performer, over indexer, just to
22:49
know that you know, understanding your why of why
22:51
you're doing it and is it actually serving you.
22:54
All right, so I will catch you next week and I will talk to you
22:57
soon. Thank you again for tuning into
23:01
today's podcast. I hope this episode gave you
23:04
some strategies and insights to shake up on how you lead in life
23:07
and business. If this inspire you to take
23:10
action and you're wondering what is it like to work together,
23:12
There are three different ways we can work together.
23:14
The first one is private coaching.
23:16
If you're looking to build something from the ground up,
23:18
whether it is break into a new industry, really own your
23:22
leadership on a deeper level and lead teams, or if you're looking
23:26
to build your business, then private coaching is definitely
23:28
for you. It's that one one hands on
23:30
support, that custom personalization of being able to
23:33
make that happen. And so typically within private
23:35
coaching, we are developing and having you own your expertise.
23:39
We're really growing your ability to do strategic decision
23:41
making, build that confidence within yourself and make sure
23:44
that you're going after what you really want and not settling for
23:47
what you think you deserve, which I love.
23:49
The second one is my group coaching program, which is the
23:51
pivot and promotion community. This is a 12 month program, so
23:55
for a full year, it is for career development, for growth,
23:59
for accountability, for shared learning.
24:01
So if you're someone who likes the community space, a group
24:04
setting for that extra support to make sure that you're
24:07
achieving your goals, then this is definitely for you.
24:10
This is for the person who is the aspiring leader who is
24:12
either just stepping into leadership or is moving from
24:15
individual contributor to leader.
24:18
And you want to be able to practice being able to have
24:20
direct or difficult conversations, speak up, be
24:22
visible and network and be seen as a leader.
24:24
You already are. Then this is the space for you.
24:27
So go ahead and click and take a look at that program.
24:30
And last but not least is speaking engagement.
24:33
So if you are somebody who wants somebody to come in for your
24:37
organization, for your team, for your conference and deliver a
24:40
talk or a workshop that's really going to challenge the status
24:43
quo and help motivate and inspire, then I'm for you.
24:47
So the next step after all of this is to go to my website at
24:50
dannytan.com. That's DANITA n.com.
24:54
And you can book a call for any of these three options.
24:56
We'll get on the call, we'll talk about what it's like to
24:58
work together, and then we'll take it from there.
25:00
So hopefully this was more than enough to get you started to
25:05
take bold and badass action and I will see you next week.