Bahar Selman, PCC

You look successful on paper.

Senior title. Strong salary.
Respect inside your company.

But your career is more fragile than it looks.
AI is compressing senior roles.
Restructuring doesn’t care about loyalty.
And your 15–25 years of expertise is invisible outside your employer.

If corporate ended tomorrow, most leaders at your level have:
• No external personal brand
• No consulting or advisory options
• No income diversification
• No real Plan B

That’s not a talent problem.
It’s a career longevity problem.

Career longevity isn’t about staying in one job longer.
It’s about staying relevant, visible, and in demand across decades—
regardless of age, AI disruption, or employer dependency.

That’s where career autonomy comes in.

Career autonomy means:
• Your expertise is portable
• Your reputation exists outside one company
• You have options before you need them
• One corporate decision can’t derail your future

I work with senior corporate leaders (Directors, VPs, C-suite) who:
• Have built impressive careers inside multinationals
• Feel the growing risk of invisibility and replaceability
• Want to protect their income, identity, and legacy
• Need a strategic way to build visibility without harming their corporate role

This is not about quitting your job.
And it’s definitely not about becoming an “online influencer.”

It’s about strategic positioning.

I spent over 15 years inside global corporations, building brands, leading teams, and operating at senior levels.

I’ve seen firsthand how quickly:
• Roles disappear
• Experience gets discounted
• High performers become “too expensive”
• Loyal leaders get caught unprepared

Since then, I’ve worked with 500+ senior professionals to help them:
• Turn corporate experience into visible authority
• Build reputation-safe personal brands
• Create consulting, advisory, and portfolio options
• Design exit strategies on their own terms

Through The Career Autonomy Blueprint™, I help experienced leaders:
• Clarify their next chapter
• Position their expertise for the external market
• Build LinkedIn visibility that attracts opportunities
• Create a strategic safety net before they’re forced to use it

The outcome isn’t noise or vanity metrics.

The outcome is power:
• Options
• Confidence
• Leverage
• Control over your future

If you’re still employed but quietly thinking:
“Something needs to change but I don’t know where to start”
You’re exactly who this work is for.

DM me on LinkedIn or email info@baharselman.com when you’re ready to explore your options

Consultant

Bahar Selman

I was invited to deliver the "Speak Up, Step Forward" communication workshop for the TAQA Group Junior Sustainability Program, led by New River Consulting, at Khalifa University

We moved beyond the basics of public speaking to tackle the real-world challenges of influence:
✅ Mastering active listening and social styles
✅ Navigating generational communication gaps
✅ Crafting compelling narratives that drive change

We spent the day diving deep into the art of communication.

These students are not just future engineers and scientists; they are future change-makers. 

The energy in the room was electric. 
It proved that when you meet students where they are, the learning goes deeper. 

They walked away not just with "tips," but with a full toolkit for managing anxiety, projecting confidence, and owning the room.

Special thanks to Dilara Özmeriç for the invitation and for championing this world-class program.

#CommunicationSkills #Uphuman #CorporateWorkshops #Sustainability

Bahar Selman,PCC

Career Longevity & Personal Branding Strategist for Senior Corporate Leaders │ Executive Coach │ Corporate Trainer │ Corporate Workshops & Keynotes @ Uphuman │ Ex–Diageo, Danone, Red Bull

5 signs your current career strategy is a ticking time bomb:

	1.	You haven’t updated your LinkedIn in 6+ months
	2.	No one outside your company knows what you do
	3.	You’re waiting for “the right time” to build your personal brand
	4.	You think loyalty will protect you from restructuring
	5.	You have no Plan B if your job ends tomorrow

If you see #3, stop what you’re doing immediately.

Because “the right time” never comes.

The right time is NOW. While you still have leverage.


How many of these apply to you?

No alternative text description for this image

Let me guess.
You're reading this because part of you is thinking, "This sounds great, Bahar. But is it too late for me?"

You're in your mid-40s/50s. Everyone else started years ago. Haven't you missed your window?

Here's what I want you to know.

You haven't missed your window. 
You've been building credibility while others have been building followers. Now it's time to combine both.

Your 15-25 years of experience is not a liability. 
It's your unfair advantage.
But only if people know you exist.

That's the difference between professionals who thrive and professionals who survive. 

Between those who have options and those who feel trapped.

The best time to build your brand was 5 years ago. 
The second best time is NOW.

Because every week you wait, your expertise becomes less relevant. 
Not because you're getting older. 
But because the market is moving forward without you.

It’s About Not Putting Your Head in the Sand.
One line in this conversation stopped me cold.

Jamie Dimon doesn’t dramatize AI.
He doesn’t soften it either.
He says it plainly:
“Don’t put your head in the sand.”
That sentence alone is a career warning.

Because when asked whether AI will wipe out jobs, he doesn’t hedge:
“Will it eliminate jobs? Yes.
 Will it change jobs? Yes.
 Will it add some jobs? Probably.”

This isn’t panic.
This is realism.

And then comes the line every professional should sit with:
“You can hope for the world you want, but you’re going to get the world you got.”

Hope is not an employability strategy.
What matters now is how fast change happens, and whether people are ready for it.

Dimon makes a critical distinction most career conversations miss:
The danger isn’t AI itself — it’s speed without preparation.
“If it goes too fast for society… that’s where government and business need to step in together.”

Retraining.
Relocation.
Income support.
Phasing change instead of detonating it.

His example is blunt:
“You can’t lay off two million truckers tomorrow.
 You phase it in. You retrain.”

Now zoom out and make this personal.
This is no longer just a policy issue.
It’s a career design issue.

Because a few minutes later, he’s asked the question everyone avoids:
“In five years’ time, will JP Morgan have fewer employees than it has now?”

His answer:
“My guess is there’ll be fewer employees.”
Not no employees.
Fewer.

Which means employability is shifting from:
role ownership → value ownership
job security → skill mobility
experience alone → adaptable relevance

AI won’t replace professionals.
It will replace professionals who can’t clearly explain why they still matter.

Career longevity now belongs to those who:
Reposition early
Learn continuously
And stop waiting for certainty before acting

Because as Dimon puts it:
“You’re not going to slow it down.”

The question is not if your work changes.
It’s whether you change before the market decides for you.

Most senior leaders in complex organizations are promoted for performance, but left to lead and influence without a playbook.

You’re suddenly:

→ navigating constant change and reorgs
→ influencing people who don’t report to you
→ managing complex team and stakeholder dynamics
→ expected to create clarity in a fog of ambiguity

realizing that what got you here… isn’t working anymore

The pressure is huge when you’re asked to lead through complexity, influence across functions, and still rise to a true executive level.

That’s not your fault.
But it can become your edge, if you build it.

You don’t need another motivational pep talk.
You need a practical system to influence without authority and lead with impact, without losing yourself in the process.

I help high-potential senior leaders in complex organizations:

→ build trust and followership across teams and functions
→ feel fulfilled by how they lead, not just what they deliver
→ influence without authority in matrixed environments
→ simplify their message so decisions move faster
→ lead with more ease, calm, and authenticity

As an executive coach and former Google Global Director, I spent 15 years building and leading teams across Europe, the U.S., and Asia, inside one of the most complex organizations on the planet.

My approach is:

→  practical – grounded in real executive experience, not theory
→  precise – focused on the few moves that actually shift influence
→  people-first – you get to lead as yourself, not as a copy of someone else

I don’t hand out one-size-fits-all advice.

I ask better questions, challenge assumptions, and give you tools and structures that stick, so you can build trust, make decisions, and accelerate your growth.

The result is what I call your Executive Edge — The combination of clarity, relationships, momentum, and authenticity that makes people want to follow you.

If you (or leaders on your team) feel:

→ stuck in complexity
→ underpowered in a matrix
→ you’re just surviving change instead of leading through it…

Let’s talk.

Because influence without authority isn’t a “nice-to-have” anymore.
It’s the real skill of modern leadership.

—
Send me a DM or an email 
simo@simoschiassi.com

Simone Schiassi

Yesterday was my 46th birthday
and I regret this one thing in life

I have worked in corporate for 20+ years
15 of which were at Google

I've learned a ton
met awesome people
ran global businesses
and built wealth for my family
 
however I regret worrying too much about work

That's it?

Yeah, I know it doesn't seem much 
But it's a subtle virus that spreads fast

I didn't even realize it, but slowly 
I started bringing  home too many work conversations 
at the family dinner table and with my wife
who I unintentionally sought as a therapist 
for my work-related self-doubt.

I consumed myself with questions 
on whether I said or did the right thing
on whether what THEY did or said meant something different

on whether I was worth it..,

Home shouldn't become the place for validation

on whether you are good enough at work
because people don't understand you
and that you deserve that promotion sooner 

Things changed when I started doing the work 
on my identity and authenticity
to fully own who I was

The moment I started trusting my strengths 
and worrying less about outcomes 
(and what other people thought)

This is the work I do
to help leaders become 
their best version of themselves

So they can be more successful at work
and enjoy the precious moment at home
and worry less about stuff that doesn't matter

You are enough
You are worth it

Don't let yourself or others
tell you differently

---
📌 If you feel you are carrying too much worry
back home, and you want to stop self-doubt
DM me "life" to have a confidential chat

Making You the Obvious Choice | Executive Influence coaching for senior corporate leaders | ex-Google Global Director

The red matches my tattoo's colors
and my LinkedIn profile. Red Cross it is then:

after several months of training and exams,
there's a match made on the brand board

Becoming a volunteer of the Italian Red Cross 
means aligning what I do for work
with what I can do outside of it

"Helping people live an easier and more fulfilled life"

At work, helping corporate leaders 
to become the influential leaders they desìire to be,
becoming the best version of themselves in the process

With the Italian Red Cross, I work in Social Services
helping the elderly, the poor, and those in need
to live a better and more dignified life.

How do you align your values and mission across work and "life"?

11 "must do" to become a trusted leader 
that I learned in 15 years at Google

1. Say “I don’t know” early

Pretending certainty kills trust faster than being wrong. People trusted me more when I was openly transparent about not knowing something. There's nothing worse than trying to make up something when you are not certain.
 
2. Make the thought process visible, not just outcomes
 
Teams want to understand HOW you came to the decision. That's also the secret of Google interviews. It doesn't matter how many golf balls can fit in a bus, what matters is the reasoning behind the answer
 
3. Be consistent under pressure
 
Consistency under pressure is a skill to practice. You can't be one person in time of peace, and another when the pressure mounts. This inconsistency will seed doubts in those who observe you daily. Decide how you want to show up, and do it under all circumstances.
 
4. Separate confidence from ego
 
At Google, I have never been loud. It's not me, I am a "tired extrovert", so I prefer the quiet discussions and the pauses in between. Also, I never tried to be right (or, when I did, I failed miserably). 

5. Protect your team when it’s uncomfortable
 
You need to be a solid umbrella for your team. Protect them from heavy rain and hale. Those leaders who "pass the blame" down to their teams lose immediately their trust. Unfortunately, I see this more often than not. It's all driven by fear.
 
6. Don’t over-explain
 
Over-justification signals insecurity. Clear, bounded communication signals authority and self-trust.
 
7. Make trade-offs explicit
 
Not everything is a win. Stop trying to sell everything as such. 
 
8. Close loops relentlessly
 
Nothing erodes trust like silence. Even “no update yet” beats disappearance.
 
9. Give feedback in real time
 
I learned that quarterly reviews don’t build trust but daily course correction does.
 
10. Admit past mistakes publicly
 
I remember one forcing an org structure against the advice of my direct reports. A few months later, I admitted I was mistaken and that they were right. No big deal, but let's not pretend we don't make mistakes.

11. Be predictable in values
 
People trusted me because they always knew what I stood for. The answer: what would Simo do in this situation, was easy to answer. Consistency and predictability are more powerful than experience. 

Trust is earned daily, with small yet important, predictable actions.

P.S. Haters will say the picture is AI... 

---
📌 Do you want your stakeholders to finally trust you?
Learn how to, with my Daily Edge Newsletter 
(and finally find a fun newseltter to read)
https://lnkd.in/dFYww-b7

I have been pushing for 20+ years

Now, this is it?

28, hungry, restless, and ambitious
Ambitious to see the world outside of Italy
more than growing a career

My first few years after university had been
stumbling upon the next role, without a clear plan

Because how do you write a 5 or 10-year plan, really?
Good for you if you managed to
I never attempted either

In fact, I got hired by Google, and I was so "prepared."
that I landed in Ireland with two suitcases and no place to stay
couchsurfing in Dublin for a few weeks
before I couldn't anymore

and ended up in a fast-food-smelling 
hotel room right above a dance club 
and a Chinese joint

What was I thinking? I don't even know. 
But sometimes in life, you throw yourself at the future
with great enthusiasm and no plan
and it's exciting in a way

That's been my 15 years at Google
no plan, great enthusiasm
and many reckless choices

Lots of mistakes 
Lots of good stuff
Always "fluid"

for lack of a better term 

15 years later
moved from Ireland 
to the US and back
promoted a bunch of times
ran businesses here and there

"So this is it?" was my question
a few years back

wife, kids, work, sports, runs
manage playdates
work hard for... ?
end the day exhausted
Not much is left for me 

left of me.

Because over the decades, you build an amazing life
That gets complicated and hard
And you don't want to leave behind any of the good stuff
because everything is good
but also heavy to carry altogether

Decades of corporate work can dilute your identity
and you are fighting because you want to keep building it
despite the plateaus and valleys 
and can't be carefree anymore
for the responsibilities you have

"Is that it?" is not stalling
is the inability to restore 
that excitement 
and positive recklessness 
and carefreeness
of the early days.

It's in you
just tamed

For all of you feeling this 
Know that you are not "done"
You are not plateauing 
(wondering if that's the last one)

It's just a quest that lost its momentum
an identity like a dice
that has too many faces but no edge

It's never too late to reset and restart
If you're in this season, DM me "IDENTITY."

Why some excellent leaders

are not trusted with big decisions

It's a common pattern:

they are in meetings 
they are well-known 
they contribute meaningfully

but when asked about a decision
they tend not to express a strong opinion
they feel the judgment of the room
and the pressure of the seniority around them

so they feel "tentative"
they provide options 
they discuss scenarios

but they miss a strong recommendation

so the room reads:

"they know their stuff
but we need to decide
They will make it happen"

Moving from being considered the expert 
to the one who can take the final decision

is about positioning of your idea

Yes to options, and yes to a recommendation 
and why you strongly believe in it

then lead the room, ask for opinions, objections, and alternatives

it's not that they don't listen to your recommendations
is that you bury them in lukewarm options 

---
📌 Today, my newseltter subscribers are getting plenty of free resources on how to become a trusted leader at work (and become the obvious choice for your next executive role).
Get them too for free here (shhh don't tell them you're getting this too!)
https://lnkd.in/drmcx3vx

You have been lied to about promotions
and here's what I've learned at Google

Companies don't promote

the best
the excellent
the hardest working
those who beat targets
those who overachieve quotas
those who "hit all the attribtues"
those who do what they are told

they promote those who

are coherent in who they are in every situation
can handle hard conversations with grace
did something unexpected and impactful
are coachable and have humility
who are liked by their manager
are consistent in their behavior
who are liked by their peers
create a following
build trust

If you have been working hard for your promotion and didn't get it
it's not because you are not excellent at your job

It's because the system rewards differently now.

----
Do you know if you are influential enough to get promoted?
Take my free test here
https://lnkd.in/dJHGjMHZ

Built Google teams. Now I coach senior leaders who’ve mastered Excellence to build real Influence | ex-Google Global Director

There are three differences between a great leader

and the one who gets the promotion

That's why many get overlooked

Everyone thinks that great work = chosen for promotion
but great work doesn't mean much
if it's only inside your "little garden"

Here's what gets you chosen for promotion

1. Think beyond your role
↳ You start connecting the dots
↳ between teams and organizations 

➤ How will my work be used by other teams?
➤ What is the problem that it's solving for THEM?
➤ How can I make sure my stakeholders will use it?

This is the start to think as an executive

2. Build rock-solid relationships
↳ People know you for your work
↳and trust you because you take the time
↳ to understand them and their business

➤ Do you know what their goals are?
➤ Do you know what problem you could solve for them?
➤ What's one insight you could bring that would be useful?

Coffee chats don't cut it
Show up with an agenda and curiosity

3. Have a unique perspective
↳ You form a unique perspective and share it broadly

➤ What do you strongly believe in?
➤ What have you learned from your past experiences?
➤ Why should we do things the way you say?

Don't try to be right or share a truth.
Help others go faster.

→ You get promoted if your work solves a problem for others 
→ a problem that you deeply understand 
→ and you have a solution that others can get on board with 

Most leaders stop at doing amazing work. 
and get busy growing their garden.

That's why they get overlooked for the next executive role.

Are you doing these 3 things?

---
📌 If you want to become the obvious choice for your next executive role
Subscribe to Daily Edge to learn what other leaders don't know
https://lnkd.in/dFYww-b7

Leaders dismiss “irrelevant” experience.  
That’s their blind spot.

I have been speaking with many corporate leaders lately
discussing their resume and their work experience

There's a tendency to minimize or completely remove
The experience that "looks" too different from the current line of business

Ran a piece of family business?
Nah it's not relevant
Managed a political campaign?
Who wants to know that

That's where you are underselling yourself BIG TIME!

Today's employers are looking at candidates through two lenses:

1. The candidate's ability to perform in the specific role they are hiring for
2. The candidate's ability to potentially perform in very different roles in the future, from the one for which they are being hired.

I was hired as a telesales person for Google. I ended up managing the strategy and operations for Alphabet's Food program, passing by opening Google Cloud's global call centers and looking after 200k+ Google vendors around the world. 

Those seemingly random experiences made me a stronger professional, more of a general manager than a specialist, of course.

But the market conditions and company's quick reactions to its changes require more dynamic professional profiles, more generalists that can "get stuff done" no matter what.

---
📌 Time to put to good use those experiences that felt "not sure", that could hide a goldmine.
I've just put together this free resource to help you kickstart the process.
https://lnkd.in/dYiPW_ky

This is the sad truth about female leadership 
and needs to be said

too many female leaders are in a quest 
for the "right identity"

the one that gets accepted
not too loud, not too quiet
just right, according to male standards

so they learned to suppress their true identity
beautiful and meaningful parts of it
and that misalignment creates 
all sorts of problems

Having two daughters who will soon be in the workforce
I can't imagine them doubting themselves
trying to become who they are not
to please a model that is being 
imposed on them 

I know for sure that these feedbacks aren't given
to male leaders

because a loud male leader is an alpha
a quiet one is a wise introverted one

to all female leaders out there:

The system has design flaws
don't fight it
but work around it

The solution is not to try to be someone else
but to be unapologetically yourself
in a strategically curated version
made for the world we live in

---
📌 If you are a female leader and you had enough
and you are ready to uplevel your career 
while staying true to yourself
DM me "ready" for a 2026 transformation

Leadership trust is at record lows  
But not for the reasons you think

True, it's not easy to trust news, institutions and corporations
and for good reasons. You feel you could be lied to on 
every corner you turn

likely we have been lied by our companies in the last few years
at a "higher rate" than in the previous 5 years.

The truth about layoffs, about investments
about our performance, our lack of promotion
That is all real, and it sucks

However, trust was never given by default
it was never easier to gain and maintain
those leaders who are not trusted today
didn't put the work in the past and 
relied heavily on the system
to "award them" trust

Those times are over, so here's what you can do today to earn the trust of your organization

1. Acknowledge that times have changed - don't pretend layoffs are OK, don't declare that promotions are fair all the time, don't join the corpspeak. That makes you part of of a system that is not trusted.

2. Influence what you can - leaders underestimate how much they can influence with their behaviors. Act with integrity and, more importantly, consistency. Don't flip-flop your point of view based on a weather change or because your boss said one specific sentence. 

3. Reconnect at a foundational level - people need your time more than ever. Ditch a forecast meeting in favor of a coffee chat. In the age of AI, there's nothing more precious than reconnecting on a human level, 

Do you feel like giving up more often than not?
I get it, it's tough out there.

But there's a silver lining: 

Those who can earn the trust of their teams and peers
even during those tougher times
will be more successful than ever.

make trust your biggest differentiation as a leader

----
📌 I talk a lot about building trust in my daily newseltter
try it for free to become a trusted leader in one minute per day
https://lnkd.in/dFYww-b7

I have been in the most hated org at Google
(and how I built trust while bringing bad news)

For a couple of years, I have been in the organization managing the strategy and operations of Alphabet's 200k+ temps, vendors, and contracts.

We were in charge of managing the strategy and the risk of having such a large external workforce. 

As you can imagine, it was more saying "No" than "Yes", 
when we'd show up, it would be to ask the business things they didn't want to do

In 2019, I was heading an initiative on behalf of Alphabet's CFO Ruth Porath to "move" more than 100k of our vendors in different locations, to both reduce co-employment risk and costs.

I was the bearer of bad news for every business unit globally, asking to disrupt the way they conducted business, in favor of a "higher need", which was intangible. 

There's a way to deliver uncomfortable news and build your stakeholders' trust at the same time. Here's how you can do it:

1. Lead with the facts and context - show up prepared, with as much reliable data and context as possible. We tend to underestimate how much others may not know about a topic we are deeply immersed in
   
2. Show genuine curiosity for their challenges - Don't assume you know enough about the effects of your "bad news" on their business. Being trusted starts with listening to others with an unbiased attitude
   
3. Propose options, but remain flexible - you may have a "standard" solution for the problem, but there's no one-size-fits-all, and certainly everyone feels they are different. Treat them and such, and learn as much as possible. 
    
4. Ask how you can help - underrated question, but trust is built upon offering to bring value, remove a pain, or simply working side by side on a problem. You don't know what others may need until you ask.
   
5. Follow-up and follow-through with reliability - keep them informed, over-communicate, and do what you said you would do.

The recipe is simple, but I've seen way too often leading with solutions, unintentionally disregarding our stakeholders' need to feel heard and seen.

--
📌 If you want to be a trusted leader, even when bringing bad news
Try my Daily Edge newseltter and become the undeniable choice for your next role. 
https://lnkd.in/dFYww-b7

Ford avoided bankruptcy in 2008
by doing one simple thing:

When Alan Mulally became CEO of Ford,
Leaders were doing what the system rewarded:
 
protecting their scope
surfacing problems late
optimizing meetings for appearance
 
Here's the decision that changed that system and how trust became the foundation of executive influence.

What do you do on a daily basis that fosters trust vs. encourages silos?
---
📌 Start reading the Daily Edge to become the obvious choice for your next executive role
https://lnkd.in/dFYww-b7

How Alan Mulally saved Ford

I always asked for transparency at work.  

Google is giving it to us.

I have always wanted to be treated like an adult at work
I often complained about not being told how things were
and being fed "corp-speak."

Be careful of what we wish for:

We need to be able to handle the truth
whether we like it or not

The company is taking a specific direction
and instead of keeping us there complaining
and ruining our days with a job you dislike

They are offering a generous and grown-up way out.

I hear criticizing someone who's sending a message like: 
"Times have changed, we are going in a new direction
Let me know if you are in or out. If you are out,
Thank you for everything you have done
And here's some money 
to get to a better place

It seems a conversation between professionals and adults
(which always happened but behind closed doors)

Buyout is not a dirty word
and its ounds much better than layoff

It's up to you how to take this:
"Why are you doing this to me?" or
"This is a great opportunity to be in a place that better suits me."

We deserve to be in a place where we feel  "I want to be all-in" (which doesn't mean sacrificing your life btw)

What do you think?

----
📌 If you are ready to hear the truth about corp life
and become the obvious choice for your next executive role
Read my Daily Edge (it's free)
https://lnkd.in/dFYww-b7
----

Miss Ninja came at dawn with a message
fear not, your identity is safe with me

In the Dojo Simo you may enter with hopes and fears

You are home here. You just need to trust the process.

Miss Ninja has been working hard for her Black Belt
She's humble and fierce because she knows 
This is the only way to make progress 

This is the special thing about the Dojo
You enter thinking you need to solve for work
and you discover new, powerful parts of yourself
that you once experienced, and you suppressed over time

Now the pain is gone, Miss Ninja.
I'll see you tomorrow at dusk, 
with the favor of the darkness
We will train again.

I'll leave your Black Belt on the door handle
You made it.

Do you want to discover what your influence is like today?
Take the Simo Dojo test (it's free) - you'll get your personalized report.
https://lnkd.in/dPeTXu8a

When corporate leaders are known to be excellent in their field for a long time, they have a hard time escaping the cage they've built for themselves

because they keep repeating what the system rewards with words, but not with an executive role.

I often speak with corporate directors or senior managers who are considered reliable and trusted "fixers".

If there's a problem, they are the ones who can make it go away quickly and effortlessly. That's a fantastic skill to have, and I am not advocating for stopping being a problem solver.

However, if that's ONLY who you are in the eyes of others, you'll never be the obvious choice for your next executive role. 

Start breaking that pattern:

1. Don't meet your stakehodlers only when there's a problem to fix - if you show up only when there's a problem to sort out... guess what, that's the image you cement in their mind. Start showing up to discuss ideas, bring novel points of view to an existing idea, or bring up something that hasn't been done before. From problem discussion to opportunity discussion.

2. Be clear on what the outcome of your work is - it seems easy, but the higher you go, the fewer words you have to describe the impact you bring to the business. The two biggest levers are usually revenue increase and cost savings. Can you frame your impact in any (or both) of those dimensions? Even if your "product" is a contributor to any of those, make the effort to quantify your impact accordingly. 

3. Be a mobilizer - The biggest quality in a senior leader is their ability to attract and move people without authority. How can you communicate your vision so clearly and simply that others want to follow, and how can you make it easy for anyone to take the first step towards it?

You won't upgrade the image people have of you if you keep doing the same stuff, or more of the same, or even better. 

It's about rethinking what is "your job description" and what are the characteristics that would make you the obvious choice, long before your name gets on the promotion list.

If you are in that season, with everything else outside of work to take care of, and you feel like "it's too much work anyway," let's have a chat in the DMs.

taplio

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Bahar Selman

Simone Schiassi

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Performance ScoreBahar Selman's LinkedIn Performance

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taplio

The Battle

Bahar Selman

Simone Schiassi

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Bahar Selman's LinkedIn Performance

Performance ScoreSimone Schiassi's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreBahar Selman's LinkedIn Performance