HR BESTIES - HR Besties: How to Get Promoted: Career Advice Straight from HR

Starting point is 00:00:00 I think we all know better than anyone that organizations mess up, right? Because they're filled with people. They're filled with people. And so that's what being humans about, fucking up. Organizations, companies, they're messy, right? Because they are filled with human beings. But let me share with you all something that someone, a friend of mine, shared with me that happened at their annual huge award gala, right? So this friend, every year, they have to drag themselves, as does the rest of the organization, to some big global annual, you know, awards night, leadership thing, whatever, right?

Starting point is 00:00:53 and it's great having, you know, the entire company together and everyone's patting themselves on the back and they're celebrating people, which is the right thing to do, right? You want to celebrate people and highlight people and, you know, you talk about just key accomplishments. Maybe you talk a little bit about the next year too, right? I mean, but so that cohesiveness is fantastic. So every year they go to this thing and they were sharing that a couple years ago. they went and the company had been doing layoffs throughout the year. So they even assumed it wasn't even going to happen, you know, like, why spend money on that big event?

Starting point is 00:01:35 Exactly. And all that team building, when the teams kind of deflated and, oh, gosh, they could have saved thousands of jobs, right, instead of having a big shindig in some other city and all that travel expense and whatnot. But anyway, they did end up putting it on. And, you know, per usual. They go around and, you know, they're doing awards and different groups get awards, individuals get awards. They come with big, fat bonuses, you name it, right?

Starting point is 00:02:02 So they're having just the time of their lives. They're drinking it up and eating it up. And then, you know, they get to a certain award. I can't remember what it was, right? They're like, okay, and the winner of this award is Jerry. I just made up a name. I don't remember who the person's name. But, you know, they name a team member.

Starting point is 00:02:20 The room kind of gets silent. Like, there's kind of this awkwardness in the air. The person's up on stage, probably the CEO, who knows? And they're like, Jerry, Jerry, you out there? Oh, God. Because, of course, the whole company is supposed to be there. Is Jerry taking a shit? Yeah, where's Jerry?

Starting point is 00:02:36 Where the hell is Jerry? Because he's our top performer in marketing or whatever, right? Whatever function it was. Like, he is the guy. No, no, no, no. He is the guy. He's incredible, right? And my friend looks to Jerry's team's table, and some folks are crying, some people are mad.

Starting point is 00:03:00 Someone yells out, you fired Jerry earlier this year. You laid Jerry off, right? The person on stage can't hear that. There's like, where's Jerry? But the rest of the org knows, this poor guy was freaking laid off in like the fifth round of layoff set. here. No. They're top performer or whatever who's being called up for an award for like 20,000 bucks or who knows, right? It was just severed and got chump changed a few months ago. But he's the best. What the hell? Awkward, right? So all of a sudden, just the slide flips, the leader up there

Starting point is 00:03:38 blinded by the lights, can't hear people call him from the audience. It is just like, oh, well, I guess Jerry's not able to be with us tonight. Awkward. Yeah, because you're. ass laid him off. Awkward. Yeah, he wasn't invited. Yeah, he was not invited. No. So someone's FaceTime and Jerry, Jerry's like, how much is it? How much is it? I'll FaceTime. You have my mailing address. Send the check. What the hell? And my friend's like, don't you think you should have got the money? And I'm like, well, technically he wasn't an employee. I mean, but that is like injury, insult to injury, right? I mean, that is rude. We laid you off, but you are the best, but you're not here to see you're the best and you don't get the money. And now we just upset your entire team

Starting point is 00:04:23 and now everybody's scared. And now we see the disconnect of leadership, not even knowing like who they laid off and they're going to reward that. What? How did that award even get up there? That is corporate America. It's shocking, but it's also not. Because we're so messy. I had something sort of similar happened to me once. They were a contractor and they were up for award. And thankfully, they sent it to me to make sure all the spelling was correct of the names. Oh, my God. And I said, well, this person's actually a contractor. I mean, they might deserve the award, but sure enough, when we got to the award, Sarah May, they had removed that person. Right. That's what I'm talking about. Like, they don't even know their own staff. Uh-uh. Uh-uh. Why did you lay off, Jerry, the top guy of everything that you were willing to give an award to and celebrate? Poor Jerry. Literally hashtag. Justice for Jerry. Oh, gosh. Jerry's dialing in his or her employment attorney into the face time. Like, look at this. Listen to this. Exhibit A. I wonder if anyone told Jerry. Of course they did. Oh, I'd be like texting Jerry under my table like Jerry. Would it taken a photo? Here's the award you won. Let me tell you this. You know, I'll watch a game show. That's fine. They're kind of all played out. The game show I would watch is who texted Jerry first. How long did that take? I mean, name that.

Starting point is 00:05:46 tune three seconds, one second. I, you know, I can text real fast. I'd move to the quickest I've ever would move to be to flag that to Jerry. You wouldn't believe this. With the photo of the slide. Totally. That picture. Click, click. And the leader, Jerry, where are you? Jerry, where are you? You laid him off. You fired Jerry. And then they can't hear. So they're like, what? Oh, I guess he's. Slide flips. Oh, I guess Jerry's not able to join us. Well, no, shit. You fired Jerry. Lee, I will say this. So when we record the podcast,

Starting point is 00:06:18 hopefully for those as you're listening to it, you find it entertaining, informative. We have, you know, we have the newsletter to help bring training questions to your team make it real comprehensive. It is also exercise, for me at least, because I now, deep below everything else, have developed a little ab,

Starting point is 00:06:33 a little ab hiding in there somewhere from cringing and laughing from this story, Lee. So thank you. Thank your friend, really. That is, ooh. Right. Shout out. Shout out to them. Gosh.

Starting point is 00:06:44 and all they've had to endure. Poor Jerry. Yeah, hashtag justice for the number. Jerry. Oh, gosh. And that's some shit. So, yeah, you know, organizations are messy. They are very, very messy.

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Starting point is 00:08:12 I know. Guest starring Jerry to tell his side. Could you imagine? That'd be great. Oh, gosh. Next up is cringe corporate speak, and Jamie's going to tackle that today for us. And then we're going to shift into our meeting hot topic,

Starting point is 00:08:26 something that I, all rude, I was going to say, I hope Jerry here's this podcast, isn't that terrible? Because it's how to get promoted and some career advice, straight from HR experts and pros, which we're calling ourselves those things today. That'll be fun. We'll just kind of share some random bits of advice there. And then, as always, some questions and comments to close us out at the end. Jamie, what do you got?

Starting point is 00:08:52 Hit the ground running. Yeah, so now I know I'm definitely, definitely guilty of using this one. Probably not frequent, but frequently enough that it's cringe. And I always used it in the sense of onboarding, right? Like, I want to make sure we get that remote employee, their laptop, and it's working, and Teams is installed, and they can hit the ground running. So I know I've used it, sadly. Lee, have you used it? Have you heard it?

Starting point is 00:09:23 I've heard it a lot. I don't think it's like in my, you know, database of cringe, personally. I'm sure I have, like what Jamie's saying. That's the perfect example, right? Well, we want them to hit the ground running, you know? But I don't think it, there's cringier things. But I will share that I'm a shitrunner. I'm like turtle and molasses.

Starting point is 00:09:46 So I really do believe in a warm-up. Yeah. Like I love a good warm-up walk. Like, why can't I just slowly get to the running? And then even when I do run, it's going to be shitty, just for the record. Thoughts, Ashley? What would you run, like, a mile in or a 5K, and you think? My mile is like 12 minutes.

Starting point is 00:10:09 Okay. You're like, okay, shit. No, it's not, no. And I've done like 60 half marathons. I've done a couple marathons. But here's the thing about me. I'm slow as fuck, and I'm not even kidding. Like go find, go find my times to my marathons.

Starting point is 00:10:26 I'm sure you can Google that shit. You know what I mean? I'm slow. My marathon is like four hours. I don't know. It's something ridiculous. That's amazing. Is that good?

Starting point is 00:10:36 No, six hours. Shit. Yeah, four is good, right? No, it's like six hours. Okay, like I got that. Maybe that was my half. Trust me. Finishing anything is amazing. I will say this. But here's the thing is that I can keep going. I have, what is that endurance? I bet I could do ultras. I bet I could do 50 miles. I'm not even kidding, because when I hit 26, I'm like good. It's weird. Yeah. Anyways. So about this, do you hit the ground running, Ashley? Well, you know, I mean, I do. And I am probably the

Starting point is 00:11:05 opposite in that I try to run fast. I don't say, I was just thinking, I don't know what my mile time. would be now, it's certainly not what it was when I played, like, field hockey and was, you know, working, working towards it. But I do get kind of like, try to run fast. And then I'm like, ooh, then I get tired. That's kind of how I run and live my life. But so I was just thinking thinking about that. What about you, Jamie? Well, for everyone else who listens to this podcast who doesn't know what they run in a mile, you're with me, have no fucking clue and actually don't want to know, to be honest. I wonder, you know, you should look this up, Ashley. What is the historical use of this? Oh, wait, you know what? I actually already looked it up for you,

Starting point is 00:11:51 because I was curious. That was quick. Okay. The literal use of the phrase saw the light of day sometime towards the end of the 19th century. Well, okay. An early citation of it was found in a whimsical story, which was syndicated in several newspapers. And it just took off from there. And it was about a run. I also see the Pony Express where riders have to quickly transition to a fresh horse. Those poor horses, being from Kentucky, I'm very sensitive to that. And so, I mean, we don't need our mail that fast. To that point. So I would say this, agree. I've definitely said it. I've definitely heard it. I've probably talked now to that phrase. I generally say, like, okay, well, what does that mean? And it's important. If you're saying that in onboarding,

Starting point is 00:12:32 it's important to talk about that in interviewing and what people are expected to do to hit the ground running. What are you expected to be able to do in day one? When will you learn? You know, how much time do you have and actually talk about those specifics? And that's the step that I don't see happen enough. So that is a question that we are going to put in our weekly newsletter. And I do like it as like when you think of it as being prepared. Yes. Like more of a preparedness thing as versus like just going fast for the hell of it, if that makes sense. It does in my mind. I feel like you'll hear leaders and, like, well into their career as they've seen things. And they're like, you know, I realize now it really takes a year, two years to really get to know your role in organization and all these things.

Starting point is 00:13:13 And they have this reflection. And you're like, wow, what are you taking away with that information? And they're like, we still want new hires to be able to deliver. I just think like, you know, sometimes you want to give people a little bit of a warm blanket to get started. And so just saying like, we want you to be ready. But you don't have to jump in here and do things. We want you to learn and things like that. And I do think people can have more endurance and longevity, to Lee's point, if you don't expect them to be a jackrabbit out of the gate and, like, prove themselves right away, which is how people often feel.

Starting point is 00:13:40 But you should set them up for success and make sure they're prepared. Totally. That's the best thing to do. Hit the ground running. That includes a partnership between HRIT hiring manager. Ooh, all of the above. All of the above. Oh, well, speaking of career success and success at work, we have some tips and tricks, advice. personal experience stories, you name it, right, from our cheap seats here in the HR function

Starting point is 00:14:09 on how to get promoted at work. Where to start, where to start. Best advice you all have received, you think, that has helped you get promoted at work? I would say do not have sex with your boss. Well, it works at first. It's going to get you promoted, right? But I don't know how long you're going to stay there. Don't go to any concerts. Yeah, don't go to concerts. Yeah, don't go to concerts. And also, you're making yourself very beholden to your boss's career. And so if something happens to that, you're going to be out the window. Well, I think also you have to know what your success is to you, because I think it's different for everyone as well. That's really step one is really what, what do you want to do? And let me be honest, too, with the last 21 years, I think who I want to be

Starting point is 00:14:55 when I grew up has changed. My idea of success has changed. And I don't even mean in the social media realm, podcast realm. I mean like in, you know, my career, my corporate view has changed a lot. So my success is different than what it was when I got out of college. Say more. I'd love to hear you give specifics on that. Yeah. So like, okay, my degree is in human resource, specifically in training. So I really wanted to be a corporate trainer. I ended up in benefits straight out of college because that's the first job I could find. I actually really liked benefits, but I was like, no, I want a more general role.

Starting point is 00:15:28 So my whole career shifted from wanting to just do corporate training to actually being more of knowing a little bit of everything in HR. And that's where I succeeded and excelled because I actually enjoyed it. And then I wanted to climb the corporate ladder, right? I wanted to be the chief people officer one day. And obviously, after this layoff, I don't think I want to do that anymore. I think I would prefer staying in a VP director role and not necessarily being the chief or the top, you know. And it's not that I'm scared of that responsibility.

Starting point is 00:16:04 I think I could do the job and do a job well, but it's different when looking in hindsight. Like I'm almost climbing down the corporate ladder now, I guess because I've been burned. You don't want to get close to the fire at the top. But I think that's really relatable. I mean, I think some of that is to recognize, I totally agree, the point of no. knowing what a promotion and success looks like to you and putting aside what I call at times the LinkedIn test is thinking about the feeling of announcing it on LinkedIn or, you know, your platform or choice or your internal thing. Like that's a great feeling to announce that

Starting point is 00:16:36 promotion. But immediately thereafter is the realities of the job. And so just making sure that you're probably not going to be as excited for the realities of the job as announcing it are the realities of the job ones that you're going to think. And so I do think thinking through to yourself of what does success look like? How much time do I want to be spent? at work. And I am a big proponent that top leadership roles and C-suite roles should not mean sacrificing all aspects of your life to have those. I know there are people that have probably much bigger bank accounts than me that disagree, but I do think knowing that. But I think the biggest power you have to me in being able to choose your path is by making yourself indispensable as much

Starting point is 00:17:12 as possible. And so that can depend on the rules. But the number one piece of career advice that I've gotten and that I give is when you're doing things, is to be known for making other people's lives easier. And so things in a promotion, like if someone reaches out to you, for example, and asks you something, asking them, people often aren't going to give you the full context. Sometimes they will, but I have a presentation. Sometimes they just say, ask a question. But if you take that time and say, okay, but what's that for? And I want to know so I can make sure I put it in the format easiest for you. So if you're sending an email to someone, I can summarize it and just send it, send you a draft email. You can copy and paste and make any edits. And like,

Starting point is 00:17:47 That's one example among many, but if you do those things and ask someone, what's it for? People really tend to remember that. It doesn't take much time. But you're known as someone that just gets it, shows it, and that simple act can be something that helps you advance and be relied on more than being the person that's like remembering people's birthdays, which is more of the things I like doing. But I think being indispensable. What about you, Lee? Well, I think that that's a double-edged sword, though, because you can get to a spot where your boss, your team, your business, they can't, air quotes, afford to lose you in that certain role. You know what I mean? Like almost if you're too good, right? I mean, there's lots of variables at play here, you know? But I absolutely do believe in being unique and differentiating yourself and being known. for something. Right? Like, I know I need to go to Lee when I need X, right? She is the expert of X,

Starting point is 00:18:53 you know? I think that that is really important, like you're saying, Ashley, to stand out in that way in the organization. I think that people that have certain attributes or really skill sets, talents that are unique, that are, you know, missing perhaps across the organization, those people come up in conversations, like all the talent conversations I've been in. It's, you know, they are discussing those air quotes high potential talents, but really, you know, those unique talents in the organization. Oh, this person knows X, Y, Z. No one else here has that background or that experience or that skill set.

Starting point is 00:19:32 That's something that helps us be successful as a business. And so to that point, I think it is important to raise your hand when there are opportunities, to highlight that special skill set, you know, the things you're really good at, plus really enjoy. If there's a way to do those things, perform those functions somewhere in the organization, even if it's not a part of your daily job, that really does make you stand out, right? And people do talk about that. Again, flip side, then you get people that are jealous. Right, there's always going to be that. It just depends on kind of where you work. But it's better to show those things off in a healthy way, right, in a palatable way, then to hide them, right? I mean, the differentiation

Starting point is 00:20:18 is key to stand out, to get promoted. It's an incredibly good point because also if you start being known for things, a couple things. One is people will come to you for everything. I know. I pigeon home myself. Stuck in your job because you're good. You can get stuck. And so in our episode on boundaries, if you haven't heard that, search HR Besties boundaries, go back a bit ago, we talk about it, but how it's important to have things like boundaries. But if you're at work can you say, I have boundaries. Candidly, that's probably not going to be the best way to be able to set them. Because when you say things like that, that word can come across like jarring.

Starting point is 00:20:49 It shouldn't always, but the reality is it does. And so part of it is not only having the skills being known for things, but also advocating for yourself to your boss and saying like this and saying, this is what I want. And I'm not going to have enough time to this. So I'd love to show others and teach others these things because you can do a lot to mold your career path. And I didn't realize that story for another day long as I once quit a job and had to ask for it back. So I can't believe we're six seasons in before telling that one.

Starting point is 00:21:17 But as part of it, I had to talk to the president of the company and talk about this. And part of what I said was, you know, I don't know that I really saw a career path because there are multiple people ahead of me, all strong and competent. And so I just didn't see that. And I assumed that. I'd never had a conversation with anybody, including my own boss in that function. And the president said, I never would have known that. because I never had any, I never had any clue what your career path would be on. I'm like, well, why would you?

Starting point is 00:21:43 But that, but that stuck out to me that not enough people, not enough people go and take initiative and things. And so if you take initiative to do that and tell people and people that matter what you want in your career and you seek out those opportunities, there is a very fine line between being like aggressive and presumptive and like starting a job, starting a job in one role and then going to like this president being like, right, but I want to be CMO, you know, or whatever. Okay, you finish orientation first. You got to have some EQ about that. But telling people what you want and then explaining the things you need to know to get there, those are some of the

Starting point is 00:22:17 things that I think on top that can be helpful as well. Absolutely. Like I actually, I had that written down as one of my key pieces of advice is that your leader and those around you, your champions, your advocates, your sponsors are not mind readers. And you own your career. So you actually have to communicate that you want a promotion, not in an annoying way or a threatening way, or if I don't get this promotion, you know what I mean? But just sharing where it is, you want to go, right? I mean, I have like career, back in the day, I had career path documents, everything I had accomplished and then where I saw myself wanting to go. I did career mapping, all this, all these things, the visual, you know, as I talked through that. But being very open.

Starting point is 00:23:04 about that is important. Being open about if you don't want a promotion, or if you want a lateral, or if you want to try a different function, or if you want to do whatever it is, right? But just be open about what you want to do for a living, you know? I think is really, really important, especially again, if you're wanting to be promoted.

Starting point is 00:23:27 But your leader, nine times out of 10, they're going to be like, thank you so much for taking the guesswork out of it, and making this easier on me because I've got 20 people reporting to me. I also have my day job. This helps having a very, you know, open, honest conversation with you. And now, okay, yeah, I can submit you for XYZ or yes, you need that training to accomplish that. Now I know the answers.

Starting point is 00:23:52 Thank you. You know, so it actually makes it easier on a leader. I love it when my people have their shit together like that and could just be like, here's what I want. Then I'm like reflecting, oh, yeah, because you are good at that. or, hey, have you thought about XYZ, too? What if we did this training? What if we did this certification?

Starting point is 00:24:08 Oh, what a, right? All those. And then you could have really robust conversations that could really benefit you better. I think it's also important for the leaders to also ask, too. Like, don't be scared to ask. I mean, I am thankful that even early in my career, I had leaders that asked me and they became mentors

Starting point is 00:24:25 because I don't think I even was 100% sure what I wanted to be or what I wanted to do next. switching here, I think another thing that I've heard in all my ears in HR is, well, I'm good at my job, so I should be promoted. And I don't think that actually equals just because you're really good at your role means that you're going to be promoted. Now, I'm not necessarily talking about like in a leader role or people leader role or people manager role. But just because you're good at your job, I think it takes more than that. Are we problematic? Have you looked at something that maybe you guys are doing manually and said, you know what, we can do this better? Or there's so much

Starting point is 00:25:09 more to it than just doing your one role well. And I think that is the thing that I've heard from employees. Like, well, I do my job really good and I'm the highest performer. But what other skills do you possess? Or what else have you done for your department or the team of folks that you're on? You know what I mean, not just because you might be the go-to for your team to ask questions. For those that get the newsletter, which is all of you now listening to this, if you go to HRBesties.com, you can get it. We do include questions and things like this. And now we also include chat GPT prompts of the week, which sometimes are really fun. Like, which HR Bestie would you be, which was a fun one. I got myself, thankfully. But in this, that is a

Starting point is 00:25:48 question I actually think is helpful. And I often tell people, you know, chat GP is in a substitute for, you know, super in-depth career coaching, but people that are listening and thinking, like, my budget is zero for that or other people that, you know, a lot of times when you're asking someone, even if you're asking the three of us, like we, we have our biases and backgrounds and our, all the things, chat GPT has, you know, certainly has its own biases, but can be relatively objective. It's not your family member that cares about things. It can be objective. And so I do think, Jamie, that's such a great question. That's what we'll put in our chat GPT prompt of the week about that prompt. And now I've just framed it, but you'll have to go look at our newsletter to see

Starting point is 00:26:23 how I'm putting that, but to get tips on how to do that. But no, I agree with you, Jamie. It's not, hey, you're ready to be promoted. The conversation really should be, okay, so then are you ready to learn something else? Are you ready to do something else? And do you want to do that? Yeah, do you even want to? Like if you feel you've maxed out the learning in your role, you know?

Starting point is 00:26:44 So, and it's what's next, not you're getting automatically promoted because you're good at what you're doing in that particular role. Because what's above you, what you're doing now may not even be relevant to that. So you won't even be set up for success. I'm sure all three of us have seen that, too, where the person who did their job well got promoted, and then they failed. Every time. And it wasn't necessarily that they wouldn't be a good leader or, but they, no one prepared them. They didn't, you know, hit the ground running. No one prepared them for that promotion or what that new job was going to look like or what it entailed. And so they set them up for failure, essentially. That is literally every single one of my calls. But for like manager method, when I have people

Starting point is 00:27:29 which out every single time, it's we have people that were promoted, they're put in like, you know, they just were never given the training. And I'm like, well, and they're like all sheepish. And I'm like, no, no, you and 99% of organizations. But let's, let's fix that. You have to have deeper, smarter conversations about the purpose of promotions. They should not be automatic. You know, I mean, oh, hello. And then people that are forced to be promoted because they want to get paid more, but they don't even want to do that job. Oh, like all the drums. Any other career advice, ladies, on getting promoted? I've got one. The relationship with your manager really matters. I talk a lot about this in my content, but really it's the leader and

Starting point is 00:28:16 majority of organizations, your direct manager, that's pushing for promotions for their team members. They're sponsoring that. They're advocating for. They're fighting for whatever the process is in the organization. So a healthy relationship with your leader is a big piece of it. I think it's a bigger piece than your own performance. I'll be honest, just with the politics and humanness and the workplace, right? Because if you're promoted, you're going to be your boss's colleague. And then one day you may be your boss's boss. So if they don't like you, why the hell would they promote you and then end up working for you one day? Just think, I mean, I'm just saying human behavior, right? Psychology. So that matters. Don't be scared to ask questions and

Starting point is 00:29:01 start building those cross-functional relationships with people to understand your role on a bigger scale and how your job or the team that you're unders affects the whole company and how you can improve it. And I think that's really important, too, that I unintentionally was building relationships with people just because I was just curious, to be completely honest. And I think that helped me too in my career. But I've seen it help other people, too, just being naturally curious. But you've seen it because then you've seen exactly the snare that can happen is sometimes a promotion is not going to be within your organization. It's going to be somebody that you built that connection with, most often your manager, but also cross-functional people.

Starting point is 00:29:41 They join a new organization that's awesome, and they're in a conversation. They're in a room that you're not in, and they're asking, they say, oh, I know this person. And they come to you because of the, and you don't realize how much that impacted. You've had, I mean, we've probably all had that. Love. Well, I hope Jerry listened to some of that. Bless. Just for Jerry. I know, justice for Jerry. Questions and comments to close this out, ladies. What do you all up. I have a comment, which is that a promotion should not be required to be a manager role, meaning that you should be able to get a promotion, get more money, get a higher title at work without having to manage people. I do think a manager's role is incredibly important.

Starting point is 00:30:22 Having a manager that can lead growth matters, but too often it's this expectation of that's the only path and people never have, whether it's an expert path, which an expert path can me someone that just works in isolation and they do their thing, they keep doing their thing. That can be somebody that trains other people, but they're not managing those other people. And so organizations that think of just, you know, up or out, this is it, this is this set path and along that, you're going to lose people along the way that could have been the biggest change drivers in your organization. And you're going to spend more money and you're going to lose more money if you end up requiring

Starting point is 00:30:57 people to manage people as part of the ability to make more money or stay with your organization. Introduced tracks. Grow up. Come on. Damn. I'm with you. I've got a comment, not a question. I've received a lot of advice through my career from people. One of my favorite pieces of advice was from a mentor of mine that told me, you can have it all, you just can't have it all at the same time. And I love that, however you choose to interpret it, but it is so true. It also reminds me to just enjoy the ride as well. There really is no end. Like, we are all constantly becoming. We are all constantly growing and developing. The second you achieve that promotion, trust me, there's going to be something else you want, right?

Starting point is 00:31:50 So, I mean, just know that if you don't get the promotion, there'll be the next opportunity. And if you do get the promotion, well, be careful what you wish for, right? So again, we are all evolving and becoming and just enjoy it, enjoy the process. Yeah. And my final thought is just never stop believing in yourself. Corporate, honestly, sadly can be very cutthroat. And sometimes you just have to have the confidence of a white man.

Starting point is 00:32:24 Mike drop. I thought you were just going to say, don't stop believe in. And I was thinking, oh, like, Mike a good wedding. Like a good wedding. This episode will end with, we'll end with Journey. I also had a colleague tell me, ah, if you have an issue, just throw money at it. So, you know, also be careful who you take advice from, I guess. So I mean to pay people off to get promoted. And it's, you know, we've given a few outside the box strategies in this episode.

Starting point is 00:32:52 Yeah, if nothing else, cash, just throw it. Good luck with those promotions, besties. Hi, I'm Tamson Fidel, journalist and author of How to Menopause and host of the Tamson Show, a weekly podcast with your roadmap to midlife and beyond. We cover it all, from dating to divorce, aging to ADHD, sleep to sex, brain health to body fat, and even how perimenopause can affect your relationships. And trust me, it can. Each week, I sit down with doctors, experts, and leaders in longevity for unfiltered

Starting point is 00:33:31 conversations, pack with advice on everything from hormones to happiness. And of course, how to stay sane during what can be, well, let's face it, a pretty chaotic chapter of life. Think of us as your midlife survival guide. New episodes released every Wednesday. Listen now on Apple, Spotify, or wherever you get your podcasts. Thank you.

HR BESTIES - HR Besties: How to Get Promoted: Career Advice Straight from HR

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