Susy M.

Comp is a tricky area to navigate, both as an employee and leader Couple thoughts: 1) First earn trust, a reputation, and over deliver. You have to have a good track record to maximize your experience at the company and add great value before talking comp. 2) Never go to your boss comparing your salary to your peers or boss or someone else on the team. This is never well received - many times previous experience, time with org, scope of work, etc. highly impact the compensation level of each employee. 3) If you make a habit of continually talking with your leader about comp, it likely is ill timed. Companies have performance cycles and review cycles that bring a natural opportunity for discussion and sharing your dreams and goals.

I would start with the success profile for the role. I.e. what needs to be done and what experience maps best to those needs. I would interview both candidates - include various folks strategically selected for the interview panel that represent the areas impacted by that role. The result should be based on fit to the requirements of the role and the person's potential to deliver on future needs. Also this requires a baseline cultural fit and translatable skillsets. Even saying all of this, it's a hard one. Comms are important throughout the interview cycle; post selection, you can't forget to address the person who is not awarded the role & let them know where there was a good fit and the reasons for not selecting them at this time.

Welcoming feedback is a career accelerator. Not being able to hear and apply feedback is a career derailer. 1st - remember there is almost always some truth in feedback 2nd - generally the person delivering is not looking to ruin you or your day. This is almost always true To take feedback well, 1) listen to what is being said and write it down. That way you can reflect on it and have the exact words that were said to look back at. 2) thank the person and say that you appreciate them taking the time to give you feedback and you will work to apply it going forward 3) try to apply it going forward and ask for feedback along the way - ie I have been working on giving better context in my communications, any feedback on my teaks

Review your goals versus outcomes. Then, prioritize work items to reduce workload. If this burnout is ongoing, I would suggest looking for things to stop doing, what to automate, changing the process how your work, and possibly adding people. Burnout is an outcome. You need to look at the root causes and trouble shoot.

To build trust in an interview Do - be on time - be well prepared - greet everyone / be polite - communicate clearly - be consistent + positive Do not - talk poorly about previous employers - come in unable to explain last roles / activities on your resume - come in without researching role, culture, and organization - be off camera

If you lack confidence and assertiveness, you need to build it through doing. The best way to increase your confidence is to be an expert or knowledgeable in your domain. Practice in a safe environment - i.e. if you are uncomfortable speaking in front of others, don't go out for the first time in front of the full org. Line up micro pitch scenarios beforehand or practice and record yourself at home. Accept you will be creating a baseline with your first go. You will have to suck before you get better. Take comfort that everyone has taken that journey - i.e. sucking several times before getting a lot better. Don't beat yourself, recognize the journey #levelingup #youarethe hardestonyourself