Productivity – Page 4 – mardihumphreys.com

Three Down

“We don’t learn from experience; we learn from reflecting on the experience.” – John Dewey

Continuing the journey we started with Quarterly Contemplation and Half Way There, it’s time to pause and reflect on Q3.

Think About Your Thinking

You’re wrapping up a busy quarter at work. The projects, deadlines, and constant task juggling are all blurring together so it’s tempting to skip reflection. Think about how you handle your workweek. If a meeting runs over, what’s the first thing you cut? Chances are, it’s the five minutes you set aside to review your progress or reset your priorities. But if you do, then you’ll miss out on one of the most powerful and affordable tools available for professional growth. The same happens at the end of a quarter. Please pause and process what happened so you don’t walk into Q4 on autopilot carrying forward habits that do not serve you.

We treat reflection as optional, but it’s actually central to learning. It’s more than replaying events in your head. It requires metacognition: thinking about your thinking. You consider what worked, what didn’t, and why. You connect past choices to future goals. And when you articulate that process (even just jotting notes in a document), you’re strengthening a skill set that compounds over time.

Your output isn’t just tasks. It’s also ideas, decisions, and problem-solving. Here are two common areas where reflection can make a difference:

Time Management: Maybe you intended to block out focus hours, but constant Slack pings derailed you. Reflection helps you spot patterns like this so you can try a new boundary next quarter.
Career Goals:. You might be good at executing tasks but realize you’ve spent little time building skills for the role you actually want. Reflection surfaces those blind spots before another quarter slips by.

These aren’t abstract benefits. They show up in real ways: fewer late nights at the laptop, better alignment with your manager’s expectations, and more energy for projects that matter to you. Give yourself targeted questions. Think of them as prompts that guide your thinking and keep you honest. Over time, you’ll get faster at noticing themes in your work and more confident in making adjustments.

Questions to Ask Yourself

What were the major objectives I set at the start of the quarter, and did I meet them?

What work am I most proud of, and why?

What were the biggest challenges I faced, and how did I respond?

What is one habit I should start, stop, or continue doing to improve my workflow?

How did I contribute to the positive culture of my team?

What is my top goal for professional development before the end of the year?

Are my current projects and responsibilities still aligned with my long-term career aspirations?

What questions would you add to this list? Please share in the comments.

The Fuel

You finally got the raise you worked so long and so hard for. You’re ecstatic! For about a minute and a half. Then you think, “Wait. That’s it?” The milestone matters, but the money isn’t what fulfills you. The fuel that keeps you going is the process that got you there: your daily practice of showing up, solving problems, and getting a little sharper every day.

Why the High Fades So Fast

Extrinsic rewards like raises, promotions, or landing a new job are motivating but they quickly lose their shine. The email subject line “Congratulations!” feels great in the moment. But two weeks later, you’re back in the grind wondering why you don’t feel any different. Feelings are fleeting. What lasts are the skills you built, the focus you developed, and the decisions you made. These are things you control. What you don’t control is whether the company hits its revenue targets. Or whether your boss’s boss decides it’s the right time to bump your pay. You choose how to use your time and the quality of the work you produce.

The Process is the Point

Raises, promotions, and job offers are markers. They’re not destinations. The fulfillment comes from how you handle the work in between them. Think back to when you were working toward the raise. Maybe you streamlined how your team reports results. Maybe you volunteered to take the lead on a project outside your comfort zone. Maybe you finally learned how to say “no” to the meeting that could have been an email. (If it’s this one, then you’re my new superhero.) The part that fueled you was not the outcome. It was the act of improving.

The same principle applies to bigger career decisions. Maybe you’re choosing between two job offers: one with higher pay, the other with more growth potential. The satisfaction doesn’t come from the offer letter. It comes from the clarity you build while weighing your core values against the options and from the discipline of making the choice you’ll stand behind six months later. Or maybe you’ve started thinking about leadership. You won’t control whether your manager opens a new role next quarter. But you can control how you prepare. You can sharpen your ability to make decisions, practice how you delegate, and build trust with peers.

Why Process Wins More Often

When you commit to the process of showing up each day, learning, and refining, outcomes go your way more often because you give yourself more chances to succeed. For example, your coworker only updates their resume and portfolio once every two years when they’re job-hunting. But you regularly document your projects, update your Atta Baby! file, and reflect on what you learned. When the unexpected opportunity comes up, your coworker is scrambling. You, on the other hand, are ready for it.

What personal process improvement tip do you have for the Is It Worth Your T.E.A.M.? community? Please share in the comments.

Your Career Compass

Promotions, project assignments, and pushback in meetings all come with trade-offs. Without a clear set of core values you’re just guessing which choice is right. With them you have a built-in compass that points you in the right direction even when the map is unclear.

What Are Your Core Values?

They are the deeply held beliefs that shape your decisions and actions. They’re the “why” behind your “what.” At work, they are the difference between wise choices and the ones you regret six months later. If you don’t know what your core values are, here is a list from Brene Brown (thank you!) to help you define them. After looking at the list:

Choose 10–15 values that resonate with you. Take your time but don’t overthink it
Whittle those down to 3–5. This is hard. Focus on what really drives you
Check your behavior against your list. This is where it gets uncomfortable: notice what you do, not just what you say. Values are only real if your actions reflect them. For example, if you say honesty is a core value but you leave inconvenient details out of a client report because it makes your team look better, then you may not be as committed to honesty as you thought. That’s not to shame you. It’s to help you notice when your behavior doesn’t match your stated values. The gap is revealing

Why Core Values Matter at Work

Leaders face this all the time: two options, both high stakes, both with trade-offs. Core values act as a filter. They help you set aside other people’s expectations so you can make decisions that align with who you are. For example, in a team meeting your manager proposes a project timeline you know is unrealistic. If one of your core values is integrity, that value pushes you to speak up even if it’s uncomfortable. If your top value is loyalty, you may frame your concerns differently, focusing on supporting the team while raising the issue.

Use Core Values to Guide Your Career

Short-term example: Your manager asks you to join a new project that would be great for your visibility but would require late nights for the next three weeks. If one of your values is balance, you may decide to pass or negotiate a more sustainable schedule. If your top value is growth, you may accept and plan for recovery time afterward.

Long-term example: You’re considering a job offer from a company with a reputation for high turnover and aggressive targets. If stability is a top value, you may decline. If innovation is a top value, you may decide the fast pace aligns with what you want.

In both cases, your values act like a GPS. You still choose the route, but they keep you pointed toward your destination.

How to Apply Your Core Values Right Now

Write them down and keep them visible: Put them on a sticky note on your laptop. Take a photo of them and use it as the wallpaper on your phone
Define 2–3 behaviors for each value: This makes them measurable and realistic
Run decisions through your values filter: When faced with a choice, ask: “Which option best aligns with my values?”
Use them in conversations: If you decline an opportunity, frame it around your values. For example: “I want to make sure I can deliver quality work, so I’m concerned about the current timeline.”
Revisit them quarterly: Your values may stay the same, but your behaviors may need updated as your career progresses

How do you use your core values to make wise career choices? Please share in the comments.

Are You Ready for It?

It’s promotion season! The time of year when titles shift, responsibilities grow, and opportunities open up. Whether your company follows a formal review process or leaves advancement up to individual managers, one thing is clear. You aren’t handed a promotion. You have to be ready and strategic.

Close Gaps

Before you ask for a promotion look up the job description for the role you want even if it’s not currently posted. What skills, certifications, or leadership abilities does it mention that your current role doesn’t require? Skill gaps aren’t deal breakers. But if they’re visible and unaddressed, they’re easy reasons to pass you over. Your good work does not speak for itself. Promotions go to people who proactively show they’re already doing some of what the next-level job demands. For example, if the job requires strategic planning, and you’re currently in a tactical role, think back to when you helped your team decide on quarterly goals or you made a case for prioritizing a project. Document that and be specific.

Highlight Impact

Instead of listing your tasks clearly state the outcomes your work produced. “Created reports,” is fine, but what happened as a result? You can say, “Increased reporting efficiency by 30% by restructuring our monthly deliverables.” When pitching yourself for a promotion, share examples of projects that had measurable impact. Then tie them directly to the role you want. For example, “Last quarter, I led a small team to implement a new client feedback loop. The experience taught me how to adapt communication styles across departments. That skill is required in the new role on a daily basis.”

Be Clear

Vague descriptions make it harder for others to see you in a bigger role. Swap out generic phrases with specific, transferable skills. Instead of “Ran meetings” say, “Facilitated weekly team syncs, keeping cross-functional partners aligned and on track.” Your goal is to make it easy for your manager to visualize you in the new position. Not just because you’re ready, but because you’ve already started acting like you’re in it.

Build Relationships

If no one in leadership knows your work, they can’t advocate for you when decisions are made. Be visible in the right ways: Speak up in meetings with thoughtful questions or insights. Offer to present team wins or project outcomes. Ask for feedback. Not just from your manager, but also from peers or other leaders you’ve worked with. If your manager knows the promotion is a stretch role, don’t shy away from acknowledging it. Say something like: “I may not be the most obvious candidate on paper, but I’ve been working intentionally to grow in these areas, and I believe I can bring real value to the team.”

Ask Professionally

Once you’ve done your prep, set up a meeting with your manager. This is not a casual hallway conversation. Frame it as a career development check-in. Come prepared with: A list of accomplishments tied to the new role. Evidence you’ve closed (or are closing) any skill gaps. A clear statement of your interest in the position. You are not bragging. You are owning your progress and signaling your readiness. You can say, “I’ve taken on more responsibility over the past year, and I’ve had the chance to lead several initiatives that improved team efficiency. I’ve reviewed the expectations for the position, and I believe I’m ready. I’d like to talk about what it would take to be considered.”

How do you clearly demonstrate the value you bring? Please share in the comments.

Patience Is Powerful

Hamilton: An American Musical debuted on Broadway on August 6, 2015. Have you noticed that many of its 46 songs relate to the workforce? For example, “Right Hand Man” is about then-General George Washington talking Alexander Hamilton into taking a promotion as his aide-de-camp.

There is a line from the song “Wait for It” I return to repeatedly. It’s sung by Aaron Burr’s character. He compares his misfortunes to Hamilton’s successes. He’s hyping himself up after being judged by his coworkers. He sings about how unfair life is and what he intends to do to succeed:

I am the one thing in life I can control

I am inimitable

I am an original

I’m not falling behind or running late

I’m not standing still

I am lying in wait

The common assumption is: Patience means doing nothing. If you’re not chasing, pitching, or climbing, you’re behind. It’s easy to mistake patience for indecision or unwillingness to make a move. But read it again: I’m not standing still. I am lying in wait. That’s not passivity. That’s strategic. In your work life it’s tempting to confuse waiting with wasting time. But that’s not how real life—or real work—functions. And it’s definitely not how growth works. Patience isn’t about pausing. It’s about preparing.

When It Feels Like Losing

Coworkers are getting promoted. Starting companies. Speaking at conferences. Meanwhile, you’re still in back-to-back meetings trying to keep from drowning in your inbox. Do you doom-scroll LinkedIn and think, “She’s already a director?” or “He’s publishing another book?” In that headspace, patience can feel like losing. The pace of work makes it feel like if you don’t sprint, then you get trampled. The pressure can drive you to make poor decisions like jumping at a job that isn’t the right fit or saying yes to a project just to stay visible. But activity isn’t the same as progress and not every season of your life is meant to be fast. Some seasons are for planting. Quietly. Intentionally. It’s not glamorous and it usually doesn’t come with applause. But it’s how success takes root. Patience is knowing when to be still. It’s choosing to wait, not because you’re indecisive, but because you’re discerning.

Patience at Work

Prepare Quietly: Instead of pushing for your next move, what can you get better at while you wait? Strengthen a skill. Build relationships. Improve your processes. Get so good they can’t ignore you. Document your wins. These investments compound even if no one sees them right away.

Support Visibly: Stay engaged, even if you’re not center stage. You don’t have to lead a project to make a difference in it. Offer help. Ask questions. Be present in the work that’s happening around you. Collaboration is its own currency. When the seat at the table opens, you’ll already be in the room.

Reset Your Narrative: Let go of timelines you didn’t choose. You’re not stuck. You’re building momentum. Shift the story you’re telling yourself from “Why not me?” to “Not yet.”

Notice Envy, Don’t Let it Lead: It’s okay to feel a twinge when someone else gets what you wanted. But don’t let that feeling force you into something that’s not ready. Instead of seeing it as a setback, use envy as a push forward. Double down on networking and upskilling.

Watch for Your Window: Look for signs, not spotlights. The right moment rarely announces itself, but you’ll recognize it more easily if you’ve been quietly preparing for it all along. Patience isn’t a forever plan. It’s a strategic posture. When the opportunity does open up, don’t hesitate. Step into it.

What do you do to make sure patience is not passive? Please share your tips in the comments.

Your Real Budget

A house. An MBA. A vacation you’ve dreamt about since your first entry-level job. Big scary purchases like these force you to stop and ask a tough question. “Is it worth the money I’d have to spend?” But it’s not only about the price tag. It’s also about what else you have to trade for it: your time, energy, and attention in addition to your money. That’s your real budget. When any of those get stretched, your productivity, mental health, and values take the hit. How do you decide?

Let’s say you’re thinking about one of these:

An MBA program to switch careers or boost your salary.
Buying a house in a better school district.
Finally taking that two-week vacation to Europe.

They’re all valid options. And they all come with a cost.

Will this drain your capacity for work you care about?
Will this choice add to your stress?
Will you regret doing it?
Will you regret not doing it?

What Are You Really Investing?

Earning your MBA is not only tuition, It’s also late nights, weekend classes, fewer hours for friends, family, or rest. If your job is already demanding, is your current energy level up for this?

Buying a house may seem like an upgrade. But it may double your commute, stretch your mortgage, or add home maintenance tasks you never had to think about. Can you make time for that?

Even the vacation, which sounds like self-care, can eat up time in planning, money you may need later, and attention you should be giving to pressing deadlines. Do you have the attention span for it?

Think about:

Are you willing to invest the time it takes to make this work?
Do you have the energy for it, or are you borrowing against burnout?
What other priorities will lose your attention?
What will you have to say no to, either now or later, because of this cost?

Are You Doing This for the Right Reasons?

Your college friends are going back for grad school. Your family thinks it’s time you bought property. Your coworker just returned from Italy. But if the cost doesn’t line up with your values, it’s going to backfire. For example:

If freedom is a core value, taking on $80K in student debt may weigh you down more than it lifts you up.
If you value stability, moving across the country for a job with a higher salary, and a higher cost of living, may not be the right move.
If competition drives you, the selfies you take in Milan may one up your coworker temporarily, but the cost is long-term.

What Are the Long-term Consequences?

Imagine yourself three years from now:

Will the MBA help you earn more, or delay your ability to save for a home?
Will buying a house now lock you into a job you’re already outgrowing?
Will a vacation refresh you or set back your emergency fund?
Will this investment open more doors or close some?
Will it still feel like it was worth your time, energy, attention, and money?

How do you make decisions about the resources that shape your life? Please share in the comments.

Pitching Change

You know you need presentation skills for giving a speech. But if you work with other people, you’re presenting all the time. In a Slack message. On a Zoom call. In a 15-minute check-in. Anytime you share an idea, pitch a change, or walk someone through your work, you’re presenting. And how well you do that matters. A lot.

The ability to present your ideas clearly and confidently is a soft skill that affects how you’re perceived, how well you get your work done, and how much influence you have. Here’s why.

Saves Time

We’ve all been in meetings where someone explains an idea for five minutes and afterward you’re still not sure what they meant. You’re confused about what you’re supposed to do with this information and frustrated that’s five minutes of your life you’ll never get back. Clear communication puts the focus on what matters. For example: You’re working on a new internal process that will speed up client onboarding. Instead of walking your team through every detail, you say: “Here’s what’s changing, why it matters, and how it will save us five hours a week.” Then limit your explanation to just those items. Now they’re with you.

Builds Trust

Presenting ideas well isn’t about being the loudest voice in the room. It’s about demonstrating you did the work. When you share ideas confidently, even in a one-on-one conversation, people take you seriously. The more you know your material and your audience, the less likely you’ll ramble, hedge, or over-explain. For example: You’re proposing a change to your team’s project timeline. You open with: “Here’s what I want to walk you through: the new timeline, what we gain from it, and how it keeps us on track without burnout.” You’re not just suggesting, you’re leading.

Drives Growth

People who communicate well advance their careers faster because they can show the value of what they know. According to a LinkedIn Workplace Learning Report, 92% of talent professionals say soft skills matter as much or more than hard skills. And communication tops the list. For example: You’re up for a stretch role that involves more cross-functional work. If you clearly present your past wins, share your approach, and respond to questions without spiraling, you’re more likely to land the opportunity.

Promotes Buy-In

You don’t need to be in sales to need persuasion skills. Every time you pitch a new idea, even internally, you’re trying to persuade someone. When you present well, you make it easy for people to say yes. That often means starting with the benefit to them, not you. For example, the next time you share one of your ideas, say this:“There are three things about this idea that I’m really excited about because they will help us hit our goals faster, save resources, and make things easier for the team.” Then dive into your proposal. Create interest and buy-in from the start.

Improves Results

When you’re boring or confusing, people check out. When you’re clear and direct, they lean in. For example: In a weekly team sync, you summarize a project’s status by saying: “We’re 75% done, we’ve cleared the two biggest obstacles, and we’re on pace to finish two days early.” That gets attention. You do more than inform, you engage.

Fosters Collaboration

When you present your thoughts clearly, you’re not just sharing your ideas, you’re creating space for others to build on them. For example: You’re brainstorming a solution for a client issue. You say: “Here’s my starting point. It fixes the core issue, works within budget, and gets us to resolution by Friday. Where do you see gaps or better options?” Now your team can focus on refining the solution instead of trying to figure out what you meant.

How do you effectively present your ideas? Please share in the comments.

Getting in Shape

This week I’m sharing a few questions I’m frequently asked about soft skills. If you feel like you’re managing a team that does what you say but nothing more, you’re not alone. Leading by compliance can get you results. But if you want people to bring their energy, skills, and ideas to the table then you have to inspire them. But how?

Can Soft Skills Be Developed?

Yes, and it takes intention. Think of soft skills like a muscle you have to train. You get better through practice, feedback, and observation. For example, you can learn to listen without interrupting, you can get better at showing empathy, and you can grow more comfortable owning your mistakes.

How Do You Measure Soft Skills?

They’re harder to measure than technical skills, but not impossible. You might track them by asking for 360-degree feedback from colleagues or by reflecting on how people respond to you. Do teammates come to you for advice? Are they honest with you? Do they seem motivated? These signals can tell you if your soft skills are working.

Why Are Soft Skills So Hard To Improve?

Three things: You often don’t get immediate feedback, your habits may be deeply ingrained, and improvement can feel uncomfortable. For example, showing vulnerability takes courage. If you push through that discomfort, you’ll see a huge shift in how your team responds to you. Here are four examples of soft skills and how to start exercising them right away.

Building Kindness

Kindness at work isn’t about being nice for its own sake. It’s about helping people feel seen and supported. Let’s say a teammate misses a deadline. Your gut reaction may be frustration. Instead of acting out of that emotion, schedule a quick one-on-one and calmly ask what got in the way. Maybe they’re swamped or dealing with personal issues. By showing you care, you open the door for a real conversation about workload, priorities, or support. And you send a clear signal that they matter beyond their output.

Building Trust

Trust is about giving others space to do their best work and believing they will. Let’s say you’re leading a project and have a big presentation coming up. A colleague offers to take on a tricky section. Even if you’re tempted to micromanage, you let them own it and you tell them you trust their expertise. That sense of ownership can motivate them to give their best effort, and it frees you up to focus on the bigger picture.

Building Vulnerability

Vulnerability at work is about honesty, especially when it feels risky. Let’s say during a team meeting you share you’re worried about hitting a deadline because of conflicting priorities. Instead of acting like you’ve got it all handled, you invite others to help problem-solve. You’ll be surprised how quickly teammates rally around you when you model openness.

Building Accountability

Accountability means holding yourself, and others, to commitments, while being fair. Let’s say you promise to deliver a report by Friday. Thursday rolls around, and you realize you won’t make it. You send a quick message explaining why and propose a new deadline. That small move shows your team that you don’t sweep things under the rug, and that you respect their time and trust.

What other soft skills would you have included? Please share in the comments.

Beyond the Standard

We’ve all been there. The project that was supposed to be simple turns into something bigger, harder, and more time consuming than you expected. You don’t just get things done. You do them to a higher standard. That extra effort can pay off, but it almost always takes more time and energy than you planned.

It’s the Law

One reason is Parkinson’s Law: “Work expands to fill the time available for its completion.” You give yourself a week to write a presentation, and somehow it takes a week, even if you could have done it in two days. Or you procrastinate until the last day, then scramble to finish. That’s where it gets tricky. How can you tell the difference between Parkinson’s Law slowing you down versus the simple reality that excellence takes longer? Continuing our example of preparing a pitch deck for a big client, if you only give yourself one afternoon, you’ll rush through it and probably copy a standard template. But if you want excellence, customizing the deck, tailoring the message, and practicing the delivery, it may take three full days. You may think you’re being slow, but you’re actually doing deep work. On the other hand, if you keep tweaking fonts and adding new slides all week long because you’re avoiding sending it, that’s Parkinson’s Law at work.

Rule of Thumb

Excellence feels hard, but it moves forward. Parkinson’s Law feels busy, but stuck. If you’re learning, improving, clarifying, or producing higher-quality work, then you’re likely on the excellence path. If you’re constantly polishing, stalling, or starting over without real progress, then you may be letting Parkinson’s Law slow you down.

Keep Moving Forward

Set shorter deadlines: Give yourself less time than you think you need. Not to rush, but to push for focus. If it really does need more time, you’ll find out quickly and can plan for it.

Break work into chunks – Instead of: finish the project, aim to: finish the outline by Tuesday, gather feedback by Friday, etc. This stops you from drifting.

Build in review time – If you plan a day or two to step back and review your work before final delivery, you get the benefits of excellence and the discipline of a deadline.

Watch for procrastination triggers – Be honest. Are you avoiding getting started because you’re afraid it won’t be perfect? Progress matters more than perfection. Starting gives you momentum.

Check in with others – Talk to colleagues or mentors about how long similar work usually takes. It’s a reality check to see if you’re being thorough or just spinning your wheels.

Embrace learning curves – Excellence means growing skills. It takes longer to do something well the first time. If you’re pushing beyond what you know, that’s a good thing. The next time you feel discouraged that excellence is taking so long, ask yourself: Am I making progress? Am I learning or improving? If yes, stay the course. If not, shorten the deadline, break the task down, and commit to shipping what’s good enough. Then improve on it next time.

How do you tell the difference between striving for excellence and spinning your wheels? Please share in the comments.

Half Way There

Back in March, we did a reflection on the first quarter of the year. Now that we’re approaching the end of Q2, it’s time to evaluate the first half of 2025.

If you read the article, Quarterly Contemplation, and followed the final prompt to set goals for the following three months, pull those out. Did you achieve them? If so, what behaviors helped you? What got in the way? What could you tweak? If you have not reached your Q1 goals yet, how are they coming?

Last week, we talked about measuring success. I received feedback asking how you can shift your mindset when you are in the habit of comparing yourself to others. So, let’s focus on that for our end of Q2 reflection. These questions are meant to keep you anchored in what you can control: your choices, your mindset, and your direction.

Am I living up to my values?

It’s easy to get distracted by other people’s milestones, but their path may have nothing to do with what matters to you. Maybe you value creativity, but you’re comparing yourself to someone who’s climbing the management ladder. Different values, different paths.

For Example: Let’s say you’re in a marketing role and someone else on your team is great at landing speaking gigs. Before you start thinking, “I should be doing that,” ask yourself: “Is that the kind of contribution I want to make?” Maybe you care more about solving tough messaging problems or mentoring newer teammates. Write down your top three values related to work. For Q3, what happens when you align your daily tasks with them?

Do I know what my purpose is?

Purpose doesn’t have to mean saving the world. It can be as simple as learning your craft, building relationships, or getting better at delegation. The key is knowing what your work is building.

For Example: Let’s say you’re a project manager. Right now, your purpose might be building a track record of reliable delivery. That way, when bigger projects open up, you’re the obvious choice. Purpose creates direction and it helps you stop worrying about what everyone else is doing. Finish this sentence: “The purpose of my work right now is…” For Q3, what happens when you keep that sentence somewhere visible when you’re feeling distracted?

What’s my potential if I keep showing up?

It’s easy to get frustrated when success feels slow, but what could your job look like in six months if you stay consistent?

For Example: Think about a junior software developer learning a new coding language. Comparing yourself to a senior engineer won’t help but practicing every day will. The gap between where you are and where you want to be closes through daily effort, not overnight wins. For Q3, what if you strive for 1% improvement every day?

Does my behavior match the future I want?

Want to lead a team one day? Are you acting like someone who’s ready to lead? Want to be known as a problem-solver? Are you tackling problems, or waiting for someone else to handle them?

For Example: Let’s say you work in operations and your long-term goal is to move into leadership. Your future is shaped by today’s actions not by what someone else is doing. For Q3, what happens when you volunteer for cross-team projects? Offer solutions in meetings? Take ownership when things go sideways?

What are some questions you think we should ponder here at the end of Q2? Please share in the comments.