Latest / You're Overqualified Podcast - Career and Leadership Strategies for Women / 114. Why Promotions Go to People Who Communicate Their Value

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114. Why Promotions Go to People Who Communicate Their Value · 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
• 0:13
  Promotion podcast where we say forget the rules because they
• 0:16
  weren't written for us. I'm Danny Tan, I'm your host as
• 0:19
  well as career and leadership coach and a proud advocate for
• 0:22
  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.
• 0:30
  Those that feel right for you, whether you're climbing the
• 0:32
  corporate ladder, starting something completely new, or
• 0:34
  just figuring out your next step.
• 0:36
  I've got you covered with strategies, stories, and
• 0:38
  straight up inspiration. So let's make some moves.
• 0:45
  Hello. OK, so today we're talking about
• 0:47
  why promotions go to the person who communicates their value.
• 0:53
  It's not for the person that unfortunately, which I know it
• 0:55
  stinks, but you can be the hardest working person, the most
• 0:57
  dedicated working person. You can be the the first one in
• 1:01
  the last one out, but that alone is not going to get you
• 1:04
  promoted. Yeah, it's it's kind of tough.
• 1:07
  It's kind of tough because especially if you identify as
• 1:10
  first, second Gen. eldest daughter, woman of color, person
• 1:14
  of color, you probably know that we have definitely been taught
• 1:18
  that work really hard, work really hard.
• 1:20
  And those results will come. I was absolutely really nothing
• 1:23
  wrong with that. It's like a beautiful, beautiful
• 1:25
  concept in theory, but within corporate America that's just
• 1:28
  not always the case. So a lot of my clients will come
• 1:31
  into coaching and they will say, I've been working so hard.
• 1:35
  I've been passed up for promotion year after year after
• 1:38
  year and I'm so tired of it. What do I need to do?
• 1:41
  I'm the go to for everything. Everyone's always coming to me
• 1:45
  for problems. I'm always fixing them.
• 1:47
  I'm working the job above me, the job below me, my job.
• 1:51
  And I'm still not up for promotion yet.
• 1:53
  And so I want to say something. Is that like thank you, one for
• 1:56
  all of your hard work and the, and the things that you're
• 1:58
  doing. So I'm sure you're trying to
• 1:59
  like better your life, better your family's life, better your
• 2:02
  friends lives. But there are are some tools,
• 2:06
  skills, resources to kind of understand when it comes to
• 2:09
  promotions in general to make it a little bit easier.
• 2:12
  So yes, why promotions go to people who are able to
• 2:15
  communicate their value is because of so many reasons of
• 2:18
  being able to have your manager understand your case of why
• 2:23
  you're trying to promote it. So they can speak to it, to
• 2:25
  their boss, to HR. So there's so many different
• 2:28
  layers to it. And we will break it all down, I
• 2:31
  promise. All right, so I'm going to go
• 2:34
  ahead and I'm going to, if you are watching the video version
• 2:38
  of this, I'm going to share my screen because I used to do this
• 2:43
  series on LinkedIn Live before I had the podcast.
• 2:48
  And it's going to be and as of Marshall will be 3 years and as
• 2:53
  of Marshall be 3 years of me doing this series.
• 2:56
  And I used to from day wanting to do with the PowerPoint
• 2:59
  presentation every single week. And so I thought, you know,
• 3:04
  being in 2026, why don't I bring back the presentation here and
• 3:07
  there and see how that kind of lands for a visual.
• 3:10
  So if this is something that like, oh, I kind of like this
• 3:13
  visual with it, you know, drop me a message either on LinkedIn
• 3:18
  or reply to one of my emails on the e-mail list and that'll let
• 3:21
  me know that you liked this this series.
• 3:24
  And so I'll go ahead and share. All right, here we go.
• 3:28
  You see me and you see the slides to the side of me.
• 3:31
  So let's get started. So the biggest thing and like I
• 3:34
  was saying before is like promotions don't go to the
• 3:36
  hardest worker that solely cannot be what it is.
• 3:39
  It's not about volume when it comes to promotions like harder,
• 3:43
  you know, working the hardest, working the longest hours is not
• 3:45
  guarantee recognition for the work that you're doing.
• 3:48
  And it's often effort is often very invisible, very invisible
• 3:53
  to higher levels, because really what matters is the people who
• 3:58
  are responsible, who are holding the keys to your success, to
• 4:00
  your next title, to your promotion.
• 4:02
  They need to see your visibility, be able to see what
• 4:06
  it is that you're doing. The work cannot be invisible.
• 4:08
  So that way they have a good case for making this promotion
• 4:10
  happen. And it's not about being louder.
• 4:12
  I hear a lot of folks who are like, I have to be, I need to be
• 4:15
  the loudest person in the room. I have to be the most visible
• 4:17
  person. There are ways to effectively
• 4:21
  and creatively communicate, to draw the connection between the
• 4:25
  work that you're doing and what it is that you're doing without
• 4:27
  it feeling like, oh, I have to go around and self promoting
• 4:30
  myself or I have to go around dominating all the
• 4:32
  conversations. That not that's necessarily
• 4:34
  true. So for those who feel like, oh,
• 4:37
  I'm more introverted or oh, I just keep my head down, like
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  there are tactical ways to do this without having to be
• 4:42
  walking around with a big banner.
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  So I just wanted to reiterate that.
• 4:46
  And then it's really about like the clarity around the value
• 4:50
  that you're providing. So being able to clearly
• 4:53
  communicate the value that it is you are providing to your job,
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  the contributions that you're doing so that they're under, how
• 5:00
  they link back to the business, how they link back to the
• 5:03
  outcomes, how they link back to the goals.
• 5:05
  And so you may say, but my, I'm always getting positive feedback
• 5:08
  from my manager. I'm always getting positive
• 5:10
  feedback from my coworkers, but positive feedback is not enough.
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  There has to be a lot of conversation, a lot of clarity
• 5:17
  around it and a lot of speaking to how what you're doing is
• 5:20
  driving to the business goals, being able to get everything
• 5:23
  done on your checklist and your and your manager's checklist
• 5:26
  will not solely be enough. There will have to be a bit more
• 5:30
  there when it comes to it. And so we'll talk about that.
• 5:32
  So this session is going to explore why communicating your
• 5:35
  value is, is just as important, if not more than working super
• 5:39
  hard. And you're going to be like,
• 5:41
  what does communicating value mean?
• 5:42
  And I will break it down and the decision makers, so decision
• 5:45
  makers of your promotion, that's HR, your manager, your managers
• 5:49
  manager, they need to understand how your work connects to these
• 5:53
  outcomes for the business. And that's not just happened by
• 5:55
  accent. You have to make it super
• 5:57
  obvious for them for them to make this case.
• 5:59
  So let's go ahead. So why effort alone does not
• 6:02
  lead to it is because even if you are a high performer, right,
• 6:06
  and the work, you're like, the work speaks for itself.
• 6:08
  I'm doing amazing. But that's the thing.
• 6:11
  You have to also be able to ensure that you're getting the
• 6:15
  recognition for the work that you're doing and you're
• 6:17
  showcasing the value. Especially when you're trying to
• 6:19
  move up in an organization to higher levels, you have to make
• 6:22
  sure that effort does not go unnoticed.
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  So there's an invisible work problem here because leaders,
• 6:27
  they promote based off of understanding the impact,
• 6:31
  understanding you know who's doing the work, understanding
• 6:35
  what is happening, not just the hours that are logged.
• 6:37
  And senior leaders are not really in the day-to-day with
• 6:40
  you. You do you see your boss's boss
• 6:41
  and the day-to-day to you with the work that you're doing, even
• 6:43
  your boss may not be in the thick of it with the day-to-day
• 6:45
  of the things that you're doing. It's mostly like your other
• 6:48
  colleagues, your coworkers. And so without clear
• 6:50
  communication, contributions become just like in the
• 6:53
  background. They don't see it.
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  They just know that things get done.
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  And then you start to get vague feedback of like, oh, you're
• 6:58
  doing really great and you think, OK, awesome, I'm doing
• 7:01
  great. This has been made for, but we
• 7:03
  have to have like very quantitative information of what
• 7:06
  that is. And so decision makers can't
• 7:08
  clearly articulate your value. If they can't articulate your
• 7:13
  value, then they can't advocate for you.
• 7:15
  So if your manager can't talk about, you know, how much you've
• 7:18
  helped the business when it comes to growing an audience,
• 7:21
  how much you help the business when it comes to increasing
• 7:23
  revenue, how much you help the business in reducing the
• 7:26
  timeline of something or the length it takes to get a project
• 7:29
  done. It's going to be really hard for
• 7:30
  them to vouch for you, to advocate for you when it comes
• 7:33
  to moving you forward. And so understanding that piece
• 7:35
  is really important. And so, Oh my gosh, I have had
• 7:39
  countless clients who have talked about they've had the
• 7:42
  best performance reviews ever and they're just not moving
• 7:44
  forward. And it's because they're getting
• 7:46
  vague feedback, which is indicated that, you know, they
• 7:49
  know that they're doing well. They're being told they're doing
• 7:52
  well, but they're not driving home the conversation with their
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  manners when it comes to what is needed and understood in order
• 7:58
  to get a promotion with those who are the decision makers.
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  And so this is what communicating your value
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  actually means. So it's not about like anything
• 8:07
  and all that authentic. I feel like a lot of, you know,
• 8:09
  a lot of people will come to me and they'll say, well, I feel
• 8:11
  like it means that I am, I'm showboating or I'm gloating.
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  But that's not what it is. It's stating the facts, what
• 8:19
  communicating your value is not. It's not about bragging.
• 8:22
  It's not about being like, Oh my gosh, look at me being the
• 8:26
  loudest person in the room. It's not about listing, listing
• 8:28
  every single task that you've ever done.
• 8:30
  And it's not about overselling your contributions.
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  No one here is telling you to like inflate anything.
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  But what it is, is it's naming the specific impact that you've
• 8:38
  done, like how did you help reduce expenses?
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  How did you increase revenue? How did you help increase
• 8:45
  retention? How did you, you know, help grow
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  an audience? How did you how did you better
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  the project so it got done on time?
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  These are all things of business outcomes and how they help an
• 8:56
  overall goal and making decisions and priorities
• 8:59
  visible. So talking about the things that
• 9:01
  you have done strategically, the things that you've decided, the
• 9:04
  things you're moving forward and sharing that with your your
• 9:07
  manager and your manager's manager.
• 9:08
  So not just saying, I executed and got the thing done of saying
• 9:11
  like, Hey, you asked me to do this.
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  And when I was looking at it, I actually thought of a new way
• 9:16
  that we could approach it. And this is the reason why.
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  And this is what I think will help drive it that are these are
• 9:21
  the things that talk about when it comes to communicating your
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  values. I'm very passionate about this
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  just because I work with such I'm like literally like
• 9:29
  hammering the counter. I'm just I have such amazing
• 9:32
  clients, like so many amazing clients, so many amazing women
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  who are either immigrants, the United States or first or second
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  Gen. in their family to graduate college or be born this in this
• 9:44
  country. And they have such beautiful and
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  amazing expertise, intelligence, value and all the things that
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  they bring. And it's just sometimes the
• 9:53
  systems are not set up to be very clear of what it takes to
• 9:56
  get and promotion. So it's not about skill or
• 9:59
  ability and it's not honestly on on us as a community or society.
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  It is really the system. And so when I speak on these
• 10:06
  things, it is really about trying to pull the curtain back
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  of what is, what is the reality of what it takes to make these
• 10:14
  things happen, to help you, to help push you forward.
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  Because by you understanding how to communicate your value, by
• 10:20
  you being understand, understanding your ownership of
• 10:22
  all the amazing things you do, it creates an opportunity and a
• 10:26
  space and a gap for you to move up, which will then in turn
• 10:30
  uplift the community because you always are going to bring up
• 10:32
  somebody else with you. And so that's why I'm like
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  really harping on this today is just, I think in, in times like
• 10:38
  these, we need leadership to change and leadership changes
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  through this. So, you know, I have a client
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  which I can share endless versions of clients, but of
• 10:48
  constantly there's a difference between, you know, saying I
• 10:50
  finished a report to I finished a report that should we're going
• 10:52
  to have 200,000 in savings. Like such dramatic way of
• 10:56
  sharing that right? Of like versus I finished the
• 10:59
  report, everything's all set to I finished it.
• 11:00
  When I looked at it, I was able to find some savings.
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  And so just understanding that part of I just want you to
• 11:05
  really own. I want you to own what it is
• 11:08
  that you do, own what it is that you are doing because you are
• 11:11
  working so hard. And so we'll help break this out
• 11:14
  a little bit more. So there is a big, you know, gap
• 11:17
  between being valuable and being seen as valuable, which I know
• 11:20
  is like a very painful sentence to say, but many high performers
• 11:24
  find that value and visibility are really important.
• 11:28
  So, and it's very distinct. So you can be valuable to your
• 11:31
  organization. Yeah, overlooked for a
• 11:34
  promotion. I'm say that one more time.
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  You can be valuable to your organization and still be
• 11:40
  overlooked for a promotion because promotions required that
• 11:44
  you have perceived impact and have demonstrated that you're
• 11:47
  ready also for the promotion. So it talks about being
• 11:49
  strategic with your communication, not just having
• 11:52
  amazing performance. So there's this over performing
• 11:55
  trap that happens, right? We believe that advancement is
• 11:59
  going to happen by working really hard over indexing, over
• 12:02
  performing. Then we find that for some
• 12:03
  reason our advancement is stalling and that's because just
• 12:07
  by taking more on projects, longer hours, endless
• 12:10
  volunteering, that does not do it enough.
• 12:12
  The solution is not more work, but recalibrating how you're
• 12:16
  communicating your existing contributions one more time.
• 12:19
  It is about recalibrating. How are you communicating the
• 12:22
  work that you were doing right now, all that work that you're
• 12:26
  doing now, the existing work that is happening?
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  How are you communicating that to your manager versus taking on
• 12:32
  something else? Are you really, if you were to
• 12:35
  sit and make a list of all the things you've been working on,
• 12:37
  the achievements, are you really showcasing how you are moving
• 12:40
  the business He is over performing can actually delay
• 12:45
  your promotion because you are being seen as a doer executor
• 12:51
  versus someone who is strategic and ready for that next level.
• 12:54
  I'm not saying that's the truth. I'm not saying that's the truth
• 12:57
  whatsoever. I'm just saying that right now,
• 13:00
  sometimes we are either conditioned or set up to believe
• 13:03
  that that is solely what it is. Or maybe you do know there's
• 13:05
  something more, but you're not sure on how to take this next
• 13:08
  step. And so, you know, I completely
• 13:09
  understand that. I have a client who was the go
• 13:11
  to for everything. She was go to go to for
• 13:13
  everything and she kept wondering why she wasn't ready
• 13:16
  for the next step. And it was just because she was
• 13:18
  in execution mode. So all they could see was
• 13:20
  execution mode versus being able to see her as somebody who is
• 13:23
  ready to be a leader, who's ready to lead teams, who's ready
• 13:26
  to start to be more strategic, who's ready to start to talk
• 13:30
  about what the business needs are.
• 13:32
  And so to have to really understand what that looked
• 13:34
  like, I sat down with her and we created a promotion plan of what
• 13:38
  the value and the work that she was doing, how to communicate
• 13:41
  that to her manager, getting some real timelines and then
• 13:43
  being able to figure out what that promotion plan, that
• 13:45
  cadence looks like and to start to speak to things more
• 13:47
  strategically versus just getting things done.
• 13:51
  And so promotion decisions, where are they really made?
• 13:56
  A lot of the times we believe that promotions are done at the
• 14:00
  review cycle, but they're honestly, they're constant,
• 14:03
  they're ongoing, yes, like hear me out.
• 14:05
  So you may say, no, I'm asked and promotions happened during
• 14:08
  our review cycle or I've asked and promotions happened during
• 14:10
  these two times a year. But here's The thing is that a
• 14:13
  lot of the times we have talked about, we asked for a promotion
• 14:17
  once, say they were interested in it once, and then we kind of
• 14:20
  let it sit and then we kind of walk away.
• 14:23
  And we assume that if we keep doing work that they know that
• 14:27
  it's towards this promotion. And let me tell you, having a
• 14:29
  one and done conversation with your manager is not going to
• 14:33
  guarantee that they're going to remember that you want a
• 14:34
  promotion. Now that sounds crazy.
• 14:36
  Even if you were the only direct report for that person, they may
• 14:39
  not remember that and it may not be top of mind about getting you
• 14:43
  a promotion. They may be focused on the
• 14:45
  things for the business they have to focus on.
• 14:47
  And so just knowing that for yourself that you have to
• 14:50
  prioritize that for yourself. I know it doesn't feel fun, but
• 14:54
  no one is going to drive your career directory except for you.
• 14:59
  For the rare few who do have managers and leaders who do care
• 15:01
  about that, Oh my gosh, amazing. They're awesome.
• 15:04
  But for the majority of the time, everyone is like so
• 15:06
  focused on themselves and what is that they're doing that
• 15:09
  they're not necessarily thinking about you and your promotion,
• 15:12
  even though you asked for it previously.
• 15:14
  So just knowing that the most important part is that it is an
• 15:17
  ongoing conversation. So for example, when I'm working
• 15:20
  with someone, we create a promotion plan and one of the
• 15:22
  first things we talked about is outlining how you're going to
• 15:25
  have these repeated touch points with your manager and anybody
• 15:28
  else who's a key stakeholder for you getting provided with.
• 15:30
  That's your manager's manager or HR.
• 15:32
  You have to have constant conversation because if you have
• 15:35
  a one and done conversation and wait 12 months, six months, nine
• 15:38
  months, it does not mean it's going to happen.
• 15:40
  It has to be constant of like, like how am I doing?
• 15:42
  This is what I've been working on.
• 15:44
  That way there is no surprises when that time comes for that
• 15:46
  review cycle. You also have to start to build
• 15:49
  an advocacy. Like your manager has to be able
• 15:51
  to be your biggest cheerleader and advocate for you to get that
• 15:54
  promotion to happen. If they can't, if they don't
• 15:57
  feel confident and they have not built the ability and the
• 16:01
  resources and the value and the messaging to speak to why you
• 16:04
  deserve to get a promotion, you have to figure out then who is
• 16:08
  going to do it. And if the person that's
• 16:10
  supposed to be responsible for signing off on your promotion,
• 16:13
  if that ends up being your manager, your manager, manager
• 16:15
  or HR, you have to start to then instill in these ongoing
• 16:18
  conversations, talking about the work that you're doing,
• 16:21
  showcasing the things that you're doing.
• 16:22
  So that way they're able to help push it forward.
• 16:25
  And the last piece is they need to feel like people who are are
• 16:28
  the keepers of the keys for getting the sign off.
• 16:30
  They have to feel confident that you can do it because they may
• 16:33
  be getting budget approved, they may be giving you a team.
• 16:36
  So they have to feel good about it.
• 16:36
  So you have to give them the numbers that will help that
• 16:39
  happen to make it happen. So when you are talking to a
• 16:42
  leader, what leaders are really trying to understand is can I
• 16:45
  explain the value of this promotion of this person to my
• 16:49
  peers or my Co workers? Do I have concrete examples of
• 16:53
  how they have created impact on the company?
• 16:56
  Do I feel confident they can handle the next level of
• 16:58
  responsibilities? You know how they demonstrated
• 17:01
  this leadership, the leadership thinking skills, qualities, and
• 17:04
  they're not just an execution mode.
• 17:05
  These are the things that they're thinking about that you
• 17:06
  have to be able to help create the case and fill the gap for to
• 17:10
  make it easy for them to get this to happen.
• 17:12
  And so you know, my clients time and time again, it's like they
• 17:17
  are getting the support to make this happen because they're
• 17:19
  jumping into these leadership positions and they are probably
• 17:22
  the first in their family to do this.
• 17:25
  Like a lot of the times, a lot of times of the first in their
• 17:27
  families within this kind of structure, whether it's in
• 17:29
  marketing, whether it's an e-commerce, digital
• 17:31
  merchandising, customer success tack, you name it, they're
• 17:35
  probably the first in their family to be in a position.
• 17:36
  So when it comes to this next step, it's not that they're not
• 17:39
  ambitious or driven or motivated, but it's about being
• 17:42
  able to have these strategic conversations, be able to learn
• 17:45
  how to influence, be able to learn how to advocate, be able
• 17:47
  to learn how to communicate value.
• 17:49
  And that's really what we're doing.
• 17:51
  We're doing this and so this is what you're you're going to
• 17:55
  start to learn when it comes to how to shift communicating your
• 17:57
  values. What I focus on with the women
• 17:59
  that I work with is it comes down to you're you're done
• 18:02
  approving. We're not going with the proving
• 18:03
  energy anymore, right? We have build the belief.
• 18:06
  And so you're going to create the receipts of your success and
• 18:10
  essentially list out what you have achieved.
• 18:12
  And then we start to talk about how you speak to it and you
• 18:14
  start to get really intentional with your strategy when it comes
• 18:17
  to talking about your achievements, who to talk to
• 18:19
  them about creating timelines and then getting better
• 18:22
  feedback. Feedback is not, you're doing
• 18:23
  great. Feedback has to be very
• 18:25
  tactical. What has to be improved upon and
• 18:28
  what period of time to make this happen between now and then so
• 18:31
  that we are actually preparing your skills towards what it is
• 18:34
  is required for you to get promoted.
• 18:36
  And so we have to go from like the generic to the actionable.
• 18:41
  In case you have not met me before, just so you know, I have
• 18:46
  had 11 promotions in 11 years. I went from being a sample
• 18:48
  coordinator to AVP of a multi build another company.
• 18:51
  I pivoted my careers five times. You know, let's see what was it
• 18:55
  PR, sales, merchandising, e-commerce, entrepreneurship.
• 18:58
  So I was able to change my careers multiple times and still
• 19:01
  get promotions, a lot of promotions in 11 years while
• 19:05
  still making a crazy amount of money.
• 19:06
  Multiple 6 figures. That's just me, OK?
• 19:10
  My clients are also complete like baddies, OK?
• 19:14
  I have two clients that I can think of the top of my head of
• 19:16
  just this year alone who got 2 promotions in the course of the
• 19:19
  last 12 months. 2 promotions, OK, so one within her internal
• 19:24
  company and then left and then got a new job and a promotion.
• 19:27
  Another one who was able to get a job that was 2 levels up.
• 19:32
  So she basically got 2 promotions and 1.
• 19:35
  And so besides that, I have other clients who have always
• 19:38
  been able to either get a salary increase of 20 to 50K to
• 19:41
  doubling their salaries while getting promotions.
• 19:43
  So I see this in the sense of it's not about like, hey, look
• 19:46
  at me and my clients. It's about saying there's so
• 19:49
  much importance when it comes to how to translate how you speak
• 19:54
  about yourself, about your skills, about your values,
• 19:57
  whether you're asking for promotion, whether you're
• 19:59
  preparing for an interview, whether you're trying to pivot
• 20:01
  careers, whether you're trying to start a business.
• 20:04
  It all comes down to the ability of being able to speak to what
• 20:07
  it is that you've done, your achievements, your skills, your
• 20:10
  and what it is, how you can showcase that and the value to
• 20:13
  it so you can connect to it and see the importance and the
• 20:15
  weight of it. Do not let your work go.
• 20:19
  And just be another thing on the list of things that you've done
• 20:21
  right. Really emphasize it.
• 20:23
  That's why we are here. We're here to make a change.
• 20:24
  You make a change and you make an impact by you, you being a
• 20:28
  leader, you being a leadership position, you being able to make
• 20:30
  a change and make an effect on our society and our community.
• 20:33
  You know, like we can't. I can't, I can't have you.
• 20:35
  I can't have you not being in the spotlight, not being
• 20:37
  recognized, not having enough impact and decision making power
• 20:40
  within your organization. So this is what I want you to
• 20:44
  focus on while you've listened to this episode and I've gone
• 20:47
  all ham on take this. I want you to start to review
• 20:50
  your language. How do you talk about your work?
• 20:53
  Are you describing to us or are you describing the impact of
• 20:56
  what you did? And if you feel like you are
• 20:59
  like gloating or you're showboating, I don't care.
• 21:02
  You're not OK period. You're not.
• 21:04
  If you listen to this, you're definitely not.
• 21:05
  And then the next piece is notice the pattern.
• 21:07
  So identify where maybe it's difficult to, you know, write a
• 21:13
  description for something, or maybe you're having a hard time
• 21:16
  to create impact. So notice the pattern.
• 21:19
  If you identify that you have a hard time talking about the work
• 21:23
  that you're doing, then I want you to think about versus saying
• 21:26
  like, oh, I finished this thing. What is the impact?
• 21:29
  So instead of saying I finished the analysis, I want you to say
• 21:31
  the analysis revealed 3 things, 3 cost saving opportunities,
• 21:36
  bum, bum, bum. Or the survey that we did for
• 21:40
  the workshop showed these three parts of impact.
• 21:43
  Increased engagement, you know, was and then more bullet points.
• 21:48
  You got this. And then the last part is find
• 21:50
  an opportunity. I want you to find one upcoming
• 21:53
  conversation and I want you to connect your work to meaningful
• 21:56
  business outcomes. So articulating that to a
• 21:58
  connection. So whether that's your manager,
• 22:00
  whether it's a Co worker, whether it's a networking chat,
• 22:02
  I want you to find an opportunity where you can
• 22:03
  practice communicating your value and how it impacted the
• 22:06
  business. And I want you to remember that
• 22:09
  you don't have to do more. You're already doing so much.
• 22:12
  I want you to take exactly what you're doing.
• 22:14
  I want you to translate it to how it is giving the impact.
• 22:18
  And it's not always about adding more work.
• 22:19
  It's about reframing your existing efforts.
• 22:22
  And in that way, you can advance yourself.
• 22:25
  And I really, really, really want you to take this to heart
• 22:28
  and to think about it, whether you are communicating your value
• 22:30
  for a pivot, a promotion, an interview, whatever it is, this
• 22:34
  is something, a skill set that you'll have for life.
• 22:37
  And so your value, in case I have not emphasized it, bold it,
• 22:40
  underlined it enough, your value deserves to be understood.
• 22:43
  Promotions go to those who are able to share their value and
• 22:47
  it's clear and it's trusted and it's easy to advocate for.
• 22:50
  And so I know you're high achieving and I want you to be
• 22:53
  able to do it and it gets that next level and be able to be
• 22:56
  known for the work that you've been done and honestly to be
• 23:00
  recognized for the work that you've done and to be
• 23:02
  compensated for the work that you've done.
• 23:04
  And so if you're somebody who feels like maybe you want to
• 23:07
  understand what that looks like working together with me as I've
• 23:10
  shared some of the stories of my clients and you want support on
• 23:12
  communicating your value effectively, This is the work
• 23:15
  that I do within private coaching.
• 23:17
  Private coaching is one-on-one. We work together for three to
• 23:19
  six months and we develop your strategy when it comes to
• 23:22
  communication value and a path to a promotion.
• 23:26
  And so if you're curious of what that looks like, you go to
• 23:28
  mywebsite@dannytan.com. That's DANITA n.com com to learn
• 23:33
  more about coaching. What you do is go to contacts,
• 23:35
  book a call with me. We'll talk about what your goals
• 23:37
  are, where you've been stuck, your challenges.
• 23:39
  I'll give you a plan and then we'll see if it's a good fit to
• 23:42
  work together. And so thank you so much for
• 23:44
  tuning in and I appreciate you and I will talk to you soon.
• 23:48
  Have a good one.