I've interviewed 100s of people for 6-figure roles. (Here's what nobody tells you...) It's not the most qualified candidate who gets the job. It's the best prepared for the interview. How to prep like the top 1%: 1. Research the company like you already work there. ↳ Know their challenges, victories, and latest news. 2. Practice your answers out loud. ↳ What sounds good in your head may not when spoken. 3. Prepare 3 specific stories that showcase your skills. ↳ Focus on your adaptability and leadership. 4. Study the job description. Find the top 3 skills they want. ↳ Then craft examples proving you have them. 5. Do a mock interview with a trusted person. ↳ Someone who will give you honest feedback. 💡 And 7 questions to ask that make YOU stand out: 99% of candidates ask basic questions at the end. Don't waste this opportunity to impress! Ask these instead: ➟ What does success look like in the first 90 days? ➟ What are the biggest challenges facing the team that I could help solve? ➟ How would you describe the management style of the person I'd be reporting to? ➟ What distinguishes your top performers from everyone else? ➟ How does the company support professional development and growth? ➟ What made YOU decide to join this company, and what keeps you here? ➟ What do new employees find surprising after they start? The best candidates don't just answer questions. They create meaningful conversations. Remember: Interviews are a two-way street. You're evaluating them just as much as they are you. You spend 90,000 hours of your life at work. Choose a company and manager that support your growth. Your career will thank you. P.S. What's your best tip for nailing your interview? Share in the comments to help others prepare. ♻️ Valuable? Repost to share with your network. 🔖 Follow Justin Wright for more on career success. Want my 80 best cheat sheets? Get them here for free: BrillianceBrief.com
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𝐖𝐡𝐲 𝐝𝐨 𝐬𝐨𝐦𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐠𝐞𝐭 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝 𝐟𝐚𝐬𝐭𝐞𝐫, 𝐡𝐞𝐚𝐫𝐝 𝐦𝐨𝐫𝐞 𝐨𝐟𝐭𝐞𝐧, 𝐚𝐧𝐝 𝐭𝐫𝐮𝐬𝐭𝐞𝐝 𝐦𝐨𝐫𝐞 𝐝𝐞𝐞𝐩𝐥𝐲? Of all the topics people ask me about, executive presence is near the top of the list. The challenge with executive presence is that it’s hard to define. It’s not a checklist you can tick off. It’s more like taste or intuition. Some people develop it early. Others build it over time. More often, it’s a lack of context, coaching, or exposure to what “good” looks like. Here’s what I’ve learned over the years, both from getting it wrong and from watching others get it right. 1. 𝐋𝐚𝐧𝐝 𝐲𝐨𝐮𝐫 𝐦𝐞𝐬𝐬𝐚𝐠𝐞 People early in their careers often feel the need to prove they know the details. But executive presence isn’t about detail. It’s about clarity. If your message would sound the same to a peer, your manager, and your CEO, you’re not tailoring it enough. Meet your audience where they are. 2. 𝐔𝐩𝐥𝐞𝐯𝐞𝐥 𝐭𝐡𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 Executives care about outcomes, strategy, and alignment. One of my teammates once struggled with this. Brilliant at the work, but too deep in the weeds to communicate its impact. With coaching, she learned to reframe her updates, and her influence grew exponentially. 3. 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐬𝐮𝐛𝐭𝐞𝐱𝐭 Every meeting has an undercurrent: past dynamics, relationships, history. Navigating this well often requires a trusted guide who can explain what’s going on behind the scenes. 4. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐜𝐨𝐧𝐭𝐞𝐱𝐭 Just because something is your entire world doesn’t mean others know about it. I’ve had conversations where I assumed someone knew what I was talking about, but they didn't. Context is a gift. Give it freely. 5. 𝐂𝐨𝐦𝐞 𝐰𝐢𝐭𝐡 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 Early in my career, I brought problems to my manager. Now, I appreciate the people who bring potential paths forward. It’s not about having the perfect solution. It’s about showing you’re engaged in solving the problem. 6. 𝐊𝐧𝐨𝐰 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐜𝐚𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 Every leader is solving a different set of problems. Step into their shoes. Show how your work connects to what’s top of mind for them. This is how you build alignment and earn trust. 7. 𝐁𝐮𝐢𝐥𝐝 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧 Years ago, a founder cold emailed me. We didn’t know each other, but we were both Duke alums. That one point of connection turned a cold outreach into a real conversation. 8. 𝐃𝐫𝐢𝐯𝐞 𝐭𝐨 𝐜𝐥𝐚𝐫𝐢𝐭𝐲 𝐚𝐧𝐝 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧 Before you walk into a meeting, ask yourself what outcome you’re trying to drive. Wandering conversations erode credibility. Precision matters. So does preparation. 𝐅𝐢𝐧𝐚𝐥 𝐭𝐡𝐨𝐮𝐠𝐡𝐭 Executive presence isn’t about dominating a room or having all the answers. It’s about clarity, connection, and conviction. And like any muscle, it gets stronger with intentional practice.
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In my early career, I thought networking was all about building as many connections as possible. But I quickly learned that effective networking isn't about the quantity of your connections—it's about the quality. Throughout my career, the connections that have truly made a difference weren’t the ones where I just asked for help—they were the ones where I made it easy for others to want to help me. If you want to make others genuinely want to help you, it’s crucial to move beyond simply asking for favors. Instead, focus on creating value and building relationships where both parties benefit. So, how can you do the same? Here are four tactical tips to help you network effectively: ✅ Do Your Homework Before reaching out, research the person or company you’re interested in. Understand their work, challenges, and how you can add value. For instance, instead of asking a connection for job leads, do your own research first. Identify specific roles and companies you’re targeting, and then ask if they can help with an introduction. This approach shows initiative and respect for their time. ✅ Be Specific in Your Ask Whether you’re asking for an introduction, advice, or a referral, be clear and concise about what you need. For example, instead of asking, “Do you know anyone hiring?” say, “I noticed [Company Name] is looking for a [Role]. Would you be open to introducing me to [Person]? I’m happy to send you my resume and a brief write-up you can pass along, too.” This shows that you’ve taken the initiative and makes it easier for your contact to say yes. ✅ Offer Mutual Value When requesting a meeting or advice, frame it as a two-way conversation. Instead of saying, “Can I pick your brain?” try something like, “I’d love to exchange ideas on [specific topic] and share some strategies that have worked for me.” This not only makes your request more compelling but also positions you as someone who brings value to the table. ✅ Follow Up with Gratitude After someone has helped you, don’t just say thank you and disappear. Keep them in the loop on how their help made an impact. Whether you got the job, secured the meeting, or just had a great conversation, let them know. This closes the loop and makes them more inclined to help you in the future. Your network is one of your greatest assets—nurture it well, and it will be there for you when you need it most. What’s one networking tip that’s helped you build stronger connections? *** 📧 Want more tips like these? Join Career Bites - free weekly bite-sized tips to supercharge your career in 3 minutes or less: lorraineklee.com/subscribe 📖 You can also get behind-the-scenes stories, updates, and special gifts for my upcoming book Unforgettable Presence: lorraineklee.com/book
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Are you worried that building your personal brand might ruffle feathers at work? It's a common concern. I was just speaking with someone who felt stuck – she wanted to establish herself as a thought leader, but she knew her employer wasn’t exactly enthusiastic about it. Understandably, companies can feel hesitant about personal branding if you’re not in a top-tier role. Questions may arise: Why is this person in the spotlight? Will they represent us well, or are they simply building their brand to move on? But here’s the thing: you can build your brand strategically without creating friction: ✳ Collaborate, don’t clash Find ways to align your goals with the company’s. For example, if your organization wants visibility in your field, you can propose speaking engagements or articles in industry publications – activities that highlight both you and the company positively. Team up with the communications team to ensure everyone feels supported. ✳ Leverage your company’s brand power Take full advantage of your employer’s credibility. Networking becomes easier when people are excited to meet you because of where you work. This brand association can help expand your connections without stepping on any toes. ✳ Know when to dial back Building a public-facing brand inside a company sometimes means a slower pace. Keep your activities relevant and aligned with the organization’s goals, and consider pacing things until you’re at a level where it feels more natural. Personal branding isn’t just about personal gain; it’s a way to create lasting impact and build confidence in your professional identity, all while contributing value to your current role.
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People ask me all the time how to network. Here’s a short, tactical guide on how to actually do it - grounded in real data, real results, and 3,500+ jobs found through relationships. 🎯 The #1 misconception Networking is not: “Let me ask you for a job.” It is: “Let me have a real, human moment with someone in this industry.” ✅ What actually works This is how you build meaningful professional relationships - the kind that lead to real opportunities: 1️⃣ Be around. Events, Discords, social posts, games projects, ticket giveaways, community coaching - just show up. Start by being visible. Over time, become memorable for the right reasons. 2️⃣ Don’t pitch. Connect. Ask questions. Be genuinely curious. You’re planting seeds, not harvesting. This takes months and years. There are not shortcuts to building real relationships. 3️⃣ Look sideways, not up. A junior colleague can often help you more than a C-level exec. Build trust, first, with people at your level or just above it. 4️⃣ Follow up like a human. Send messages that matter: “Just played [X] - loved the level design.” “Your GDC talk really stuck with me - thank you.” “Noticed you moved from QA to design - would love to hear how.” 5️⃣ Give before you get. Share insights, leave helpful comments, support others’ work - anything that builds trust and makes you recognizable. 6️⃣ Say hi when there’s nothing to gain. That’s the best time. No stakes, no pressure - it’s when real relationships start. 7️⃣ Don’t just “shoot your shot.” ❌❌❌❌❌ Never reach out with “Can you get me a job?” That closes doors, fast. Lead with curiosity and conversation, not a transactional, cold ask. 🔥 If I wanted to be provocative… I’d say this: Applying to jobs without connective tissue is very inefficient. Particularly for early career and more senior folks. Instead of asking, “What should I apply to?” - ask, “Where can I build a relationship?” Posting about hundreds of applications is understandable, but it misses the point. Focus on how many real connections you’ve made - then work backward to the right applications. 🧠 Avoid the Dream Company Trap Too many people focus only on the one studio they love - and end up pinging the same five people as everyone else. I always ask: Where do I already have network strength? Where can I go that everybody else isn’t going? We track 3,000+ game studios. 1,000+ of them hire. Go outside the top 50. 🪜 Think in ladders and sidesteps Instead of aiming straight at your target studio, look at who owns that studio. Think conglomerates. Think sister teams. Adjacent verticals. 📊 The data backs it up. Across our community: Cold apps: ~1–2% yield Apps with any warm connection: 10–20x+ better odds 🧭 The shift is simple Spend more time building bridges than sending résumés. Relationships are the infrastructure of hiring. Build that first. The first thing I ask anyone who's stuck is: Are you spending 80%+ of your effort building relationships? If not, do that.
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Here's a pro-tip for your job search and career: don't assume there are limits or boundaries! I recently saw someone saying that it was unfair that companies can ask candidates about their job history when candidates can't ask the about the company's history - and my immediate reaction was, "Why can't they?! They can and should!" Ask about how they handled their layoff and took care of their employees. Ask how their financials are looking and whether they are hitting targets. Ask if the position is a backfill and what happened to the last person in the role. Ask about the manager's management style and tenure. Ask about the how the company rewards high performers and supports low performers. Ask about those critical reviews you saw online. Not only is this totally acceptable, but it can often reflect well on you as you're clearly doing your research. I see lots of strong candidates digging into details like these. Yet often, I see that jobseekers feel like they have to provide information without getting the info they need. Of course they may not answer or have the details you want, but there's nothing stopping you from asking and as long as it's done respectfully, it's not going to hurt your candidacy. The interview process is a two-way street and you are entitled to be as selective and discerning about evaluating an opportunity as they are about evaluating your candidacy. And then don't stop at the interview: You are allowed to ask about promotion opportunities or internal transfers, even if the norm is to wait a few years. You are allowed to ask about additional compensation when you take on additional work. You are allowed to ask to see your personnel file. You are allowed to ask why you are or are not getting higher ratings or promotions. You are allowed to escalate when you don't believe situations are being handled properly. A lot of us are trained from the time we enter school not to ask too many questions, to defer to those with higher titles, etc. and I think this has put a lot of us in a place where we don't feel like we're allowed to ask questions and advocate for ourselves. And this is especially true for those from marginalized backgrounds. But your CEO didn't get to where they are by keeping their mouths shut and not questioning anything. So speak up, ask questions, push back. And as long as it's done respectfully and with empathy for others along, this can only help you in your career.
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I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.
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"Stop calling meetings so you can simply organize your own thoughts with witnesses." - Amber Naslund 😂 Facilitators need to organize and create purposeful meetings, but it's equally important that you speak up! I know this can be intimidating for many of you. (it was for me as well) Here are 10 ways to speak up in your next meeting: (progressive steps to build your confidence) 1. Know the agenda: "I've reviewed the meeting topics..." → Familiarize yourself with the meeting structure beforehand. 2. Prepare one talking point: "I have a thought on the second item..." → Jot down a single idea you feel comfortable sharing. 3. Acknowledge others: "Thank you, [Name], for bringing that up." → Start by simply showing you're engaged and listening. 4. Ask a clarifying question: "Could you elaborate on...?" → Seek more information on a point someone else made. 5. Piggyback on ideas: "To add to [Name]'s point..." → Build upon a colleague's contribution with a short comment. 6. Offer a brief experience: "I encountered something similar when..." → Share a quick, relevant personal anecdote. 7. Summarize a discussion: "If I understand correctly, we're saying..." → Recap a part of the conversation to ensure understanding. 8. Present prepared research: "I found some data on this topic..." → Share a fact or statistic you've looked up in advance. 9. Suggest a small action item: "I could look into that for next time." → Volunteer for a manageable task related to the discussion. 10. Express a thoughtful opinion: "From my perspective..." → Share your own viewpoint on a topic, backing it with reasoning. TL;DR (try to speak up in the first 30 mins) 1. First meeting: Learn the agenda beforehand. → Simply knowing what to expect can boost your comfort level. 2. Next meeting: Expand on someone else's thought. → Try the "piggyback" technique: "Building on [Name]'s point..." 3. Following meeting: Introduce your own idea. → Start small: "I had a thought about..." 4. Keep growing: Each meeting, challenge yourself to contribute a bit more. → Progress from asking questions to sharing insights to leading discussions. For those who need to speak up, remember that confidence grows with practice. For those who facilitate meetings, I'll leave you with this: #aLITTLEadvice
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As creators, we walk a fascinating line: building & nurturing our personal brand while contributing to the growth of the companies we work for. It’s a balancing act, and when done thoughtfully, it can benefit both you and your employer. I've spent a lot of time thinking about this. Here are a few key principles to consider: Start with Alignment: Your personal brand should reflect your unique voice, passions, and expertise. At the same time, ensure your values align with your company’s mission. This synergy builds authenticity, helping you shine as a thought leader while amplifying your company’s vision. Add Value Both Ways: Your personal content isn’t just about self-promotion – it’s a chance to highlight industry trends, solve problems, and share knowledge. When your audience sees you as a trusted voice, it reflects positively on the organization you represent. The more value you provide, the stronger your brand and your company’s reputation become. Be Transparent About Your Dual Role: It’s okay to let your audience know that you’re a creator who’s also part of a larger mission. A simple acknowledgment, such as, “In my role at FinLocker, I’ve learned the value of engaging early journey first-time homebuyers", builds credibility and reinforces your connection to your employer without overshadowing your individuality. Prioritize Consistency: Whether you're sharing insights under your name or your company’s banner, make sure your message is consistent. Both brands should feel complementary – not competitive. Think of it as two interconnected streams feeding into the same river. Use Your Brand to Build Bridges: Your personal platform can help you connect with other professionals, clients, and opportunities that can ultimately benefit your company. And your company’s resources can enhance your ability to create impactful content. When both sides grow, it’s a win-win. Ultimately, this balance is about mutual growth. Your personal brand showcases the unique skills and perspectives you bring to the table, while your work for your company demonstrates your ability to drive results and collaborate with a larger team. The takeaway? Don’t think of it as “choosing” between your brand and your company. Think of it as a partnership where both grow stronger together. How do you balance your personal brand with your company’s goals?
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Nothing impacts leadership success more than how you start. Here's my Week 1 Playbook for New Managers: There are many reasons more managers fail than succeed. And those mistakes often start in week 1. Study and bookmark this playbook. It'll help you skip my mistakes. And the ones I've seen hundreds of managers make. 5 COMMON NEW MANAGER MISTAKES ❌ Racing to prove value • Rushing changes to show impact • Undermining emerging trust ❌ Skipping 1:1 connections • Relying on group meetings • Missing crucial context ❌ Leading with authority • Flexing positional power • Creating resistance ❌ Focusing on tasks • Diving into operational details • Missing subtle team dynamics ❌ Promising quick fixes • Making commitments without context • Setting impossible expectations 5 WISE NEW MANAGER MOVES: ✅ Study before stepping in • Review metrics, plans, org charts • Enter conversations prepared ✅ Lead with vulnerability • Share past failures openly • Build psychological safety ✅ Invest in relationships • Meet everyone individually • Learn names + personal details ✅ Gather intelligence • Ask powerful questions • Listen more than talk ✅ Communicate constantly • Share insights and questions • Keep team in the transparency loop The biggest surprise in Week 1: You're leading from behind. • Be respectful. • Be curious. • Be you. And you'll be rewarded with trust and momentum in Week 2. PS - Even if you're not a new manager, most of this playbook can be used to reset with a struggling team. Fresh eyes = A fresh start. If this was helpful: ♻️ Please repost to help other leaders start strong ✅ Follow Dave Kline for more practical management insights.
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