The Unspoken Rules For Getting Promoted | Gorick Ng

[Music] when i speak to leaders they'll often tell me that they want someone who comes to the table with solutions rather than just problems that's actually an unspoken rule it's not obvious that doing your job is only part of your job managing your manager managing up is actually what separates those who get ahead from those who stumble and don't know why and there's actually a stylistic difference in the way that someone asks questions at work that is common to high performers and high potentials everyone's talking about the metaverse these days but workplace from meta is different i mean the clue's in the name right workplace is a business communication tool that uses features like instant messaging and video calls to help people share information think facebook but for your company it's part of meta's vision for the future of work a future in which your job isn't just something you do but something you experience and if you've been listening to this show you know that experience is something that i am very passionate about and talk about a lot workplace from meta is creating a future in which we'll all feel more present connected and productive you can learn more and start your journey into the future of work at workplace.com forward slash future again that's workplace.com forward slash future [Music] [Applause] [Music] hey everyone welcome to another episode of leading the future of work my guest today is gorik ingorik thank you for joining me jacob glad to be here thanks for having me uh why don't we start with a bit of background information about you uh before we get into some of the stuff from your book uh just reading about your story i found it very interesting and and fascinating so tell us a little bit about how you got to where you are and what made you even write this book sure thing well it wasn't clear at the onset that this would all come together in a book but i'd start my story off at when i was 14 years old i was in elementary slash middle school then and my mom who had spent her life working in a sewing machine factory was suddenly laid off and so i is the person who knew how to get onto the internet who knew how to speak english became the person to write her first resume which in turn became my first resume so i spent recesses learning to write resumes and cover letters afternoons at the public library looking for jobs and evenings coaching my mom and we ended up i ended up applying to hundreds of jobs and ended up getting zero callbacks and it was at that moment that i realized wow wait a second i did well in school i saw myself as a hard worker how could something so seemingly simple be so complicated yeah and it wasn't until i arrived at harvard as a first generation low-income college student the first in my family to pursue a higher education that i realized what i was missing and it was this informal education that many of my more privileged peers had growing up this informal education over the dinner table around how to work the system and sell yourself and sell your ideas that led me to realize wow so much of this is not taught in school it's just expected that it's common sense and when i arrived in corporate america i saw that these unspoken rules had only just begun where it's not necessarily the most competent people who make it to the top it's not necessarily the best ideas that get implemented it's about how you sell yourself how you sell your ideas how you work the system and navigate the system these so-called unspoken rules that separate insiders from outsiders and can be the reason why someone accelerates their careers and builds a successful career versus someone who ends up stumbling and not knowing why and ended up really just doing some self-reflection started off with some rants and after work and weekend chats with friends but one conversation led to another led to another led to another and all of that came together in over 500 interviews that i ended up conducting with professionals across geographies industries and job types that then became the unspoken rules this book with harvard business review yeah i can very much relate to that i remember even after graduating well high school and college that it was really hard for me to get a job i mean in high school i wasn't a good student my gpa was like 2.79 or something uh but in college it was really good i graduated with a 3.8 i had honors i double majored and i did what everybody thought that you're supposed to do which was you created a cover letter i went on to what was a career builder and monster sent out a million resumes and i did all that sort of stuff and like nobody was calling me back and i just could not figure out what was going on and pretty much my days were spent just on those career websites just sending out as many of these freaking things as i could so i wish i had that book back in the day when i was applying for jobs but when you say unspoken rules give me an example or maybe one or two of those rules so that people know exactly what we're talking about when we say an unspoken rule sure thing so when i speak to leaders they'll often tell me that they want someone who comes to the table with solutions rather than just problems that's actually an unspoken rule it's not obvious that doing your job is only part of your job managing your manager managing up is actually what separates those who get ahead from those who stumble and don't know why and there's actually a stylistic difference in the way that someone asks questions at work that is common to high performers and high potentials i'll give you an example so let's say i'm researching something and i'm and i'm having some trouble finding the information that i need and i come to you jacob as my as my manager and i say well option one is i don't come to you with a question at all and i just hide it under the rug okay option two is i come to you jacob and i say i'm stuck what do i do now the third option the the best answer and the answer that's common to these high performers and high potentials is for me to say jacob i'm trying to investigate this i'm struggling with this i can take path a path b or path c i'm leaning towards b am i thinking about this the right way and there are a host of unspoken rules that i just applied there the first one is do and show your homework so i'm doing whatever i can to solve my own problem before coming to you i am bundling and escalating where i might be looking in my own files to start i might go to a colleague that's near at my level i go one level up one level up until i escalate to the person who can answer my question i'm doing and showing my homework so i'm showing just how much effort i put into this i'm showing you what i know before i show you what i don't know and i'm giving you something to react to so instead of giving you an open-ended question i'm giving you options to choose between so all you need to do is say yeah option b sounds great now this might sound obvious or even commonsensical to someone who's a high performer and high potential but no one really teaches you this this is a matter of of social and cultural capital fancy way of saying looking left looking right seeing how your siblings and parents and mentors have conducted themselves and then emulating these best practices how many rules are there an infinite number well in in the book i have about 20. yeah and they all roll up to a framework that i call the three cs which stand for competence commitment and compatibility where regardless of where you work and regardless of what level you're at you could be the ceo yeah your job is to demonstrate the three c's of competence commitment and compatibility where the people around you are sizing you up in the ceo it might be your board of directors or your shareholders or or your employees and they're asking themselves one can you do this job well which is the question of are you competent are you excited about this job which is the question of are you committed and do you get along with us which is the question of are we compatible and when it comes to these unspoken rules it's all about understanding the unspoken ways that people express competence commitment and compatibility within your profession within your job type within your organization so before we unpack those three c's which i love by the way very easy to understand i think a lot of people can relate to that um but before we talk about that in more detail if take a step back kind of and look at the world of work now um obviously the book when did it come out last year it did yeah april of 2021. yeah april 2021. so when you look at the state of work now i suppose there's probably some differences um since last year you know now we're kind of at that stage where we're hopefully getting through the you know the the covid phase and things are starting to reopen back up a little bit but when you look at work now what are your general perceptions of just the workplace in general because there's a lot of uh craziness going on i think the most recent thing malcolm gladwell what was it yesterday or today just put out something where he says uh you know you shouldn't work from home what are you doing with your life if you work from a home and people are like trashing him online like there's just a lot of debates going on around work where where do you think we are what's your perception yeah there's there are certainly evolutions with respect to how work is done and how we're expected to do our work and then there's also evolutions around how we're perceiving work in the context of our broader lives so starting with the first it was a stressful experience releasing the book in april of 2021 because just as i thought i was at the very last version of my draft i ended up actually rewriting the entire thing first it started off with me going back into my draft manuscript control effing for the word handshake and then taking it out and then realizing it was kind of like pulling on a thread the whole thing just started unraveling you know and whereas before i remember in my very first edition i think i had probably about 30 after after that first edition you had 30 editions so i had i went back into my dropbox and i had about 300 um word documents wow that i had written and rewritten and saved up oh my god so my thinking has certainly evolved and much of it had was as a result of me interviewing more people and seeing the connections between completely disparate job types of nursing versus investment banking and just me learning about how things are different but also how things can be the same so that's what led to all the different editions but when i got to that final edition when i thought i was just nearly there the pandemic hit and some of the old rules that i had considered for example there was an unspoken rule of well when you're being asked to set up a phone call what people are referring to often is a conference call or a telephone call because asking for a video call is intrusive it just wasn't common practice previously and then i had to really consider well what if we end up in a world where asking to be on video is an expectation yeah which certainly is now exactly so now i when i when i set up meetings i have to say i'm open to having a video call or a phone call your choice that wasn't even something we had to consider previously so there's there are evolutions in how we conduct work and happy to go into more examples but our expectations towards how work fits into our broader lives has evolved too where when i was first starting out and this was also as a result of me realizing that how we're all different but we're how we're all the same that whereas in the past i had conducted surveys of young people coming straight at school and how they defined long-term career success i saw a lot more examples of making my way up to the top making a lot of money being my own boss things like that whereas now i'm interviewing a lot of gen z's for example and i ask what's most important to them and i see at the very top consistently financial stability work-life balance uh so i think the role of work in our lives is is changing as well yeah no i couldn't agree more you know there's a lot of debate also i was talking to patrick lincione a couple days ago and we were talking about this fact that it and i know some people will disagree with this but it feels to me like a lot of people i don't know if they don't want to work or the pendulum has swung too much in one direction of high demands and high expectations ridiculous salaries but it just seems like and look i'm all for power of the employee and employee experience but sometimes you hear these stories and you just feel like the pendulum used to be in the hands of the employers now it's swung completely in the opposite direction of the hands of the employees and and it doesn't feel like there is as much balance in the world of work as there needs to be i'm curious to hear your take on that are you seeing that are the expectations the demands the things that people are asking for um whether from gen z or another generation is it is it a little too much now well it's the pendulum certainly does keep swinging and it swings rather quickly so i i do a lot of workshops and speaking engagements and consulting with companies big and small ones like ge ibm aeon and others and before my sessions with their professionals i'll often do a survey of what their primary struggles are and what their primary goals are and here we are doing this recording in august of 2022 i did a session with a tech company just about two three weeks ago and we had set up the session about six months ago so we had given these employees quite a bit of time to fill out the survey but as things go you'll have the early takers of the survey and then the later take of takers of the survey the early takers of the survey happened to have taken the survey right before this recent wave of tech layoffs okay the second half of the respondents were responding to the survey just as their own company had announced a hiring freeze and you could see just it was night and day in terms of how people were answering this survey where folks earlier on were asking questions around where do i see myself in 5-10 years how do i build a career that's fulfilling how do i find work-life balance how do i show up and be my confident self so i would say a lot of a lot of challenges with respect to one's heart and then all of a sudden this was the first group yeah okay and then the second group this was when um my my client sponsors had sent out a reminder email asking for folks to to respond to the survey prior to my session and this was i think maybe 48 hours or so after the company had announced a hiring freeze and that's when folks said my primary concern is whether i'll get to keep my job whether as an intern i get a return job offer whether i'll have to get back into the job market what does it even look like to look at a job look for a job in this economic environment and that was an overnight shift so the pendulum does swing and it swings rather quickly i love that yeah that's a good comparison it's an interesting data point because i don't think a lot of people have you know would have that data point but it's something that you were able to visibly see um and you're right i mean the pendulum does swing very quickly and hopefully it'll get some kind of balance because it feels like the last few years a lot of things have been kind of up in the air but would you say you're optimistic about what you're seeing in the world of work i mean are you seeing a lot of change happen are you seeing more positivity or are you seeing more kind of chaos negative things happening you know more of a fight between employers and employees well i think in the midst of of this fight or this this tension is i think a re-evaluation of how to be an employee how to be a good employer and how does work fit into our broader lives which i think is a productive conversation so more recently we've certainly seen a lot of employers ask the question of okay we've got this retention problem what do we do about it now let's work backwards what are the contributors of someone leaving in our organization and when it comes to my work what i've seen time and time again is people having everyday frustrations ranging from not knowing who their supervisor is not being seen and heard in meetings not knowing what's expected of them not feeling like they're treated consistently seeing others be unfairly promoted um being passed over for job opportunities all of those everyday frictions bubble up into attrition problems you know and what i what i often chat about with leaders is you know we often talk about the glass ceiling or the bamboo ceiling but so many of your future leadership bench is leaving long before they even get a chance to bump their heads up against this so-called glass ceiling or bamboo ceiling and it comes from everyday interactions between co-workers between supervisor and employee yeah workplace is a business communication tool from meta think facebook but for your company it's part of meta's vision for the future of work a future in which we'll all feel more present connected and productive start your journey into the future of work at workplace.com forward slash future again that's workplace.com forward slash future well let's talk a little bit about the three c's uh competence commitment and compatibility i i love these because so i'm working on a new book on leadership and vulnerability which will come out next year and competence is an important piece for me because i'm finding that there's a very big difference between being vulnerable at work and being competent versus being vulnerable at work and not being good at your job and a lot of the research shows that if you're vulnerable at work and you're good at your job it's perceived as a strength versus if you're vulnerable at work and you're not good at your job it's perceived as a weakness so there's a difference if i come to you and i'm a high performer or i've been doing well and i say hey gork you know i i got to be honest with you i really made a mistake on this last project and you know i need help can you you know give me some advice versus if i'm not doing well at the company and then i come to you and i say oh man gorek i really screwed this thing up right in one situation you're going to look at me and say wow that's a strength you know you've been doing well i'm happy to help you out in another situation you're going to say damn it jacob you messed up again so the competence piece is really really important and as much as we talk about things like emotional intelligence or iq there's no substitute for being good at your job so talk to me a little bit about the competence piece and what are some of the rules um that fall into that piece sure thing well um what you speak to is the importance of establishing a pattern that leads to trust so you'll often mentors will often tell their employees it's important to have a good first impression we often hear that cliche a lot what does it mean to have a good first impression well it means that i'm thinking back to my consulting days um maybe not the most appropriate um mental image but my managers would often say you know you need to you need to earn a longer leash and i never really quite understood that they they did yep you have to earn a longer leash oh man yeah i quit my life after the ceo made me get him coffee if if he told me i needed a longer leash i'd be like man that's pretty funny yeah so i mean what this speaks to is how awkward or politically incorrect sometimes these so-called unspoken rules can be and why some of them often don't get shared and also part of the reason why companies have an outsider speak some of these unspoken rules is because they exist regardless of whether we acknowledge their presence and it just comes differently when it's coming from an outside source versus from your direct manager in retrospect i was i'm grateful for my manager having said that what he meant behind this this this troubling mental image is that you need to earn your trust and i've heard this time and time again where i'm i'm semi-quoting from someone i interviewed for my book who said if you can't even get in the case of you jacob if i just use the coffee order for a moment if i if you can't even get my coffee order correct how can i trust you to handle millions of dollars correctly or how can i trust that you'll represent our firm well in front of these clients in the words of this person i interviewed a a i believe it was a senior partner at a law firm he said i have to quote unquote test drive you first and that's what my manager was really saying to me in saying that i had to earn a longer leash and so it's important to show that you're willing to learn and willing to help when you're early on and it's important to show competence what does that mean well it means that you're doing what you say you will do that you're detail-oriented that you're being responsive that you're willing to embrace what others ask of you that's really the key you know to building trust at the onset but what i've realized and leaders listening to this conversation will already know this framework the nine box matrix is an important tool in performance management where you need to not only show performance you need to also show potential that you're ready for more important responsibilities what does it mean to show potential well please and i was going to say so this is also i mean this isn't just applicable to you know entry level employees i mean the competence piece needs to be across the board whether you're an entry-level employee mid-level leader or top executive uh you know people need to remember that there's no like being good at your job is is really really important it is and if you want being good at your job is important period but it's necessary but not sufficient for moving to the next level and this is something that often goes under discussed which is they need to show performance you also need to show potential so you need to show that you have a point of view you need to anticipate problems before they come up you need to be seen and heard and remembered by leadership and this is often what goes under discussed which leads to many outsiders to the corporate environment to do what i did which was put our heads down and hope that our good work will speak for itself and unfortunately that just doesn't happen yeah no that yeah that usually doesn't happen um so when we think about what some of those rules are you actually mentioned a couple of them um but i want to kind of like break them down into like rule number one two three so what because you kind of like combine like three rules there um so can you just kind of recap what some of those important rules for competence were yeah sure thing so when it comes to competence um doing what you say you will do okay so specifically it's in and folks will call this as managing expectations so it is being mindful of what did i explicitly or implicitly promise you and can i deliver on like implicitly yours implicitly as well as an important one it's not what did i directly say that i will do but what did i also imply that i will do too because that's an important one that a lot of people forget and related to that is this related at all to the under promise over deliver it it is in a way um and in sales there's a concept called sandbagging where if you want to meet your sales quota you'll want to promise a lower quota so you can comfortably meet it but if you consistently come across as someone who's sandbagging that's going to come back and and bite your reputation as well so you need to carefully manage this yeah i mean let's be real companies do this all the time with respect to corporate earnings right so this isn't just an individual concept it's a it's a business concept when it comes to managing expectations i have a framework in my book called why what how by when and if you take nothing else away on the topic of confidence of competence rather actually we should talk about confidence versus competence if we have time but when it comes to if you forget everything else about the topic of of competence just remember why what how by when where when you're delegated a task and it could be as simple as well seemingly simple as hey jacob can you look into this i've gotten so many of those types of requests which are completely ambiguous as to what it is that i'm supposed to do well the mental framework of why why is this being asked of me so what's the broader goal is this going to be presented before a client is this for our own internal teams understanding understanding the why is the first step understanding the what is the next step which is what is the deliverable do you want me to write this out in an email do you want me to put together a powerpoint presentation do you want me to pull you aside in the hallway do you want me to slack you the the quick answer in the form of bullet points the third one is how so how am i supposed to do this am i supposed to talk to so and so am i supposed to google for the answer am i supposed to just brainstorm some ideas and give it to you and the last one is by when and this is often the one that truly goes under discussed which is is this for this friday is it for this afternoon and one of these other unspoken rules is that for every deadline in the workplace is at least another invisible deadline so if jacob you tell me that the deadline is on friday because that's when we're presenting this topic to our client well i need to work backwards from the end goal and i need to realize that jacob you're going to be away on thursday before i can talk to you about it i need to talk to sally and she's only available on tuesday and before i can talk to sally i need to put together a proposal so really the so-called deadline isn't this friday it's this afternoon and what many professionals who don't understand this why what how by when framework or the importance of managing expectations will do is do what i did which is smile and nod and assume that i'll just figure it out when really i should have clarified what i think i'm hearing is this no did i hear this correctly and that's also an unspoken role of repeat back what you think you heard let's talk a little bit about confidence so i know you were going to talk about that why is confidence so important and do you have an unwritten rule about that well i maybe made the the best slip up ever in even just uh miss mischaracterizing competence as confidence which is actually my main point which is that it's hard to unpack the two and to differentiate between whether someone actually knows something or whether they're just coming across as if they know something so if i think back to my mom's job working in a sewing machine factory well her outputs are easily quantifiable so all you need to do is look at how well she's sewing on that zipper how many garments she's sewing within a particular period of time and you could pretty easily assess who's a good sewing machine operator and who's not however what if you work in operations what if you work in marketing what if you work in hr your outputs are much less easily quantifiable on a daily basis and so in the absence of clear outputs we start relying on inputs such as how many hours are you changing your ideas and meetings yeah so we often conflate the two and so that that's what leads to a host of unspoken rules around making sure that you know which meetings are ones where you're supposed to be seen and heard seen but not heard versus neither seen or heard and i was just doing a session with a large tech company of fortune 50 and we we talked about the topic of speaking up and the importance of knowing whether you're in learner mode or leader mode so when you're new to a team people expect you won't know very much so you'll stay quiet take notes and ask questions often after the meeting but over time as you develop more subject matter expertise as you're pulled into more phone calls as you're the holder of this information people start thinking well jacob you were in that meeting or you held the data set or you did this work you know more about this topic than any of us why are you not speaking up in which case it becomes really important especially when you unspokenly graduate from learner mode to leader mode to start not just asking questions but presenting your point of view all right so we have two more c's to get through and then i want to get to some some action items so we have commitment and compatibility maybe we could spend two three minutes on each one uh starting with commitment what is that and what are the unwritten rules for showing commitment sure so a big one is just being responsive um so this this i mean this gets right at the heart of the tension between employer and employee where depending on your profession and the expectations is there an unspoken expectation in your workplace that if a higher up emails you that you'll respond right away that you'll always be on that's something that corporate america is wrestling with and specifically how do you create boundaries right because just because you're connected doesn't mean you need to be available somebody's emailing you at two in the morning or at 10 o'clock at night do you need to respond to that to show that you're committed or can you create some kind of boundaries well actually that that speaks to what we just referenced which is the the need to earn trust so if you have a pattern of behavior of doing what you say you will do and getting your work done and meeting expectations there's probably going to be much more leeway when you say well i need to be out at this time and if you by the way if you had clarified the why what how by when people are much less anxious about whether you even have things under control so you as a result will have much more of an ability to draw these boundaries of saying i'm going to be out from this hour to this hour however i will get back to you at this time and people can take your word for it so it's important to set these these these patterns straight early it's much less easy if you have a pattern of behavior of maybe not following through with things in which case it becomes this sort of downward spiral in a way where the heart you'll have to work harder and even more so because people don't trust that you will do what you say you will do when it comes to this idea of being responsive what it means to be responsive will depend on your context so many of these unspoken rules you can start observing just by simply looking left looking right and seeing the behaviors of the highest performers on your team so you don't want to for example be the one who who who's the last to respond to an email if four out of five other people responded within 10 seconds now that speaks to culture and a whole host of other things right you know but if that's the culture that's that's the unspoken rule um so that's that's on the level of commitment okay so commitment so responsiveness and commitment is those are very very important as far as how you respond when you respond people really need to pay attention to that yeah absolutely and for those who are looking for jobs i mean i i coach um students all the time in my in my capacity as a career advisor at harvard who and those intel and acquisition will probably relate to this a lot where uh a job seeker will receive an email for an interview and they'll take three four days to respond at which point people can't read your mind so can't interpret your lack of responsiveness as you being busy or you not caring very much and so in this case the early bird gets the worm and i guess from a leader's perspective the commitment uh they can kind of be showed as caring right how you respond to your employees if you respond to them timely not just commitment but do you care do you value what your employees are sharing with you because if you're not responsive it can be seen as very dismissive or you don't care versus if you are responsive it can show more you know i value what you what you've done i value you your time so leaders need to i think pay special attention to that oh absolutely absolutely and and a big piece of of showing commitment is showing you want to learn and showing that you want to help so if you're if you're an employee there's an unspoken rule that if you're done your work this is for if you want to show potential is asking the questions of can i help is there anything i can do to help or better yet i noticed this can i help by doing this that's showing that you want to learn that's showing that you want to help and that's showing that you're committed i like that all right let's do the last one compatibility this is the trickiest one and it speaks to well a diversity and inclusion equity belonging it speaks to really the unlevel playing field that exists if you don't look like talk like or have the same backgrounds or interests as those around you so i remember interviewing an individual and i ended up profiling him in in my book where he had joined a team where there was a culture of going on tie-dye pedal bar outings now i actually didn't even know what a pedal bar was um turns out it's a bar that you cycle there's a bar it's like a mobile unit and you're all pedaling and you're pedaling it down the street and you're drinking at the same time oh i've seen it once i was in nashville recently all right i know what you're doing okay well [Laughter] i learned something from this interview clearly just beyond the unspoken rules of what a pedal bar is um but it on this team there was a a culture of joining your co-workers out for these pedal bar outings and wearing tie-dye and the individual that i interviewed thought that doesn't sound like me at all and so we declined those those invitations fast forward and this individual ended up receiving low performance evaluations and was called and i quote not a team player he then ended up joining his co-workers on those outings and within several months ended up being promoted actually multiple times now i'm sure there are plenty of other factors and influencers so it's hard to unpack all the confounding variables but but this really goes to show that doing your work is only part of your work showing compatibility showing that you want to get along with your co-workers is just as important and so when i coach folks who are coming from underrepresented backgrounds and i do a lot of workshops for for for interns and early career professionals and professionals who are coming from diverse backgrounds how do you express competence uh rather commitment uh and rather compatibility how do you do all of this especially when compatibility is so hard to come by because you may not be able to have that conversation um about that ski outing or that fancy vacation or especially if you're being forced to do something you don't want to do right i mean like i don't want to go drinking like why should i have to go do it so are you saying that people have to do these things even if they don't want to do it well this this goes to a different framework and and part of the reason why this work took so long was realizing that these are the hidden expectations of your organization but how you react to these unspoken rules is now in your hands so in the face of all these unspoken rules you have three options you can embrace the rules you can reject the rules or you can bend the rules and so this individual i'm not saying that this individual did it correctly but his formula ended up being one of conforming to start to build trust ascending to a position of leadership not forgetting the the painful trials that he had gone through and now really making di a big part of his leadership philosophy okay but in all these situations i want to say it's hard because we all have things that we hold sacred there are things that we're willing to negotiate and there are things that we're indifferent about and so different people will approach these unspoken rules differently it's a matter of personal values okay all right that makes sense um okay so for the last 15 minutes i want to focus on action items things that people can specifically do and going through your content i think probably the best thing would be to go through these five questions that you encouraged people to ask and this is something that i think anybody can ask and the five questions are am i aware am i visible am i intentional am i mentored am i sponsored if you want to get access to the bonus episode with gorick where he goes over five crucial questions you should be asking yourself at work and the action items for each one then make sure to subscribe to the show on apple podcasts the five questions you're going to get in the bonus episode are am i aware am i visible am i intentional am i mentored and am i sponsored so if you want to know how to answer each one of those and get action items for how to address each one of those then make sure to subscribe to the show it's less than the cost of a cup of coffee a month and you're gonna get ad-free listening early access to new episodes and bonus episodes i hope you subscribe and support the show

Channel: Great Leadership With Jacob Morgan

Views: 22,027

Keywords: jacob morgan, future of work, gorick ng, leadership, unspoken rules, success, secrets to sucess, workplace, world of work, competence, confidence, compatibility, building trust, coming up with solutions, options, work life balance, diversity and inclusion, how to get promoted, how to get promoted at work, gorich ng three c's, harvard career coach unspoken rules, gorick ng jacob morgan, rules for success gorick ng, visibility at work, gorick ng world of work, unspoken rules gorick ng

Id: XvfBs9lZgwo

Length: 40min 49sec (2449 seconds)

Published: Mon Aug 29 2022