Tips for Advancing to Senior Leadership

That VP who barely knows your work just vetoed your promotion. "Not enough strategic presence," they said. After coaching Fortune 100 leaders, here's what I've discovered: ➟ Strong team results ➟ Outstanding metrics ➟ Top performance reviews Yet when promotion time arrives, someone in the leadership room says: "I'm not sure they're ready." What's really happening? The Executive Trust Gap. Take Sarah, a Senior Engineering Manager who led a $14M product launch. Despite stellar metrics (98% team retention, 42% faster delivery), her CPO said: "Great execution, but I need to see more strategic leadership." Three months later, using what I'm about to share, she got promoted and now leads high impact meetings which opens doors to career-defining opportunities. The truth? Trust influences promotion decisions more than performance metrics alone. Here are 7 strategic moves that turn skeptical executives into your biggest champions: 1. Master the executive language shift ↳ Junior leaders talk about activities ("I completed the project") ↳ Senior leaders talk about outcomes ("This delivered 20% growth") ↳ Top leaders talk about strategic implications ("This positions us to...") ↳ Frame your updates at the highest appropriate level 2. Volunteer for cross-functional initiatives ↳ Creates visibility with multiple decision-makers ↳ Shows your impact beyond your immediate role ↳ Proves you think about the broader business 3. The "Preview" Strategy ↳ Brief key stakeholders before big meetings ↳ "I want to share our approach first and get your input" ↳ Eliminates surprise (which executives hate) 4. Create "Trust Deposits" before needing withdrawals ↳ Share relevant industry insights without asking for anything ↳ Congratulate executives on company wins ↳ Build the relationship when stakes are low 5. The 10-minute rule for executive meetings ↳ Practice delivering your message in 10 minutes ↳ Then practice delivering it in 5 minutes ↳ Then practice delivering it in 2 minutes ↳ Be ready for any time constraint 6. Demonstrate intellectual honesty ↳ Address problems before they're mentioned ↳ Acknowledge limitations in your recommendations ↳ Shows judgment and builds confidence in your thinking 7. The "Proxy Champion" technique ↳ Identify who already has the executive's trust ↳ Build strong relationships with these proxies ↳ Their endorsement becomes your shortcut to trust The most qualified person rarely gets the promotion. The most trusted one does. Which of these 7 moves will you implement this week? ♻ Repost to help someone bridge their trust gap. ➕ Follow me for more proven leadership strategies that create real career momentum.

How senior engineering roles are actually filled (what no one tells you) After helping dozens of engineers land leadership positions, I've learned that the traditional approach to networking fails at senior levels. Here's what really works: 1. Stop collecting random connections. Start building a "brain trust" of 5-7 deep relationships with peers at your target level. These become your sounding board, insider guides, and eventually, your advocates. 2. Contribute meaningfully to technical communities before you need anything. Senior engineers who regularly share learnings in Slack groups, contribute to open source, or solve problems on GitHub build credibility that recruitment posts never can. 3. Document your engineering approach publicly. Writing thoughtful posts about technical decisions, architecture patterns, or leadership philosophies gives hiring managers insight into how you think—which matters more than your resume. 4. Master the "problem-focused" conversation. When meeting engineering leaders, avoid asking about job openings. Instead, ask about their current technical challenges and offer perspectives. These exchanges demonstrate your value naturally. 5. Find the "kingmakers" in your desired organization. These aren't recruiters or hiring managers—they're respected senior engineers whose technical opinion carries weight. One referral from them outweighs 50 applications. 6. Develop specialized knowledge in emerging areas where talent is scarce. Becoming the go-to person for a specific technical domain creates inbound opportunities when companies need that expertise. 7. Join technical decision-making forums. Participating in architecture reviews, RFC discussions, or technical design panels positions you alongside senior engineers and makes your transition to their level feel natural. 8. Create leverage through comparative knowledge. Engineers who can speak intelligently about how different companies solve similar technical problems bring unique value to senior discussions. 9. Understand the "hidden org chart" Who actually influences decisions versus who has the formal authority. This insight comes only through relationship building. 10. Be deliberately visible during company inflection points. Major product launches, technical migrations, or strategic pivots create opportunities for external experts to engage meaningfully. The traditional networking advice—attend events, send cold messages, ask for referrals—works for entry and mid-level roles but falls flat for senior positions. At senior levels, you don't get hired through applications. You get hired because the right people already know your value.

Searching for senior executive roles is an entirely different game than most career moves. At this level, the right strategy goes beyond updating your resume and LinkedIn profile. Some insights on building a targeted approach that gets results: 💲 Define Your Value Proposition Senior roles require clarity on your unique impact—think about the transformation you can drive. Reflect on your leadership strengths and the core expertise that sets you apart. This will form the foundation of your story. 💲 Target Specific Companies Don’t wait for opportunities to appear in job postings. Identify 10-20 companies where your experience would add specific value. Tailor your outreach to these organizations, emphasizing the problems you’re uniquely equipped to solve. 💲 Activate & Expand Your Network At the executive level, most roles are filled through connections. Connect with leaders in your target industries and companies, attend relevant events, and leverage connections you may have overlooked. Cultivate relationships—not just for job leads, but to understand industry needs and pain points. 💲 Build Your Brand Thoughtfully Position yourself as a thought leader in your space. Publish articles, comment thoughtfully on industry news, and consider speaking engagements. This isn’t just about visibility; it shows prospective employers your expertise and strategic thinking. 💲 Work with Executive Recruiters & Firms Build relationships with executive search firms that specialize in your industry. They can be invaluable resources, but remember, they work for the hiring company. Stay in touch, keep them updated on your progress, and be selective in who you approach. 💲 Be Prepared for a Lengthy Process The search for executive roles can take longer than anticipated. Focus on keeping momentum and staying positive. Your strategy will yield results if you remain consistent and committed. 🌐 The path to a senior role is nuanced and requires intention, patience, and resilience. Commit to a proactive strategy, and remember: the best roles often come through the relationships and trust you’ve built over time. #executivecareers #careers #jobsearch #strategy

Everyone throws around the term "high potential" in performance conversations and talent reviews. But what does it actually mean? And more importantly, how do you get designated as one when you're moving up through the leadership ranks? What senior leaders actually mean by "high potential": They believe you can succeed two levels up. In roles where the politics are more sophisticated, the scrutiny harsher, the stakes higher. It's not about your current performance. It's about the micro signals that suggest you can be trusted to effectively address enterprise-critical problems that can make or break careers. 𝗧𝗵𝗲 𝗴𝗮𝗽: Half the people with flawless reviews never get seen as high potential. Not because the firm wants to keep them in place. Because they're not broadcasting the micro signals that suggest they can operate two levels up. Your manager loves your execution. Your skip-level doesn't know how you think. If your brand is "delivers consistently" but not "reframes problems," you're signaling operator, not leader. This is why the SVP who quietly killed a regulatory landmine gets promoted faster than the Director who hit every quarterly target. One signaled enterprise judgment. The other signaled reliable execution. 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝘀 𝘁𝗵𝗮𝘁 𝗴𝗲𝘁 𝘆𝗼𝘂 𝘀𝗲𝗲𝗻: • 𝗥𝗲𝗳𝗿𝗮𝗺𝗲 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗮𝘁 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗹𝗲𝘃𝗲𝗹 → Stop defending your P&L. Start asking how this impacts client retention, regulatory risk, and firm reputation. • 𝗛𝘂𝗻𝘁 𝘁𝗵𝗲 𝗺𝗲𝘀𝘀𝘆, 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝘄𝗼𝗿𝗸 → Where success isn't clear, accountability is shared, and failure is visible to the C-suite. • 𝗠𝗮𝗸𝗲 𝘀𝗲𝗻𝗶𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀' 𝗹𝗶𝘃𝗲𝘀 𝗲𝗮𝘀𝗶𝗲𝗿 → They should experience you as someone who solves their problems before they know they have them. 𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝘀𝗲𝗻𝗶𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘄𝗮𝘁𝗰𝗵 𝗳𝗼𝗿: 1. 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝘃𝗲𝗹𝗼𝗰𝗶𝘁𝘆 → You decode new regs, absorb new products, master new tech faster than your peers. No hand-holding required. 2. 𝗚𝗿𝗮𝘆-𝘇𝗼𝗻𝗲 𝗷𝘂𝗱𝗴𝗺𝗲𝗻𝘁 → You make balanced calls in ambiguous situations without escalating every decision up the chain. 3. 𝗠𝗮𝗴𝗻𝗲𝘁𝗶𝗰 𝗳𝗼𝗹𝗹𝗼𝘄𝗲𝗿𝘀𝗵𝗶𝗽 → A-players fight to be on your teams. That doesn't happen by accident. 𝗪𝗵𝗮𝘁 𝘁𝗼 𝘀𝘁𝗼𝗽 𝗱𝗼𝗶𝗻𝗴 𝗶𝗳 𝘆𝗼𝘂'𝗿𝗲 𝘀𝗲𝗿𝗶𝗼𝘂𝘀: ✗ Optimizing solely for your division while the firm burns ✗ Chasing face time and presentations instead of hard wins that move the needle ✗ Waiting to be "discovered" instead of explicitly asking for bigger, scarier mandates High potential isn't a fixed designation. You might be high potential for the next move but not the one after that. The assessment changes depending on who's evaluating you, at what career stage, and for which role. It's earned through consistent demonstration of future-focused capabilities. If you want to be seen differently, you need to signal differently, consistently, and in rooms that matter.

Building relationships with company leaders outside your group is career-critical. These are the stakeholders who'll be in your promo conversations. I've observed that Supra members who consistently get promoted master three strategies for connecting with senior leaders: 1/ Approach with genuine curiosity and specificity The most successful PMs don't ask for "career advice" or generic meetings. Instead, they identify what the leader is known for excelling at: ↳ "I admire how you partner with Marketing. Could I get 15 minutes to learn your approach?" ↳ "Your strategic narratives are exceptional. Would you share how you structure them?" Everyone loves talking about what they're great at. The specificity demonstrates respect for their time. 2/ Provide unexpected value Leaders remember those who help them succeed. Supra members look for opportunities to: ↳ Share relevant market insights leaders might not see ↳ Connect dots between leadership priorities and their team's work ↳ Offer to lead cross-functional initiatives they care about When you consistently provide value, quarterly check-ins become natural. 3/ Find visibility through cross-team projects Volunteer for initiatives that cut across the org chart: ↳ Leading a PM community of practice ↳ Driving adoption of new tools or processes ↳ Creating templates that solve common challenges These give them authentic reasons to interact with senior leaders while demonstrating their skills. The goal isn't just face time — it's building genuine relationships where leaders see your value firsthand. What strategies have worked for you in building relationships with senior leaders?

#1. Excelling in your role is just the baseline. Actively promote your achievements and the value you bring to the firm. Keep leadership and decision-makers aware of your impact on clients and firm goals. Don’t rely solely on your work to speak for you—strategically create visibility through internal presentations, client meetings, or informal success stories. #2. One big win isn’t enough. Build a track record of consistent, reliable performance. Leadership looks for those who deliver repeated, measurable results for clients, which sets you apart as promotable talent. #3. Don’t just execute—offer strategic insights and solutions that go beyond immediate tasks. Senior leaders take note when you provide proactive, future-focused value that moves the business forward. #4. It’s not just about technical skills but about forging authentic, strategic connections. Cultivate relationships with influential people both inside and outside the firm. Being top-of-mind with senior leaders and peers will lead to future opportunities. #5. Keeping up with industry shifts isn’t optional. Continuously evolve your skillset and technical fastballs—whether in AI, sustainability, or regulatory changes. Be the go-to person for insights and stay at the forefront of meaningful conversations. #6. Take full ownership of your projects, from concept to completion. Accountability gets noticed, and leadership values those who demonstrate leadership behaviors—even if they don’t hold the title yet. #7. Get involved in Business Development early and often. BD is not just for partners. As a manager or senior manager, get involved in client pursuits, proposal development, and orals preparation. Learning this process early will give you an edge over your peers. #8. You are never too young or junior to invest in mentoring. Developing talent boosts your leadership profile and proves you're invested in the firm's future. Leaders who grow others become recognized for their long-term value to the firm. #9. Gain exposure to service lines and solutions outside your specialty. Working across functions makes you more adaptable, broadens your perspective, and increases your value to both the firm and clients. #10. Don’t wait for permission to share your insights. Build your public profile by contributing articles, presenting at conferences, leading workshops, or contributing to webinars. Being seen as a thought leader boosts both internal visibility and external credibility.

Some free advice for anyone hunting their next senior executive gig. This week, I had the pleasure of joining Mel Forsythe, the Directioneering team, and connecting with a group of outstanding leaders across the country as they navigate their next career chapter. I walked away energised, not just by the calibre of leadership talent, but by the conversations that followed. I was asked to share a few tips for successful job hunting at the senior executive level. Here’s what we covered: (1) Start with who you are, not what you do. Ask yourself: What kind of problems do I love solving? Who do I do my best work with? What kind of culture lifts me, rather than drains me? Queensland’s full of talented people doing great work; the ones who stand out are those who know their story. (2) Don’t hide behind your resume. People don’t hire paper, they hire energy, attitude, and belief. Show up with curiosity, not desperation. When you speak with a recruiter or a potential employer, make it easy for them to remember you, tell stories, show depth, and connect the dots between your experience and their needs. (3) Make a deliberate effort to network, both digitally and in person, treating it as a skill to be improved over time. Seek mentors and actively participate in professional groups or associations related to your industry. (4) Treat the search like a project. Map your market. Identify the organisations whose mission and leadership you believe in. Tap your network; the best roles aren’t advertised; they come via the network. (5) Don’t chase every car that drives past. Meaning, don't apply for every job. Be deliberate. As I often tell candidates, “Fast isn’t the risk, delay is.” (6) Back yourself, but be coachable. "Confidence opens doors, humility keeps them open". The leaders who grow fastest are the ones who can both articulate their value and still take feedback without flinching. (7) Choose the boss, not the logo. The best job in the world will crush you under a bad leader. The best leader will make even an average job feel like a calling. Find the person you’d want to follow up a hill, not just the brand that looks good on your LinkedIn. (8) Develop a succinct elevator pitch tailored to your value proposition and the type of role you’re seeking. (9) Engage executive search firms selectively, seeking referrals and fit rather than generic services, and beware of less ethical practices. Top tip: pick up the phone and talk with the consultant before applying. Their insights might be the difference between success and redirection. (10) Don’t forget to recharge. Looking for work can feel like a full-time job. Rest, exercise, connect with the kids, whatever keeps you grounded, because your energy is what people buy first. Above all, maintain resilience and perspective: you’ll learn far more from trying, and even failing, than from sitting on the sidelines. As Wayne Gretzky, famously stated, "You will miss 100% of the shots you don't take."

Tomorrow I start a senior leadership role in a dream organisation. Going through something similar? If you're anything like me, you're going to feel pressure to make changes quickly and prove yourself, a combination of raring to go and wanting to do things the right way. So let me share the advice I coach senior leaders on all day long, and the advice I will be living myself now. Do less. Stick with me here. The first 90 days of your new role is going to require thoughtful reflection and planning to set you and your team up for success. It's going to be noisy, but stick to the plan. This is what I'm focusing on: Contracting: In my first senior leadership role, I rushed into major changes. I didn't spend enough time on understanding first. So spend time getting to know your team. My first 1:1s with the team this week focus entirely on them, their plans, how they like to receive feedback, and their communication preferences. Nothing else. As a team we have TONS of great work to do, but I can't do any of it alone. They're number one. Process: My favourite thing in the world is process, but I have trained myself to stop trying to overhaul processes right away. Being thoughtful about evolution drives that sustainable change you're looking for. Speak to people. Understand what's happening. Map out the bottlenecks. And you better be involving your team in solution design or I'll come for ya 👀 Ways of working: Arguably the most important focus for you is your relationships. Shifting mindsets and behaviours takes time, so set expectations through early actions and communicate. Model what true teamwork, transparency and support looks like. Facilitating space for open communication and building up to that desired radical candour is key, don't go in all guns blazing with your views friend. There is rich context and history here to explore, give it fair airtime. The first 90 days build your foundation. We're focusing on incremental change for long term gain, quick wins where possible, but most importantly, people. Anything I've missed? 👇

Many senior leaders I work with care deeply about innovation. And still, they experience a tension they don’t always state out loud. Control vs. curiosity. Alignment vs. disagreement. They know innovation doesn’t come from everyone just doing what they’re told. But they also believe that too much freedom, without enough structure, can quickly turn into chaos. What they often do not realize is that they do not need to pick a side. Instead, they need to learn how to hold both at the same time. In my work, I’ve seen that innovative teams don’t try to get rid of dissent. They embrace it and shape it. And they don’t just tell people to “be curious.” They use practices that make curiosity possible, every day. Here are a few principles that help leaders navigate this tension: 1. Keep dissent about ideas, not people. The best debates focus on the work: the data, the assumptions, the trade-offs. Not egos, titles, or who’s “right.” When leaders stay open (especially when they’re being challenged) it gives everyone else permission to do the same. 2. Give curiosity clear boundaries. Curiosity actually works better with structure. Be clear about where experimentation is encouraged, what constraints matter, and when decisions are final. Too much freedom without clarity is overwhelming. Clarity creates room to explore. 3. Don’t mix learning moments with performance moments. If every conversation feels like a test, people stop taking risks. Say out loud when the goal is learning, reflection, or trying things out. And protect those spaces. 4. Reward contribution, not agreement. If people get ahead by agreeing, that’s what they’ll do. If they get ahead by improving thinking, raising risks, and expanding options, you’ll get better decisions. 5. Remember: culture follows behavior, not demands or promises. Curiosity isn’t what leaders say they want. It’s what they notice, what they ask about, and what they act on, especially when things get tense. To me, innovation does not mean letting go of control. It’s about using control more thoughtfully, in ways that leave room for learning, challenge, and discovery. Leaders who get this right build teams and organizations that keep learning long after today’s problems are solved. #teams #collaboration #control #innovation #rules #practices #tension #learning #leadership