Erin Lewber

Building strategy. Developing talent. Driving growth.That’s the work - inside Amazon and inside the careers of the women I support.At Amazon Business, I lead Account Management for a multi-billion-dollar portfolio, supporting Fortune 100–1000 customers. I manage a multi-layer team (leaders and ICs) and built global strategic account management strategy to close gaps in customer adoption and retention - creating a model now used worldwide.The work sits at the intersection of sales, consulting, and customer success:- solve complex customer problems- drive adoption and retention- build durable growth engines- develop high-performing teamsI’m consistently rated in the top tier of people managers at Amazon, based on daily team feedback.Outside of Amazon, I’m the founder of Erin Lewber Coaching - a boutique coaching firm supporting women in two key seasons:1) Career pivots + job search executionResume strategy, LinkedIn, interview prep, and momentum - supported by my coaching team.2) Executive advisory + strategic thinking partnershipFor women navigating complex career and leadership decisions - where getting it right matters. This is judgment-driven work, not templates or assessments. We lay the full situation on the table, pressure-test options, and move forward with clarity and confidence.If you’re navigating a pivot, promotion, or a decision that deserves real discernment, you’re in the right place.Focus areas: Sales leadership • Growth strategy • Strategic account management • Executive advisory • Leadership communication • Career pivots • Interview strategy • Women’s leadership

Head of Strategic Adoption, Sr. B2B Sales Leader

I lead a team of 12 to drive adoption of Amazon Business within AB's Fortune 1000 customer base.  

In this role, I've developed, launched, and scaled the Strategic Adoption role across Amazon Business.

"Why are you leaving your current role?" 
 
Ever wondered how to answer this? 
 
Here's how: 
 
Tell your interviewer what you're running 𝙩𝙤𝙬𝙖𝙧𝙙 (instead of running 𝘧𝘳𝘰𝘮). 
 
Everyone leaves a job because something isn't good enough. If things were good enough, you'd stay 😀 
 
So instead of coming up with a list of things that weren't working as your reason for leaving (low pay, bad hours, toxic culture, etc) 
 
Pivot your answer slightly 
 
And focus on what you're looking to 𝙜𝙖𝙞𝙣 by moving to the new role/company 
 
Read their About page. 
Do a little Google research. 
Know what draws you to the company. 
 
And share that instead. 
 
𝗘𝘅𝗮𝗺𝗽𝗹𝗲: 
𝗪𝗵𝘆 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗹𝗲𝗮𝘃𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝗿𝗼𝗹𝗲? 
 
𝗥𝘂𝗻𝗻𝗶𝗻𝗴 𝗳𝗿𝗼𝗺: 
I'm looking for a better culture that isn't toxic and where every day doesn't feel so exhausting. 
 
[while reasonable to not want a work environment like this, your interviewer doesn't know your situation and this message focuses on your current job - not the value you bring to one you're interviewing for] 
 
𝗥𝘂𝗻𝗻𝗶𝗻𝗴 𝘁𝗼𝘄𝗮𝗿𝗱: 
At this point in my career, I'm selectively looking for a role that will allow me opportunity to develop new skills while also doing work that's purposeful within a supportive team environment. Based on what I learned about Company ABC and your commitment to [something you learned while researching the company], I believe I could successfully apply skills like [skill 1, skill 2, skill 3] that I've built during my career and would find a lot of satisfaction knowing I was contributing to [thing you'd contribute to if you got this job] 
 
Run toward. Not From.

Head of Account Management, Amazon Business | Executive Advisory + Career Coaching for Women | Pivots, Promotions, High-Stakes Decisions

If you're writing a cover letter that looks like an 𝘢𝘤𝘵𝘶𝘢𝘭 𝘭𝘦𝘵𝘵𝘦𝘳 (lots of words, paragraphs)... 
 
No one is reading it 
 
5 Tips for a cover letter that someone will actually read: 
 
𝟭. 𝗞𝗲𝗲𝗽 𝗶𝘁 𝘀𝗵𝗼𝗿𝘁 
Heavy half page. No one wants an actual letter (promise) 
 
Get to the point 
 
Say it in as few words as possible so the reader can get to the important stuff easily 
 
𝟮. 𝗕𝘂𝗹𝗹𝗲𝘁𝘀 & 𝗕𝗼𝗹𝗱 
Your reader is probably reviewing a ton of applications. 
 
Call the eye to your main/most important points, key technologies, or important results using bullet points and bold. 
 
𝟯. 𝗝𝗼𝗯 𝗥𝗲𝗹𝗲𝘃𝗮𝗻𝘁 
This isn't the time to tell your reader *all the things*, you just need the most important ones. 
 
Research your role and share 3-5 bullet points that show you match the role's requirements 
 
𝟰. 𝗢𝗞 𝘁𝗼 𝗥𝗲𝗽𝗲𝗮𝘁 
It's absolutely OK to share highlights from your resume in your cover letter. 
 
Kind of like how stores hang a lot of signs when they want you to know about a sale. They don't keep the important stuff a secret. Neither should you. 
 
𝟱. 𝗗𝗼𝗻'𝘁 𝗿𝗲𝗶𝗻𝘃𝗲𝗻𝘁 𝘁𝗵𝗲 𝘄𝗵𝗲𝗲𝗹 
In the world of cover letters and resumes, clean, simple, and easy to read is all you need. Less is more. 
 
𝗡𝗲𝗲𝗱 𝗮 𝗙𝗥𝗘𝗘 𝘁𝗲𝗺𝗽𝗹𝗮𝘁𝗲 𝗳𝗼𝗿 𝗯𝗼𝘁𝗵? 
https://lnkd.in/ejQcg-Ps
 
𝘗.𝘚. 𝘚𝘰𝘮𝘦 𝘱𝘦𝘰𝘱𝘭𝘦 𝘸𝘪𝘭𝘭 𝘴𝘢𝘺 𝘺𝘰𝘶 𝘥𝘰𝘯'𝘵 𝘯𝘦𝘦𝘥 𝘢 𝘤𝘰𝘷𝘦𝘳 𝘭𝘦𝘵𝘵𝘦𝘳. 𝘚𝘰𝘮𝘦𝘵𝘪𝘮𝘦𝘴 𝘵𝘩𝘦𝘺'𝘳𝘦 𝘳𝘪𝘨𝘩𝘵. 𝘚𝘰𝘮𝘦𝘵𝘪𝘮𝘦𝘴 𝘵𝘩𝘦𝘺'𝘳𝘦 𝘸𝘳𝘰𝘯𝘨. 𝘐'𝘮 𝘵𝘦𝘢𝘮 "𝘣𝘦𝘵𝘵𝘦𝘳 𝘵𝘰 𝘩𝘢𝘷𝘦 𝘪𝘵 𝘢𝘯𝘥 𝘯𝘰𝘵 𝘯𝘦𝘦𝘥 𝘪𝘵, 𝘵𝘩𝘢𝘯 𝘯𝘦𝘦𝘥 𝘪𝘵 𝘢𝘯𝘥 𝘯𝘰𝘵 𝘩𝘢𝘷𝘦 𝘪𝘵"

Open article: Free Template by erinlewber.com

Ever see that 200+ people applied to a job via LinkedIn?

And then decide not to apply?

Don't do that. Here's why:

If that "apply" button pushes you to an external site, then LinkedIn's "200 applicants" is really just a count of clicks.

That's right.

Try it. 

Find a job

Click apply

Go back to LinkedIn

Wait 60 seconds-ish

Refresh

Watch the number tick up by 1

Moral of the story?

Don't pull yourself out of the race because of a goofy number that probably isn't even accurate

P.S. If it's an 'easy apply', there's little friction to applying. What does that mean? Of those 200+ people applying, about 40-50% aren't even a fit right out of the gate. Just people 'shooting their shot'.

𝗧𝗵𝗶𝘀 𝗶𝘀 𝗢𝗞: 
"Can you tell me about the company culture?" 
𝗕𝘂𝘁 𝘁𝗵𝗶𝘀 𝗶𝘀 𝗮 𝗯𝗲𝘁𝘁𝗲𝗿 👇 
 
"Tell me about the last time your team celebrated something. What was it? How did you celebrate?" 
 
𝗧𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲? 
 
You're asking a specific, situational question instead of a general/theoretical one. 
 
This requires your interviewer to answer with a specific (real) situation instead of a conceptual one. 
 
𝗧𝗵𝗲 𝗯𝗲𝗻𝗲𝗳𝗶𝘁? 
 
𝗬𝗼𝘂 𝗽𝗿𝗲𝘃𝗲𝗻𝘁 𝗹𝗮𝗺𝗲 𝗮𝗻𝘀𝘄𝗲𝗿𝘀 𝗹𝗶𝗸𝗲 𝘁𝗵𝗲𝘀𝗲: 
 
→ Oh, it's great! 
→ We're a really great team 
→ Everyone gets along. We're like a family! 
 
𝗜𝗻 𝗳𝗮𝘃𝗼𝗿 𝗼𝗳 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝘁𝗵𝗶𝗻𝗴𝘀 𝗹𝗶𝗸𝗲: 
 
→ Do they celebrate stuff? 
→ How do they celebrate? 
→Does this align to how you like to celebrate? 
 
(Example: If you learn the team hits the bar every time something great happens...that may or may not be your thing) 
 
𝗕𝗼𝗻𝘂𝘀 𝗧𝗶𝗽: It is important to know the person's role in the team/hiring process when you ask things like this. 
 
If your interviewer is a manager from a partner team, asking them about their team's culture will likely be irrelevant to you. Ask a question like this of your future manager or future teammate. 
 
P.S. You can turn just about any question into a situational one like this - it doesn't have to just be this culture example :)

If you could change one thing about the interview process, what would it be?

𝗜'𝗹𝗹 𝗴𝗼 𝗳𝗶𝗿𝘀𝘁:

I'd like the organization to review their role, determine who the candidate needs to speak with (and why)... and then eliminate ANY interviewers or interview steps that aren't critical to making a hiring decision.

I see too many 5+ round interviews where a early to mid career candidate is speaking with the VP of something-or-another and two additional panels of 3+ people before they get hired.

𝗠𝘆 𝘁𝘄𝗼 𝗰𝗲𝗻𝘁𝘀 𝗼𝗻 𝗮𝗻 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗹𝗶𝗸𝗲 𝘁𝗵𝗶𝘀?

Micromanagement and inefficiency. Highlighted.

K...your turn

P.S. productive, not complain-ey...k?

Power phrases to add to your interview responses

(in no particular order)

"While preparing to speak with you today, I...."
"One thing I've come to realize is...."
"Something I've discovered about _______, is...."
"I learned that..."

What makes them power phrases?

They each show you've thought about a situation, event, or experience; you can pull a bunch of stuff together to create a single "aha!"

These types of realizations?

They lift and shift from job to job

And smart companies?

Of course they want someone who can do the job

But more importantly?

Smart companies hire people who can think, reflect, and learn.

Try these phrases on in your next interview.

Let me know how it goes.

Justin Bateh, PhD, PMP

AI, Project Management & Leadership Expert & Founder | PhD, PMP | Award-Winning Professor & LinkedIn Learning Instructor | Helping operators lead projects, use AI effectively, and advance their careers.

AI, Project Management, Leadership &amp; Career Growth ⚡Hi, I’m Justin 👋 I’ve spent my career running projects where decisions mattered, and failure wasn’t an option. I didn’t study project management, operations, and strategy just to talk about it. I used it to make decisions, fix broken execution, and get results when the stakes were high. To prove it wasn’t luck, I built repeatable systems I teach through real projects and that are now used and proven by thousands of leaders. Here, I share my experience in project management, AI, leadership, and career growth.Not as theory, but as leverage for modern leaders. I hate fluff. I hate busywork. Everything here is real, tested, and battle-proven...from someone who’s still doing the work today. *All views and opinions shared across my content are solely my own.

Founder

I teach Project & Operations professionals the skills to drive sustainable growth, change, and profitability using data-driven decision making, lean tools, six sigma methodologies, agile projects, and data analytics. I have worked with executives and managers from numerous organizations, including Walmart, Verizon, Amazon, Pearson, UPS, Wiley, Cengage, Medtronic, US Department of Health, CSX, USPS, Blue Cross Blue Shield, Crowley Maritime, US Air Force, US Navy, Novartis, FedEx, McKesson, and many others.

Justin Bateh, PhD

Most managers don’t give bad feedback.

They give incomplete feedback.

People don’t improve because they don’t understand what you really mean.

Use The Feedback Ladder to get it right every time:

1/ Awareness

→ “Here’s what I’m seeing.”
→ Simple, factual, non-emotional
→ No judgment, just observation
→ This opens the conversation
→ Most managers skip straight past this

2/ Understanding

→ “Here’s why it matters.”
→ Connect behavior to consequences
→ People need context, not criticism
→ This step builds buy-in
→ Without it, feedback feels personal

3/ Agreement

→ “Do you see what I see?”
→ Align on the root issue
→ Reduces defensiveness
→ Creates shared ownership
→ This is where real improvement begins

4/ Action

→ “Here’s what we’ll do next.”
→ Clear behaviors, not vague hopes
→ Small steps → fast wins
→ Accountability becomes natural
→ Feedback becomes a growth system

Most managers jump from Step 1 → Step 4.
That’s why feedback fails.

Clarity before correction.
Alignment before action.

♻️ Repost and follow Justin Bateh, PhD for more.

AI, Leadership, and Career Growth | Chief Editor @ Tactical Memo | PhD, PMP | Award-Winning Professor & LinkedIn Learning Instructor | I teach leaders and operators how to execute in the AI era & advance their careers.

You're Not Having a Bad Day. You're in a Toxic Culture.

(don't blame yourself for system failure)

You think it's you.

Your attitude. Your performance. Your inability to handle stress.

It's not.

It's the culture slowly destroying you from the inside.

Here's how to tell:

1/ Sunday Night Feels Like a Death Sentence
→ Dread starts hitting around 4 PM
→ Your stomach physically knots thinking about Monday
→ Weekend recovery time keeps shrinking
→ The anxiety owns you now

2/ You Second-Guess Decisions You Used to Make Instantly
→ Choices that were automatic now paralyze you
→ You seek permission for things you're expert at
→ Your confidence got systematically dismantled
→ Expertise feels like pretending

3/ You're Bone-Deep Exhausted But Sleep Doesn't Touch It
→ 10 hours of sleep feels like 10 minutes
→ You wake up more tired than when you went to bed
→ Your nervous system never gets to rest
→ Exhaustion lives in your bones now

4/ Walking on Eggshells Became Your Permanent State
→ You rehearse basic conversations like speeches
→ Every interaction is a potential landmine
→ Your real personality died somewhere along the way
→ Being yourself became too dangerous

5/ You're Always Somehow the Problem
→ Every failure mysteriously traces back to you
→ Blame rolls downhill and parks at your desk
→ Your solutions get ignored, your mistakes magnified
→ You've started believing it's true

6/ Your Body is Staging a Revolt
→ Headaches that no medication can touch
→ Shoulder tension that's become part of your skeleton
→ Stomach problems that doctors can't explain
→ Your body is screaming what you won't admit

7/ Colleagues Became Survival Competitors
→ Small talk feels like intelligence gathering
→ Nobody trusts anybody anymore
→ Collaboration turned into self-protection
→ Isolation became safer than connection

8/ Criticism Flows Like Water, Support Never Comes
→ Your mistakes get documented immediately
→ Your wins disappear without acknowledgment
→ Every feedback session feels like an ambush
→ Development is punishment disguised as help

9/ Your Voice Got Surgically Removed
→ Questions get labeled as "attitude problems"
→ Ideas get dismissed before you finish speaking
→ Speaking up became career limiting
→ Silence became survival strategy

10/ Every Single Day is Fight-or-Flight Mode
→ You're constantly braced for the next attack
→ Planning past today feels impossible
→ Hope for change died months ago
→ You're running on fumes and fear

11/ You Don't Recognize Who You've Become
→ The person you were doesn't exist here anymore
→ Your values got compromised one compromise at a time
→ Optimism rotted into bitter cynicism
→ You became someone you wouldn't want to know

This isn't about your ability to handle pressure.

It's about a system engineered to crush human spirits.

Toxic cultures excel at making victims blame themselves for the poison being administered daily.

♻️ Repost if your network needs to see this.

7 Ways You're Training Your Team to Lie to You

(What leaders do that kills honesty)

Your team isn't dishonest.

You made honesty unsafe.

Here's how:

1/ You Punish the Messenger
→ Bad news gets met with anger
→ Problems become personal attacks
→ Transparency feels like career risk
→ So they stop telling you

2/ You Ask "Why Didn't You Tell Me?" After Explosions
→ You weren't safe to tell before
→ Retrospective blame doesn't build trust
→ Hindsight judgment creates fear
→ Next time they'll hide it earlier

3/ You Treat Mistakes Like Character Flaws
→ Errors become moral failures
→ Learning gets replaced with shame
→ Experimentation dies completely
→ Perfection becomes survival strategy

4/ You Say You Want Feedback, Then Get Defensive
→ "I'm open to input" means nothing
→ If criticism triggers justification
→ Your reaction trains them
→ They'll stop being honest

5/ You Reward the Yes-People
→ Promotion goes to agreement
→ Visibility goes to compliance
→ Challenge gets career consequences
→ They learn the game fast

6/ You Overreact to Small Issues
→ Minor problems trigger major responses
→ Proportionality doesn't exist
→ They calculate disclosure risk constantly
→ Hiding becomes rational

7/ You Make Them Watch You Shoot Messengers
→ Public criticism of others
→ Throwing people under the bus
→ Example-setting through punishment
→ They're taking notes

Your team tells you what you can handle.

Not what's actually happening.

Want the truth?

Become someone who can receive it.

♻️ Repost and follow Justin Bateh, PhD for more.

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