This shows you care about their development and helps you understand how you might fit into their future.

When Carlos Arguelles asked me this question during his second week at Google, it surprised me. But getting a report’s perspective on my career growth was extremely valuable over the years we worked together and beyond. We stay in touch even today as sounding boards for each other’s careers!

𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘆𝗼𝘂𝗿 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝘄𝗶𝘁𝗵 𝗴𝗲𝗻𝘂𝗶𝗻𝗲 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆, 𝗻𝗼𝘁 𝗮𝘀 𝗮𝗻 𝗶𝗻𝘁𝗲𝗿𝗿𝗼𝗴𝗮𝘁𝗶𝗼𝗻. Choose a relaxed moment - maybe during a walk or at the end of a productive 1:1 when the conversation feels natural.

𝗙𝗿𝗮𝗺𝗲 𝗶𝘁 𝗹𝗶𝗸𝗲 𝘁𝗵𝗶𝘀: "I'd love to understand your career goals and how I can support them. What are you hoping to achieve in the next year or two? Are there ways I can help you get there?"

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Shows you think beyond just your own development
✔ Demonstrates emotional intelligence and relationship building
✔ Positions you as a strategic partner, not just a report
✔ Creates opportunities for deeper collaboration

𝗧𝗵𝗶𝘀 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗰𝗮𝗻 𝗿𝗲𝘃𝗲𝗮𝗹:
• Upcoming opportunities you could be part of
• Skills they value and want to develop in their team
• Changes in team structure or focus
• How to position yourself for future growth

𝗕𝗲 𝗽𝗮𝘁𝗶𝗲𝗻𝘁: Some managers will share immediately, others need time to trust you with their aspirations. Don't push if they're not ready to open up.

𝗙𝗼𝗹𝗹𝗼𝘄 𝘁𝗵𝗿𝗼𝘂𝗴𝗵: If they share specific goals, look for concrete ways to support them. This builds the kind of loyalty that leads to career opportunities.

𝗣𝗿𝗼 𝘁𝗶𝗽: When managers feel genuinely supported by their team, they're more likely to invest in their team members' growth.

Helping your manager grow often leads to more growth for you.

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This flips the typical dynamic and shows you're thinking strategically about their success.

𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "I've been thinking about your priorities and challenges. Is there anything I could help you with or take off your plate? I'd love to find ways to support your goals."

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Shows you understand that your success is tied to theirs
✔ Demonstrates leadership potential and service mindset
✔ Reveals stretch opportunities they might not think to offer
✔ Builds trust and deeper working relationship

𝗪𝗵𝗮𝘁 𝘆𝗼𝘂 𝗺𝗶𝗴𝗵𝘁 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿: Managers often have projects they'd love help with but don't know how to delegate effectively. Your offer gives them permission to share real challenges.

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗼𝗽𝗲𝗻 𝘂𝗽: Be specific about what you can realistically take on and deliver excellent results.

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗱𝗲𝗳𝗹𝗲𝗰𝘁: Keep asking consistently. It takes time to build this level of trust.
The bonus? This conversation naturally leads to better understanding of business priorities, exposure to higher-level work, and positioning yourself as indispensable to your manager's success.

Make their job easier and yours might get a lot more interesting.

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This could be a diversity council, architecture review board, hiring committee, or any group that brings together people from different parts of the company.

𝗬𝗼𝘂𝗿 𝗮𝘀𝗸: "I'm interested in getting more involved in [specific area - diversity initiatives, technical architecture, hiring, etc.]. Are there any committees or cross-functional teams I could join? I'd love to contribute my perspective and learn more about how these decisions get made."

𝗧𝗵𝗲𝘀𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗼𝗳𝗳𝗲𝗿:
• Visibility with senior leadership
• Understanding of business operations
• Networking across different functions
• Experience with organizational decision-making

Choose committees that align with your interests and career goals. Be prepared to actually contribute - these roles come with real responsibility.

This is how you go from knowing your job to knowing the business.

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When our Media Quality lab started seeing increased demand, Denis Tosic raised the request to me for a contractor to manage the lab systems. This investment helped us keep up with the lab operations while letting the team focus on other features and improvements.

𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 𝘆𝗼𝘂𝗿 𝗿𝗲𝗾𝘂𝗲𝘀𝘁: "We have an opportunity to [specific outcome] but we're capacity-constrained on [specific skill/work]. I'd like to explore hiring a contractor for [duration] to help with [specific scope]. I estimate it would cost [amount] and deliver [specific value]."

𝗜𝗻𝗰𝗹𝘂𝗱𝗲 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗽𝗼𝘀𝗮𝗹:
• Specific scope of work and timeline
• Required skills and estimated cost
• How you'll manage and integrate the contractor
• Expected deliverables and success metrics

This ask shows you're thinking about resource management and creative problem-solving. Many managers appreciate when team members identify solutions to capacity problems rather than just complaining about being busy.

Even if the answer is no, you’ve shown initiative and business acumen. Leaders remember that.

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𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "I know your team has a full roadmap, but I wanted to discuss prioritizing [specific work] because [specific business reasons]. This would unblock [specific outcomes] and I think the ROI justifies moving it up in the queue."

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Leads with business impact, not personal preferences
✔ Shows you understand competing priorities
✔ Demonstrates strategic thinking about outcomes
✔ Positions you as someone who thinks beyond your own work

𝗖𝗼𝗺𝗲 𝗽𝗿𝗲𝗽𝗮𝗿𝗲𝗱 𝘄𝗶𝘁𝗵:
• Clear business justification and metrics
• Impact on multiple teams or customer experience
• What you're willing to contribute to make it happen
• Timeline flexibility if needed

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗮𝗴𝗿𝗲𝗲: You've proven you can influence cross-team priorities and think strategically about business needs.

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗽𝘂𝘀𝗵 𝗯𝗮𝗰𝗸: Ask what would make it more compelling or how to phase the work differently.

The best ideas don’t always come from the top but they do need a clear pitch to rise to the top.

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𝗧𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝗶𝘁 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲𝗶𝗿 𝗽𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲: when you speak externally, you're showcasing their work, their culture, and their expertise to potential customers, partners, and future hires. It's a win-win that most people never think to propose.

𝗬𝗼𝘂𝗿 𝗽𝗶𝘁𝗰𝗵: "I'd like to explore speaking opportunities about [relevant topic]. I think sharing our experience with [technology/process/challenge] would be valuable to the community and also raise [company]'s profile. Would the company support me in finding and preparing for speaking opportunities?"

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Builds the company's brand and thought leadership
✔ Creates networking opportunities for potential partnerships
✔ Showcases company expertise to customers and talent
✔ Provides free marketing and industry visibility

𝗦𝗼𝗺𝗲 𝘁𝗶𝗽𝘀 𝘁𝗼 𝗺𝗮𝗸𝗲 𝘁𝗵𝗶𝘀 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝗮 𝘀𝘂𝗰𝗰𝗲𝘀𝘀:
▶️ Start small - propose a local meetup or industry panel.
▶️ Use any company support you can get for - proposal writing help, slide preparation, travel costs, even media training.
▶️ Focus on unique challenges or solutions your company has developed. That's the content that conference organizers and audiences actually want to hear.

Everyone wins when you speak externally. You grow your personal brand. The company gains visibility. And the community learns something useful.

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This isn’t just about being helpful. It’s about building influence, relationships, and org-wide impact.

𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "I've been working with [system/process/area] and noticed you're dealing with [specific issue/opportunity]. I'd love to contribute to a solution if your team is open to collaboration. I have experience with [specific approach] and would be happy to help with implementation."

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Leads with solving their specific business problem
✔ Shows you understand their challenges and constraints
✔ Offers concrete expertise they can leverage
✔ Demonstrates initiative in breaking down silos

𝗪𝗵𝗮𝘁 𝘆𝗼𝘂 𝗴𝗮𝗶𝗻:
• Broader knowledge of how different functions operate
• Stronger relationships across the organization
• Understanding of different processes and working styles
• Visibility with leadership outside your immediate team

𝗜𝗳 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝗲𝗱: Ask about their workflow and standards first. Integrate with their existing processes rather than disrupting them.

𝗜𝗳 𝘁𝗶𝗺𝗶𝗻𝗴 𝗶𝘀𝗻'𝘁 𝗿𝗶𝗴𝗵𝘁: Ask what future collaboration might look like or how you can stay informed about opportunities.

𝗣𝗿𝗼 𝘁𝗶𝗽: Start small with clearly defined contributions. Whether you're an engineer offering code help, a PM supporting user research, or any role lending expertise - focus on specific, valuable additions.

Cross-team collaboration isn’t extra credit - it’s a smart investment in your career and your company.

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Richa Gupta turned her side quest of teaching an AI course internally into a career catalyst when it made her visible enough to get a promotion even with a major org change!

𝗙𝗿𝗮𝗺𝗲 𝗶𝘁 𝗹𝗶𝗸𝗲 𝘁𝗵𝗶𝘀: "I'm working on [side project] that focuses on [relevant area]. I think this could benefit our team/company by [specific ways]. Would there be any way to get support - whether that's time, resources, or just visibility within the company?"

𝗦𝗶𝗱𝗲 𝗾𝘂𝗲𝘀𝘁𝘀 𝗰𝗮𝗻 𝗯𝗲𝗻𝗲𝗳𝗶𝘁 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝘁𝗵𝗿𝗼𝘂𝗴𝗵:
✅ Building your expertise in relevant areas
✅ Raising the company's profile in the community
✅ Attracting talent who share similar interests
✅ Developing skills you bring back to work

Be clear about the value and what kind of support you need. Companies often sponsor conference talks, support open source projects, or give time for initiatives tied to their mission.

𝗬𝗼𝘂𝗿 𝘀𝗶𝗱𝗲 𝗾𝘂𝗲𝘀𝘁 𝗶𝘀𝗻’𝘁 𝗮 𝗱𝗶𝘀𝘁𝗿𝗮𝗰𝘁𝗶𝗼𝗻 - 𝗶𝘁’𝘀 𝗮 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗶𝗮𝘁𝗼𝗿.

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Loveena Sharma sought such feedback when she was leading the GMail developer productivity team. It helped her supercharge her own communication and collaboration skills leading to impactful project landings and strong peer support!

𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "I'm working on developing my [specific skill area] and would really value your perspective since you have strong expertise in [relevant area]. Would you be willing to give me some honest feedback about [specific area]? I'm looking for actionable insights to improve."

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Leads with respecting their expertise and experience
✔ Shows you value their professional opinion
✔ Demonstrates commitment to continuous improvement
✔ Builds stronger cross-team relationships

𝗪𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝗽𝗲𝗲𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗽𝗼𝘄𝗲𝗿𝗳𝘂𝗹:
• Comes from someone doing similar day-to-day work
• More specific and immediately applicable
• Often more candid than formal reviews
• Creates mutual learning opportunities

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗮𝗴𝗿𝗲𝗲: Be specific about what feedback you want and create a safe space for honest input. Follow up on how you're implementing their suggestions.

𝗜𝗳 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗵𝗲𝘀𝗶𝘁𝗮𝗻𝘁: Suggest a smaller scope or offer to reciprocate with feedback in their area of growth.

𝗣𝗿𝗼 𝘁𝗶𝗽: This positions you as someone who actively seeks growth and values others' expertise - qualities that make you a stronger collaborator and team member.

When you ask for feedback from peers, you’re not just leveling up your skills, you’re making your invisible growth 𝘷𝘪𝘴𝘪𝘣𝘭𝘦.

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Whether it’s a project you led, a new process you introduced, or lessons learned from a tough challenge, your insights can help others and grow your influence.

𝗬𝗼𝘂𝗿 𝗮𝘀𝗸: "I'd love to share our learnings from [project/initiative] at the next all-hands. I think the team would benefit from hearing about [specific insights/tools/processes], and it would be great practice for my communication skills."

𝗣𝗿𝗲𝘀𝗲𝗻𝘁𝗶𝗻𝗴 𝘁𝗼 𝗮 𝗹𝗮𝗿𝗴𝗲𝗿 𝗮𝘂𝗱𝗶𝗲𝗻𝗰𝗲:
• Builds your internal brand and visibility
• Demonstrates your ability to communicate complex topics
• Shows you're thinking about knowledge sharing
• Gives you practice with executive communication

Choose a topic you're genuinely excited about and that provides value to the audience. Prepare for questions and practice beforehand.

Even a 10-minute presentation can significantly raise your profile within the organization!

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When I was managing 20+ directs, Shadi Khalek, PhD raised his hand for this. The pseudo-management turned into a real management opportunity for him which led to multiple promotions to senior manager.

𝗬𝗼𝘂𝗿 𝗽𝗶𝘁𝗰𝗵: "I'm interested in developing management skills and would love to take on some management tasks to help the team and grow my capabilities. Could I help with [specific activities like day-to-day coordination for junior members, team reporting, or organizing team events]? You'd still make all the final decisions, but this would give me great experience."

𝗦𝘂𝗴𝗴𝗲𝘀𝘁 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗮𝗿𝗲𝗮𝘀 𝗹𝗶𝗸𝗲:
• Managing daily activities and check-ins for junior team members
• Handling team reporting, metrics, and status updates
• Organizing team morale events and social activities
• Coordinating cross-team communications
• Leading team retrospectives or planning sessions

𝗘𝘅𝗽𝗹𝗮𝗶𝗻 𝘁𝗵𝗲 𝗴𝗿𝗼𝘄𝘁𝗵 𝗮𝗻𝗴𝗹𝗲: "This would help me develop skills in delegation, communication, and team coordination. I'd also learn how to balance individual needs with team goals, which I think would make me more effective in any future role."

𝗧𝗵𝗶𝘀 𝗶𝘀 𝗮 𝘄𝗶𝗻-𝘄𝗶𝗻 - your manager gets help with time-consuming tasks, and you get hands-on experience with management responsibilities.

𝗔𝘀𝗸 𝗳𝗼𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗿𝗲𝗴𝘂𝗹𝗮𝗿𝗹𝘆. Even if you decide people management isn’t for you, these skills make you a stronger IC and a more trusted teammate.

Leadership starts before the title. You just have to ask.

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When you surface timeline risks early, you're protecting stakeholder expectations and giving leadership time to make informed decisions.

𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "Based on what we've learned during development, I think we need to revisit our timeline for [project]. I've identified [specific risks/blockers] that will likely impact our original date. Can we discuss adjusting the timeline to [new date] or reducing scope to hit the original deadline?"

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Leads with protecting project success and quality
✔ Shows proactive risk management
✔ Demonstrates technical judgment
✔ Gives stakeholders options instead of surprises

𝗖𝗼𝗺𝗲 𝗽𝗿𝗲𝗽𝗮𝗿𝗲𝗱 𝘄𝗶𝘁𝗵 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀:
• Extended timeline with realistic estimates
• Reduced scope to meet original deadline
• Additional resources to maintain timeline
• Clear trade-offs for each option

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗮𝗴𝗿𝗲𝗲: You've built trust in your technical judgment and project management skills.

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗽𝘂𝘀𝗵 𝗯𝗮𝗰𝗸: Present the specific risks and their impact. Data beats optimism in these conversations.

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝗺𝗮𝘁𝘁𝗲𝗿𝘀: Stakeholders appreciate early visibility over last-minute surprises. It shows you're thinking strategically about delivery and sustainability.

𝗣𝗿𝗼 𝘁𝗶𝗽: This positions you as someone who takes ownership of outcomes, not just tasks. Leadership notices when you protect project success proactively.
Early escalation is leadership in action - you're managing up to ensure better business outcomes.

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When you volunteer for interim leadership, you're solving a real business problem while positioning yourself for future opportunities. Andy Hsu did just that when his manager was out on a rotation. That interim role turned into a permanent one and a major step up in his career.

𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "I know you'll need coverage while you're out. I'd be happy to step in as interim lead to make sure the team stays on track and nothing falls through the cracks. This would also be valuable leadership experience for me. Would that work for you?"

𝗜𝗳 𝘁𝗵𝗲 𝘀𝗶𝘁𝘂𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝘂𝗻𝗲𝘅𝗽𝗲𝗰𝘁𝗲𝗱: "I want to make sure our team has the support it needs during this transition. I'm ready to step up as interim lead if that would be helpful. What would be most useful for covering the critical responsibilities?"

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Solves a real business need
✔ Signals leadership readiness
✔ Shows initiative and ownership
✔ Makes your impact visible

𝗪𝗵𝗮𝘁 𝘆𝗼𝘂'𝗹𝗹 𝗴𝗮𝗶𝗻:
• Strategic decision-making experience
• Cross-team coordination skills
• Priority and resource management
• Mentoring and team guidance practice

𝗜𝗳 𝗶𝘁'𝘀 𝗮 𝘆𝗲𝘀: Be specific about timeline and expectations. Ask for regular check-ins to get feedback on your performance.

𝗜𝗳 𝗶𝘁'𝘀 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗳𝗶𝘁: Ask what you'd need to develop first, or suggest supporting in a more limited capacity.

𝗣𝗿𝗼 𝘁𝗶𝗽: Even a few weeks of interim leadership gives you concrete examples for promotion conversations and helps you understand what aspects of leadership you want to pursue.

With this kind of proactive career charting you're providing value while testing your leadership readiness.

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Whether it’s standups, sprint planning, or stakeholder check-ins, this is a chance to step up.

When you take ownership of facilitation, you're not just developing skills - you're giving your manager time back to focus on higher-level work.

A few years ago Manjusha Parvathaneni asked me if she could take over driving a monthly meeting with key partners. I was delighted to have the chance to offload a meeting from my schedule while giving her an opportunity to be visible and grow. This led her to a senior manager promotion and many more growth opportunities. I’m so glad she asked!

𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "I noticed you're managing a lot of meetings right now. I'd be happy to take the lead on facilitating our [meeting name] - it would free up some bandwidth for you while giving me valuable leadership experience. Would that be helpful?"

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Leads with solving your manager's time crunch
✔ Shows you're thinking about team efficiency
✔ Positions your development as a bonus benefit
✔ Demonstrates readiness for more responsibility

𝗪𝗵𝗮𝘁 𝘆𝗼𝘂'𝗹𝗹 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲:
• Setting agendas and managing time
• Keeping discussions focused and productive
• Managing group dynamics
• Making decisions and driving outcomes

𝗦𝘁𝗮𝗿𝘁 𝘀𝗺𝗮𝗹𝗹: Choose meetings you already attend regularly - you'll understand the context and objectives.

𝗜𝗳 𝗶𝘁'𝘀 𝗮 𝘆𝗲𝘀: Ask for feedback afterward. This creates concrete examples for future promotion conversations.

𝗜𝗳 𝘆𝗼𝘂 𝘀𝗲𝗻𝘀𝗲 𝗵𝗲𝘀𝗶𝘁𝗮𝘁𝗶𝗼𝗻: Suggest co-facilitating first, or taking over just one section of the meeting.

𝗣𝗿𝗼 𝘁𝗶𝗽: Your manager gets to evaluate your leadership potential in real-time, while you build skills that directly impact your promotion readiness.

This is strategic development - you're solving business needs while advancing your career.

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It’s a chance to practice facilitating high-stakes discussions and signal your readiness for senior roles.

𝗧𝗿𝘆 𝘁𝗵𝗶𝘀 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: "I'd love to get experience leading design reviews. Could I facilitate our next session for [specific project/feature]? I think it would be great practice for my technical leadership development."

𝗟𝗲𝗮𝗱𝗶𝗻𝗴 𝗮 𝗱𝗲𝘀𝗶𝗴𝗻 𝗿𝗲𝘃𝗶𝗲𝘄 𝗱𝗲𝗺𝗼𝗻𝘀𝘁𝗿𝗮𝘁𝗲𝘀:
⭐ Deep understanding of the technical problem
⭐ Ability to facilitate complex discussions
⭐ Skills in driving consensus among engineers
⭐ Readiness for more senior technical responsibilities

𝗣𝗿𝗲𝗽 𝗹𝗶𝗸𝗲 𝘆𝗼𝘂’𝗿𝗲 𝗿𝘂𝗻𝗻𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺: know the details, anticipate questions, and guide the conversation with clarity.

It’s the kind of contribution that sticks in people’s minds, especially during promotion season.

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Even if it’s your first one, or the cost feels high - it’s worth making the case.

𝗛𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝘁𝗼 𝗳𝗿𝗮𝗺𝗲 𝗶𝘁: "I'd like to attend [conference name] because it focuses on [relevant technology/skills]. I expect to learn about [specific topics] that would directly benefit our work on [current projects]. I'd also present learnings to the team and explore potential partnerships or vendor relationships."

𝗜𝗻𝗰𝗹𝘂𝗱𝗲:
👉 Conference agenda showing relevant sessions
👉 Estimated total cost (registration, travel, accommodation)
👉 Any speaking or networking opportunities

Many companies have unused budget for this. If the big-ticket one is a no, suggest a local event or virtual option.

𝗣𝗿𝗼 𝘁𝗶𝗽: Offer to write a blog post or give a presentation about your experience. It shows you're thinking about ROI for the company.

This is how you turn personal development into team value. Ask with confidence.

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Whether it's a PM, designer, recruiter, or sales engineer - this kind of ask builds bridges and deepens your business understanding.

A few years ago, Alexander Matyushenko shadowed me at Google. I was an Engineering Director then and he was a GTM leader in the same org. Our functions were worlds apart, but deeply connected. That exchange gave us both insights that made us better at our jobs.

𝗛𝗲𝗿𝗲'𝘀 𝘆𝗼𝘂𝗿 𝘀𝗰𝗿𝗶𝗽𝘁: "I'm really interested in understanding how [role] works and how I can collaborate better with your team. Would it be possible for me to shadow you for a few hours to see what your day-to-day looks like?"

𝗧𝗵𝗶𝘀 𝗮𝘀𝗸 𝗮𝗰𝗰𝗼𝗺𝗽𝗹𝗶𝘀𝗵𝗲𝘀 𝘀𝗲𝘃𝗲𝗿𝗮𝗹 𝘁𝗵𝗶𝗻𝗴𝘀:
▶️ Builds cross-functional relationships
▶️ Gives you a broader understanding of the business
▶️ Helps you identify potential career pivots
▶️ Makes you a better collaborator

Most people are flattered when someone wants to learn about their work! The key is being specific about what you want to learn and respectful of their time. Follow up with a thank you note and share one insight you gained. This keeps the relationship warm for future collaboration.

That’s how you make curiosity visible and turn it into visible impact.

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Whether it conflicts with deep work, personal commitments, or just doesn’t match your energy - a small shift can make a big difference.

Asking to reschedule meetings also helps others see a different perspective. When Suvarna Singh asked me to reschedule a recurring meeting that shifted to late night India time during Daylight Savings in the US, I became more mindful of how Daylight Savings affected the rhythms of business in our global organization.

𝗨𝘀𝗲 𝘁𝗵𝗶𝘀 𝘀𝗰𝗿𝗶𝗽𝘁: "Hey [name], I have a conflict with our meeting on [day] at [time]. Could we move it to [alternative time]? I want to make sure I can give this discussion my full attention."

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀:
✔ Positions it as wanting to deliver quality engagement
✔ Shows respect for the meeting's importance
✔ Offers a solution, not just a problem
✔ Keeps personal details private

𝗥𝗲𝗺𝗶𝗻𝗱𝗲𝗿: "I have a conflict" is a complete sentence. No need to explain daycare pickup, medical appointments, or personal commitments.

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗮𝗴𝗿𝗲𝗲, you’ve created a better space for your best work.

𝗜𝗳 𝘁𝗵𝗲𝘆 𝗽𝘂𝘀𝗵 𝗯𝗮𝗰𝗸, offer two or three other times that do work.

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝗺𝗮𝘁𝘁𝗲𝗿𝘀: If you can’t advocate for your own time, it’s harder to advocate for bigger things - visibility, promotions, stretch roles.

Whether you're protecting focus time, managing family schedules, or optimizing your energy - the principle is the same. Your time has value, and strategic scheduling leads to better outcomes.

This is a small ask that builds the muscle for bigger ones. Own your calendar like you own your career.

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Whether it’s a family event, a mental health reset, or something unexpected - it’s okay to ask for support.

𝗞𝗲𝗲𝗽 𝗶𝘁 𝘀𝗶𝗺𝗽𝗹𝗲 𝗮𝗻𝗱 𝗱𝗶𝗿𝗲𝗰𝘁: "Hey [name], I have [reason - can be general like 'a family commitment'] during my on-call week. Would you be willing to swap shifts with me? I'm happy to cover one of yours in return."

𝗧𝗵𝗶𝘀 𝗮𝘀𝗸 𝘁𝗲𝗮𝗰𝗵𝗲𝘀 𝘆𝗼𝘂:
💜 It's okay to prioritize your personal life
💜 Building reciprocal relationships with teammates
💜 That most people are willing to help if you just ask

Give reasonable notice. Be flexible when others ask in return. Strong teams aren’t built on heroics. They’re built on having each other’s backs.

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Whether it’s for a project kickoff, to meet teammates you’ve only worked with online, or to attend an on-site event, office visits can be a powerful visibility tool.

𝗠𝗮𝗸𝗲 𝘆𝗼𝘂𝗿 𝗰𝗮𝘀𝗲 𝗹𝗶𝗸𝗲 𝘁𝗵𝗶𝘀: "I'd like to visit our [location] office for [specific purpose - team collaboration, project kickoff, etc.]. I think the in-person time would help with [specific outcomes]. The trip would cost approximately [amount] and I'd plan to be there for [duration]."

𝗪𝗵𝘆 𝗶𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀:
✔ Building deeper working relationships
✔ Complex problem-solving sessions
✔ Understanding different office cultures
✔ Getting exposure to different parts of the business

Be clear about why the visit matters and how you’ll make it count. Offer to share takeaways with your team when you return. A well-timed office visit can make your work more visible where it matters most.

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✅ Want to get even better at asking? I still have a limited number of seats left in the July 25 cohort of my course. Last cohort of this year! https://maven.com/chaitali-narla/outstanding-tech-career