Great Expectations

When nobody names an expectation, everyone invents their own and the loudest one wins. Response time expectations decide how your day feels. The result is typically fast replies, constant checking, and feeling like you’re always on call. If your workplace doesn’t have an organization-wide response time policy, then you can make your own.

What Response Time Expectations Are

Response time expectations are a shared understanding about two things: Which channel to use for which kind of message and when someone can expect a reply. That’s it. Uncertainty creates extra work. People double-message, escalate too early, and assume silence means neglect. Clarity removes a lot of that.

Why You Care

Setting response time expectations reduces your overwhelm. It helps limit context switching. It reduces relationship tension by aligning assumptions. When people know what to expect, they stop guessing and you stop feeling pulled in five different directions. A few minutes of distraction on repeat all day manifests as catch-up work, missed details, and sharper conversations than you intended. You need to make two decisions: What counts as urgent and which channel handles urgent messages. Once you decide those, the rest becomes easier.

When It’s Urgent

When you receive an urgent message, look for words describing impact and deadlines. For example, it should be about something like a customer is blocked, a system issue is affecting delivery, or a deadline happens today with an unpleasant consequence. When you send an urgent message, include the impact and the deadline. Prevent the panic urgency can cause with information your team can use.

Where to Send Urgent Messages

Urgency needs a direct route. Pick one path and use it consistently. For example:

Slack for coordination and time-sensitive questions
Email for external communication and longer context
Project management tool for work requests that require tracking
Phone call or text for urgent issues

Your Personal Response Time Policy (PRTP)

Slack

Respond during working hours within 1 to 2 hours
Respond to tagged urgent messages within 30 to 60 minutes when possible
Check messages at set time windows you can commit to

Respond within 1 business day

Work requests

Requests that require work go into the project management tool. Messages should include context and the request gets tracked

How to Implement Your PRTP

Pick two to four check-in windows that fit your schedule. Put them on your calendar as short blocks, like fifteen to twenty minutes. For example, if your workday is 8:00am – 5:00pm then 10:00am, 1:30pm, and 4:30pm may work for you. Keep notifications off during deep work. During check-in windows, reply, prioritize, and assign next steps. This keeps you responsive and protects your attention.

How do you create a calmer day while addressing urgent issues? Please share in the comments.

For the extended article including Scripts that Deescalate, and A Copy and Paste Template sent right to your inbox, subscribe to my Substack.

The Career Tree

You have a great track record. People know, like, and trust you. So why does your career growth feel weirdly fuzzy? Your next step isn’t presenting itself in the clear, predictable way you expected. The path forward feels like the Appalachian Trail covered in downed trees.

The traditional career path is usually visualized as a ladder. It’s linear and assumes you’ll work for the same organization your whole career. The rungs are clearly marked from entry-level to C-Suite and you climb them until you reach the top. Or until you reach a broken rung or hit the glass ceiling. (Do NOT get me started.)

It’s likely you are making lateral career moves rather than always moving up. Your season of life, ability to adapt, and willingness to upskill are just some of the variables impacting your ascent. Thanks to the pandemic and the advent of AI, the career ladder has transitioned to more of a career tree. A tree grows in multiple directions and stays stable because of its structure. Your career can work the same way.

The Career Tree Framework

Roots are values – These are the conditions you need to do good work and stay well. They shape what you say yes to.

The trunk is core skills – These are the power skills you rely on across contexts. The trunk holds your work steady as projects change.

Branches are domains – A domain is an area where you can create consistent results. Domains can be functional, operational, customer-facing, technical, or cross-team.

Leaves are projects – Projects demonstrate how strong your branch is. They create visible proof.

Fruit is outcomes – Outcomes are the results other people can point to. They make your value portable.

Rings are seasons – Seasons reflect capacity and constraints. A season can change your pace while growth continues.

Pruning is quitting – Pruning removes work that drains capacity and credibility. It creates room for growth.

What Counts as a Lateral Move

Taking ownership of a problem area for a quarter
Shifting into a new domain while staying at the same level
Leading a project that changes how a team operates
Expanding scope inside your role, then packaging the outcomes clearly

What Makes Lateral Moves Legitimate

Legitimacy comes from proof. A new branch becomes real when it produces good outcomes, builds trust, and creates repeatable value. Lateral growth becomes visible when you can point to fruit, connect it to trunk skills, and name the domain you strengthened. When priorities shift, you are able to redirect effort with less disruption because your trunk skills travel across branches. You maintain momentum when your value does not depend on a single branch.

Branch Health Diagnostic

Some branches increase leverage. Some branches increase workload. A weak branch often looks like endless research, unclear ownership, and invisible outcomes. Here are examples of healthy branches.

The work creates reusable assets, systems, templates, or decision paths
The work reduces recurring friction for other people
The work builds your reputation for judgment and follow-through
The work produces outcomes that matter to stakeholders

Stakeholder Map

Your career growth depends on visibility and sponsorship. For the branch you want to grow, write down:

Who benefits from the outcomes
Who decides priorities and resourcing
Who can validate the results
Who can sponsor your next proof project

For the extended article including the 10-minute Branch Inventory Exercise and the Pruning Playbook sent right to your inbox, subscribe to my Substack.

How do you steer your career when the path isn’t obvious?

Why TEAM?

It’s Monday morning. You open your laptop. Your calendar is full. Slack is already busy. A customer issue pops up. Someone asks if you can quickly take a look at something. Your manager pings about a deadline that feels extremely optimistic. You tell yourself you will sort it out after your first meeting.

Three hours later it’s really loud in your brain and once again you’re doing the math of how late you will work tonight. Your old frienenemy, Overwhelm, stops by for a visit. You decide what to work on next based on urgency instead of importance.

Not every project has equal worth. The extra slide that would make the deck perfect is not as important as the new client proposal. If you say yes to the urgent without pricing the costs, then context switching and cognitive load make your week a pile of busy work. You can handle it for a while. Then your nervous system starts saying, “Nope.”

The T.E.A.M. Framework

Every yes costs four things:

T is Time (for example: trade offs)
E is Energy (for example: burnout risk)
A is Attention (for example: cognitive load)
M is Money (for example: resources)

T.E.A.M. makes the cost visible so your brain stops spinning. You can prioritize with less anxiety and communicate trade offs with less friction. Here are some examples.

Trade Offs

Time is not just how long it takes you to complete a task. It’s also what you no longer have time to do because of that task. For example: You get asked to do a quick favor.

Time check:

What will working on this push out?
When will that displaced work happen?
What is the smallest version that still counts?

Try saying: I can do a 20 minute review today. If it needs more than that, we should schedule it.

That one sentence protects your week without being harsh. It also sets a boundary around your deep work time.

Burnout Risk

Energy is the cost your body pays. For example: An unrealistic deadline lands on your desk.

Energy check:

Will this require after hours work?
What is the emotional cost of pushing through?
What recovery will you lose if you say yes?

Try saying: I can deliver a smaller scope by Friday, or the full scope by next Wednesday. Which one works best for you?

You are turning a silent sacrifice into a clear choice.

Cognitive Load

Attention is where your week quietly disappears due to a hundred tiny task switches. For example: Customer fires pull you into five channels and three half-finished tasks.

Attention check:

How many context switches will this create?
What focus work will get fragmented?
What is the plan for returning to your main work?

Try saying: I am fighting this fire for 45 minutes. After that I will post status, owner, next step, and next update time.

This does two things. It contains the chaos, and it helps other people stop pinging you for constant updates.

Resources

Money is not always budget. Money is also tools, time from others, and the cost of doing it twice. For example: You are tempted to over polish because perfection feels safer.

Money check:

What is the opportunity cost of not shipping?
What is the cost of rework if we ship too early?
What resources would make this easier, like a template, a doc, or a second set of eyes?

Try saying: What does good enough look like by Friday, and what can wait for version two?

You reduce friction by creating shared expectations.

How do you decide what gets done next? Please share in the comments.

For the extended article including How This Reduces Anxiety, Where AI Helps, and The 5 Minute Weekly Ritual including a checklist sent right to your inbox, subscribe to my Substack.

Reinvest It

When leading conversations about Generative AI, I ask the group how they use it and how they feel about it. Most of the time someone says they’re afraid the robots will take their job. That’s fair.

My response is AI will keep getting better at automating tasks so we need to keep getting better at being human.

You probably hear a lot of advice like: Use AI to be more productive. Fine. Sure. Helpful. But if AI saves you time and you simply fill that time with more tasks, you haven’t upgraded your career. You’ve upgraded your treadmill.

The real advantage is what you do with the time AI gives you back. And if you want the most underrated, highest-return way to reinvest your saved time, it’s this:

Empathy.

Not the let’s-all-hold-hands-and-sing Kumbaya version. The work version: Understanding what people mean, what they need, what they’re optimizing for, and what’s getting in their way so you can reduce friction, prevent fires, and build trust faster than chaos can erode it.

Why Empathy is an Anti-layoff Strategy

You are wise to be aware of the implications AI will have on your job. Your goal is to be the person your organization would struggle to replace. When teams get lean, they protect people who:

prevent misunderstandings (stop rework)
de-escalate conflict (stop time-sucking drama)
maintain trust under pressure (stop everyone-for-themselves spirals)
make other people better (multiply output without authority)

Empathy does all that. And it compounds across every job because it makes you better at the things that quietly decide who gets trusted with bigger work: alignment, collaboration, leadership, and judgment. Also: on a team, relationships are infrastructure. If they break, everything slows down.

The Empathy Misconception

Empathy does not mean you are endlessly nice. Empathy is accuracy. It’s the ability to correctly read:

what someone is worried about (even if they’re not saying it)
what outcome they care about (even if they’re using different words)
what pressure they’re under (even if they’re being annoying about it)

And then respond in a way that reduces friction instead of adding to it. Empathy is not softness. Empathy is efficiency with a heartbeat.

The Punchline

If you want your value to keep rising while tasks get automated, you don’t compete with AI tools by doing more. You compete by becoming the person who makes teams function calmer, clearer, more aligned, and more resilient.

Empathy is not extra.

It’s how you stop paying the hidden tax of misunderstandings, conflict, and rework and start building the kind of trust that survives org charts, strategy shifts, and whatever urgent thing shows up next.

How do you integrate empathy into how you work with your team? Please share in the comments.

For the extended article including The 30-day Empathy Sprint, Where Empathy Pays Off Immediately, and How to Use AI to Create Space for Empathy sent right to your inbox, subscribe to my Substack.

Stop the Spiral

Reframing your situation is supposed to help you feel better. But sometimes you accidentally make it scarier. It usually sounds responsible. Mature, even. Like a high performer doing high performer things. In reality, it can turn into a worry loop that commands your attention, spikes your stress, and makes you less effective in the meetings where you are desperately trying to shine. Here are three common ways this shows up plus how to interrupt the cycle.

The Promotion That Turns Into Pressure

You get promoted, tapped for a high visibility project, or invited to the meeting where decisions get made. You feel proud. Then your brain opens a new tab called Do Not Mess This Up.

The negative reframe often wears a motivational costume:
Text: This is a great opportunity!
Subtext: Great. Now I have more to lose.

And then it hits your calendar and you:

Overprep for meetings with extra docs nobody asked for
Collect alignment from everyone, which creates more meetings
Ask for approvals as a way to feel safe
Optimize for looking right instead of being useful

A reframe that lowers the threat and increases clarity:
This is evidence I am trusted. My job is progress, not perfection.

Then ground it with one question before every high stakes meeting:
What is the one decision we need by the end of this call?

Small but powerful. It turns your nervous system down and your leadership presence up.

The Mistake That Becomes A Mental Residency

You send the report with a typo. You miss a detail. You realize after the meeting that your answer was not quite right. Nothing explodes. But your brain acts like it did.

The negative reframe sounds like growth:
Text: Good. I will use this as motivation to be better.
Subtext: Mistakes are danger. Stay on alert.

Now you’re stuck replaying it, correcting it, and punishing yourself for it. The more you ruminate, the more vigilant you get. The more vigilant you get, the harder it is to think clearly. The harder it is to think clearly, the more likely you are to make another mistake.

That is the worry loop.

A reframe that turns the mistake into information instead of identity:
A mistake is data. My job is to repair and improve the system.

Then use a two step reset that actually closes the mental tab:

Fix: What is the smallest action that corrects this?
Fortify: What is one change that prevents a repeat?

That is how you stop the spiral without lowering your standards.

The Sunday Night Planning Trap

Sunday night arrives and your brain offers a deal: If we think through the week right now, we will feel calmer tomorrow.

So you mentally walk through Monday. Then Tuesday. Then the meeting you dread. Then what could go wrong. Then how you will respond. Then you respond to your own response. Now you have worked a shift in your head and you are not getting paid.

The negative reframe feels like control:
Text: Planning ahead will help.
Subtext: If I do not predict everything, something bad will happen.

This is cognitive control backfiring. You sleep worse, start Monday depleted, and show up already annoyed at a calendar you haven’t even lived yet.

A reframe that contains the work instead of expanding it:
Planning is for clarity, not certainty. Then do a short boundary ritual:

Write your top three outcomes for Monday
Identify the first tiny step for the most important one
Brain dump open loops so your brain stops holding them
Stop

One plan. One next step. Then you rest.

How do you pull yourself out of a worry loop? Please share in the comments.

For the extended article including How To Tell If Your Reframe Is Helping Or Harming and The One Move To Practice This Week, sent right to your inbox, subscribe to my Substack.

Back on Track

Does conflict with a client make you feel nervous? Conflict happens because you work with humans, timelines, and competing priorities. Welcome to the club! Do some warmup stretches and let’s work that power skill muscle. Here are the big three patterns that show up no matter how polished your kickoff call felt.

Unmet Deadlines

A project slips because feedback arrives late, approvals get stuck, or internal workflows take longer than expected. The client is frustrated. You’re stuck in the middle gently translating reality into expectations.

What This Usually Sounds Like:

We thought this would be done by now
What’s taking so long?
Can’t you just push this through?

Differing Expectations

You deliver based on the brief. The client responds with: This is not what I wanted. Either the brief was unclear, the client changed their mind midstream, or the stakeholders multiplied.

What This Usually Looks Like:

The goalpost moved quietly
The brief was interpreted differently on each side
The client is reacting to a version they never actually described

Miscommunication

The client assumed a deliverable included extra features, revisions, or services that were not part of the agreement. Now they feel shortchanged and you feel blindsided. Everyone is convinced their version of what was supposed to happen is the correct one.

Common Culprits:

Vague language like support, optimize, or polish
Verbal agreements that never made it to writing
A stakeholder who did not attend the meeting but has very strong opinions

Balance Emotions With Action

Conflict stirs emotion both for them and for you. Clients may feel ignored or anxious. You may feel unfairly blamed, especially if the delay came from approvals, scope creep, or competing priorities you did not create. Your task is to acknowledge what is real emotionally without letting the emotions run the meeting.

Try This:

Name the feeling you are seeing
Name the shared goal
Move to next steps.

Here are some example scripts:

I can see why this is frustrating. Let’s walk through what happened and what we can do next.
I hear the concern. I want the same outcome, so let’s get specific about the fastest path forward.
It makes sense that this feels off. Let’s align on what success looks like and lock in the plan.

Suggestion: Keep your tone calm and your sentences short. The longer your explanation, the more it can sound like a defense.

How do you balance emotions with action? Please share in the comments.

For the extended article including Prevention and Resolution Strategies sent right to your inbox, subscribe to my Substack.

The Meeting Tax

Are most of your meetings receipts with no purchase? For example, six people show up. Thirty minutes becomes sixty. Everyone talks. Nobody decides. Then you leave with exactly one tangible outcome: A growing suspicion you’ll be doing the actual work after dinner. If your week has roughly three hours of meetings a day in a very Slack-y culture, you’re paying for conversations with your calendar, your focus, and your evenings. That’s the Meeting Tax.

The Hidden Math Nobody Puts on the Calendar Invite

A meeting isn’t just 30 minutes. It’s 30 minutes plus the cost of context switching. It takes your brain time to drop what it was holding, enter a new topic, and then climb back into deep work afterward. Do that a few times a day and you’ve created the perfect conditions for this common workplace tragedy: Too many meetings means no deep work means after-hours catch-up. Then you blame your time management, when the real culprit is structural. Your week is booked like a conference, but your job still requires concrete output.

Why Meetings Multiply

Meetings often exist because people are avoiding one of three uncomfortable things:

Writing (harder than talking)
Deciding (riskier than discussing)
Owning (scarier than “we should…”)

The result is syncs that function like group processing sessions. They feel productive in the moment because everyone is engaged but they produce very little you can point to on Friday. If your organization rewards responsiveness, being in the room, and alignment, then meetings become the easiest way to look valuable without actually moving anything forward. Which brings us to the fix.

Your New Standard: Meetings Must Buy Something

Try this: Every meeting invite must include: Decision / Output / Owner / Deadline. The goal is to protect everyone’s time.

Decision – What will be decided by the end of the meeting? If the answer is “we’ll discuss,” that’s not a decision. That’s a vibe check. Fine sometimes. Not fine as a default.
Output – What physical thing will exist afterward? A rough draft document. A list of options. An email that gets sent. Something real.
Owner – Who is responsible for making sure the output happens? Not we. Not the group. A human with a name.
Deadline – By when will the output be finalized or shared? If there’s no deadline, the meeting is likely just a pause button with snacks.

The Receipt Required Invite Template

Feel free to copy this block and paste it in your meeting description fields.

Decision:

By the end of this meeting, we will decide: ________

Output:

We will produce: ________ (doc / options list/ email)

Owner:

Owner responsible for driving output to completion: ________

Deadline:

Output will be finalized/sent/implemented by: ________

Pre-work required:

Link(s): ________
Two bullets of context: ________

Attendees:

Required for decision: ________
Optional / FYI: ________

That last line, required vs optional, is where you stop inviting the entire population of the organization just in case.

What is your system for minimizing the Meeting Tax? Please share in the comments.

For the extended article including What this Looks Like in Real Life, Scripts You Can Use When You’re Invited to a Receipt-less Meeting, and The Meeting Tax Audit sent right to your inbox, subscribe to my Substack.

Your Time ROI

On a small team, busy is basically the default setting. You’re close to the clients and to the chaos. One minute you’re doing thoughtful, high-value work. The next minute you’re putting out a customer fire, then bouncing into three different threads, then trying to remember what you were doing before your brain got drop-kicked by urgency. By Friday, you’ve worked hard… and still feel like you didn’t accomplish anything important. You aren’t failing. Your time is getting spent on low-return work. It consumes hours but doesn’t create anything durable, visible, or compounding. Let’s fix that with Time ROI.

Time ROI, in Human Terms

Time ROI = the return you get on the hours you spend.

Not every task needs to be career-making. Some work is just necessary. But if your week is all necessary, you end up in a loop of customer fires and context switching and unclear priorities and catch-up work after hours and repeat. The goal isn’t to stop doing important keep-things-running work. The goal is to stop letting it swallow your week so completely that nothing pays you back.

Everything Work Feels Like the Job

On a small team, three things are almost always true:

Customer fires are loud. They feel urgent, visible, and emotionally loaded.
Context switching is constant. You’re needed in five places because there aren’t five extra people.
Priorities get fuzzy fast. When you’re reacting all day, you stop choosing and start chasing.

So even if you’re talented, you can accidentally spend your best brainpower on work that disappears the moment it’s done. You don’t need more discipline. You need a better portfolio.

The Framework: Maintain / Grow / Showcase

Maintain (keeps things running)

This is the work that prevents the wheels from falling off:

Handling customer fires
Daily ops and admin
Routine coordination
Recurring reports
Necessary meetings

Maintain is legitimate. It’s just not allowed to be your entire identity.

Grow (makes future work easier)

This work decreases future chaos and increases leverage:

Fixing a recurring issue so it stops becoming a fire
Writing a playbook / FAQ / checklist
Simplifying a workflow
Training someone else so you’re not the only knower
Using AI to draft/format/summarize repeatable work

Grow work is how you buy time back.

Showcase (creates visible, career-building impact)

This is the work that makes your value obvious and compounding:

Shipping a meaningful deliverable
Owning a metric that matters
Making a key decision or recommendation
Leading a cross-functional effort (even a small one)
Turning ambiguity into a clear plan

Showcase is not showing off. It’s making impact visible to your team, your stakeholders, and your future self.

How do you ensure a good ROI on the hours you work? Please share in the comments.

For the extended article including a 20-minute Time ROI audit sent right to your inbox, subscribe to my Substack.

Virtually Hidden

When setting up meetings, one of the first questions asked is “Do you prefer meeting in person or virtually?” If you’re like me, you’ve learned to say, “Whatever’s easiest!” because you’re polite and your calendar is already a suitcase you’re trying to zip while sitting on it.

Why It Matters

For alignment, in addition to swapping updates, you need to be able to discern confidence, detect hesitation, and make decisions when the room gets emotionally complicated (which it always does, because humans). In-person is better for anything that involves resistance, uncertainty, or a situation that could go sideways.

When you’re looking at someone through a webcam, you’re getting a highlight reel, not the whole story. You see their face, maybe their shoulders, and whatever expression they can maintain while Slack pings, email dings, and they pretend they’re totally focused. In person, you get the rest of the data: the hand gestures, the micro-glance at a second screen when you mention timelines, and (my favorite) the nervous heel bounce.

The Rule

Have you heard of the 7-38-55 rule? It’s often summarized as 7% words, 38% tone, and 55% body language. In the 1970’s, Dr. Albert Mehrabian’s research suggested when verbal and nonverbal cues conflict, people tend to trust nonverbal signals more. Disclaimer: it’s not a universal law for all communication (facts still matter, thank you very much), but it’s extremely relevant when the stakes involve trust, confidence, resistance, or buy-in.

And that’s basically every meeting where you’re trying to get work done with other people. You’re not just deciding what to do. You’re deciding whether they’re bought in, whether they’re uneasy, and whether the plan survives moving from screen to reality. This is one of the reasons virtual meetings feel exhausting. You’re trying to get in sync while missing most of the inputs your brain relies on to determine whether yes really means yes.

You Lose Time, Not Just Vibes

When you miss nonverbal cues, you don’t just miss emotion. You miss early warnings.

A stakeholder says, “Looks good,” but their tone is tight. In person, you’d clock it instantly and ask one more question. Virtually, you take the yes and move on. Two weeks later, objections appear like they were sitting just outside the camera frame the whole time.
Your manager says, “Run with it,” while clearly multitasking. You interpret it as approval. They interpret it as “I was being polite.” Now you’re both annoyed and you’re rewriting the strategic plan.
A teammate says “I’m fine with the deadline.” Their words cooperate but their body is screaming no. You don’t notice. They burn out, quality drops, and you inherit the mess.

The result is slower decisions, more follow-up meetings, and that particular brand of frustration that comes from doing the same work twice. By the way, power skills, like communication and empathy, are the exact gap AI can’t fill yet. Tools can schedule the meeting, capture the transcript, and summarize action items. But they can’t reliably tell you when someone is uncomfortable, unconvinced, or uneasy about delivery. That’s still a human’s job.

How do you get the nonverbal information you need from a virtual meeting? Please share in the comments.

For the extended article including Make Virtual Alignment Faster (and Less Soul-Sucking) sent right to your inbox, subscribe to my Substack.

What Is Your Story?

You read the words “personal brand” and your shoulders tense. I get it. The phrase can sound like you’re supposed to be a walking billboard with a ring light and a catchphrase. Can it be overdone? Absolutely. But at its core, managing your brand is simply putting your best foot forward. It is intentionally deciding what you want the public to know about you.

You already have a personal brand. There is no way to avoid it. People have a sense of what it is like to work with you, what you value, what you’re good at, and what you tend to prioritize. The only question is whether you are shaping that story on purpose or letting it form by accident. Storytelling is how you shape it on purpose.

Why Storytelling is the Least Salesy Way to Build a Brand

The most common reason I hear from people who avoid personal branding is they think it requires constant self promotion. They picture humble bragging, highlight reels, and captions that make your friends quietly mute you.

Storytelling is the antidote to that. When you tell values stories, you are not shouting, “Look how great I am!” You are showing people how you think. You are letting them see your standards in action. You are building trust without asking for applause. A story does what bullet points cannot. It gives your values a heartbeat. For example:

Saying you are empathetic is vague. Telling a story about how you handled a tense deadline conversation without steamrolling someone is specific.
Saying you value excellence is easy. Telling a story about catching a small error before it became a big one, and what you changed in your process afterward, is credible.
Saying you are reliable is common. Telling a story about how you built a simple weekly status update that prevented surprises, surfaced risks early, and made it easier for everyone to plan is memorable.

Your personal brand is not your job title. It is the expression of your values, goals, purpose, mission, vision, and what skills and abilities you bring to the party. Storytelling is how you make that expression feel real.

It Is Your Guide

Instead of treating your personal brand like a marketing campaign, treat it like a guide you can refer back to over and over again. A guide helps you decide what to share and what to skip. A guide helps you stay consistent across LinkedIn, Substack, TikTok, your website, and all the things. A guide evolves as you grow.

If you have ever posted something and immediately wondered, “Was that helpful or was that cringe?” Then you need a guide. Start with one question and do not overcomplicate it: What do I want to be known for? Not admired for. Not liked for. Known for. Known for is sturdier. Known for survives a bad hair day and a rough quarter.

What do you want to be known for? Please share in the comments.

For the extended article including Your Secret Weapon, What to Include in Your Personal Brand Narrative, and a 5-Step Template for Brand Storytelling sent right to your inbox, subscribe to my Substack.