Coming Up in the Strategic Outlier™

March 2019 — How to Overdeliver

You rarely go wrong by underpromising and overdelivering. Whether you’re working with clients, your boss, or colleagues, there’s value in delivering more than what other people expect. There is a delicate balance to this method. You have to be careful with how often you use it and who to use it on. But, if used strategically, it can be a great tool to build client confidence. In this issue, you’ll discover:

  • How to be strategic in deciding for whom you should overdeliver, when you should do it, and how
  • How the secret to overdelivering is to intentionally underdeliver in areas that don’t matter… and why you never want to get those areas mixed up
  • What overdelivering looks like in consulting vs. industry
  • How overdelivering in industry differs for individual contributor roles vs. director and VP-level roles

April 2019 — How to Manage Up and Across

I’ve been managing people at work since I was 19 years old. The first time I had a formal job title that included managerial responsibilities was when I was 24 years old. The secret to fast upwards career trajectory is to manage up (e.g., your boss) and across the organization effectively.
At every stage of your career, you will always have to manage up. If you’re an individual contributor, you’ll need to manage your manager. If you’re a Vice President, you’ll need to manage your CEO. If you’re a CEO, you’ll need to manage your board members. Being good at managing up (and across) is a skill. There are certain guidelines and rules of thumb on how to manage up and across effectively — and it’s quite different than managing “down.” In this issue, I will cover:

  • What it means to manage up and across
  • How to make suggestions without overstepping your boundaries
  • Knowing when to speak up
  • Specific scenarios and how to work through them
  • Specific phrasing to avoid when “managing” up or across

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