Accelerate Your Career Quotes

Your deepest moments of happiness don’t come from doing easy things; they come from realizing your potential and overcoming your own limiting beliefs about yourself.

By taking notes as questions instead of answers, you generate the material to practice retrieval on later.

Learning, at its core, is a broadening of horizons, of seeing things that were previously invisible and of recognizing capabilities within yourself that you didn't know existed

One rule I’ve found helpful for this is to restrict myself to one question per section of a text, thus forcing myself to acknowledge and rephrase the main point rather than zoom in on a detail that will be largely irrelevant later.

The best ultralearners are those who blend the practical reasons for learning a skill with an inspiration that comes from something that excites them.

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily.

If you want to pass a test, practice solving the kinds of problems that are likely to appear on it,

If you’re pursuing a project for mostly instrumental reasons, it’s often a good idea to do an additional step of research: determining whether learning the skill or topic in question will actually help you achieve your goal.

He who can go to the fountain does not go to the water jar. —Leonardo da Vinci

In theory, there is no difference between theory and practice. But in practice, there is.

Beyond principles and tactics is a broader ultralearning ethos. It’s one of taking responsibility for your own learning: deciding what you want to learn, how you want to learn it, and crafting your own plan to learn what you need to. You’re the one in charge, and you’re the one who’s ultimately responsible for the results you generate. If you approach ultralearning in that spirit, you should take these principles as flexible guidelines, not as rigid rules. Learning well isn’t just about following a set of prescriptions.

The best kind of feedback to get is corrective feedback. This is the feedback that shows you not only what you’re doing wrong but how to fix it. This kind of feedback is often available only through a coach, mentor, or teacher. However, sometimes it can be provided automatically if you are using the right study materials.

Directness is the practice of learning by directly doing the thing you want to learn. Basically, it’s improvement through active practice rather than through passive learning. The phrases learning something new and practicing something new may seem similar, but these two methods can produce profoundly different results. Passive learning creates knowledge. Active practice creates skill.

Your deepest moments of happiness don’t come from doing easy things; they come from realizing your potential and overcoming your own limiting beliefs about yourself. Ultralearning offers a path to master those things that will bring you deep satisfaction and self-confidence.

What could you learn if you took the right approach to make it successful? Who could you become?

In theory, there is no difference between theory and practice. But in practice, there is.”*

The core of the ultralearning strategy is intensity and a willingness to prioritize effectiveness.

If I have seen further it is by standing on the shoulders of giants. —Isaac Newton

Learning, at its core, is a broadening of horizons, of seeing things that were previously invisible and of recognising capabilities within yourself that you didn't know existed.

Fear of feedback often feels more uncomfortable than experiencing the feedback itself. As a result, it is not so much negative feedback on its own that can impede progress but the fear of hearing criticism that causes us to shut down. Sometimes the best action is just to dive straight into the hardest environment, since even if the feedback is very negative initially, it can reduce your fears of getting started on a project and allow you to adjust later if it proves too harsh to be helpful.

Writing is a long-term career. It takes a lot of time, money, perseverance, learning, and soul. Making a mark as a writer and having an influence in the world is a process that generally accelerates slowly. 1. Keep going. 2. Keep giving. 3. Remain true. 4. Trust your instincts. 5. Go with the flow. 6. Do your best. 7. Enjoy it.

In his book The Unschooled Mind: How Children Think and How Schools Should Teach, the developmental psychologist Howard Gardner pointed to the body of evidence showing that even “students who receive honors grades in college-level physics courses are frequently unable to solve basic problems and questions encountered in a form slightly different from that on which they have been formally instructed and tested.

Ultimately, it doesn’t matter if ultralearning is a suitable replacement for higher education. In many professions, having a degree isn’t just nice, it’s legally required. Doctors, lawyers, and engineers all require formal credentials to even start doing the job. However, those same professionals don’t stop learning when they leave school, and so the ability to teach oneself new subjects and skills remains essential.

An interesting question in the research on feedback is how quick it should be. Should you get immediate information about your mistakes or wait some period of time? In general, research has pointed to immediate feedback being superior in settings outside of the laboratory. James A. Kulik and Chen-Lin C. Kulik review the literature on feedback timing and suggest that “Applied studies using actual classroom quizzes and real learning materials have usually found immediate feedback to be more effective than delay.

Feedback works well when it provides useful information that can guide future learning. If feedback tells you what you’re doing wrong or how to fix it, it can be a potent tool. But feedback often backfires when it is aimed at a person’s ego. Praise, a common type of feedback that teachers often use (and students enjoy), is usually harmful to further learning. When feedback steers into evaluations of you as an individual (e.g., “You’re so smart!” or “You’re lazy”), it usually has a negative impact on learning. Further, even feedback that includes useful information needs to be correctly processed as a motivator and tool for learning.

energetically, the rules changed for us all. Which rules? Only the rules that underlie your personal growth, how strong you feel, how you overcome problems, which friends you make, which friends you keep, what the heck is going on with your love life, how your career progresses, and whether or not you fulfill your dreams. Think I’m exaggerating? Discover what a difference it makes when you get skills for living by today’s new rules. Still being yourself, with your basic belief system. Definitely you, just like always. Except that now you’re following the new rules. And consequently you’re able to fulfill your desires better than ever before. That’s your opportunity, anyway.

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily. Focus: Sharpen Your Knife. Cultivate the ability to concentrate. Carve out chunks of time when you can focus on learning, and make it easy to just do it. Directness: Go Straight Ahead. Learn by doing the thing you want to become good at. Don’t trade it off for other tasks, just because those are more convenient or comfortable. Drill: Attack Your Weakest Point. Be ruthless in improving your weakest points. Break down complex skills into small parts; then master those parts and build them back together again. Retrieval: Test to Learn. Testing isn’t simply a way of assessing knowledge but a way of creating it. Test yourself before you feel confident, and push yourself to actively recall information rather than passively review it. Feedback: Don’t Dodge the Punches. Feedback is harsh and uncomfortable. Know how to use it without letting your ego get in the way. Extract the signal from the noise, so you know what to pay attention to and what to ignore. Retention: Don’t Fill a Leaky Bucket. Understand what you forget and why. Learn to remember things not just for now but forever. Intuition: Dig Deep Before Building Up. Develop your intuition through play and exploration of concepts and skills. Understand how understanding works, and don’t recourse to cheap tricks of memorization to avoid deeply knowing things. Experimentation: Explore Outside Your Comfort Zone. All of these principles are only starting points. True mastery comes not just from following the path trodden by others but from exploring possibilities they haven’t yet imagined.

Time is always ticking for women. Whereas men, apparently, live in a timeless realm. In the dimension of men, there is no time - just space. Imagine living the realm of space, not time! You put your dick into spaces, and the bigger your dick, the cosier the space. If you have a very big dick, then space - and life - must be very cosy indeed. Imagine having a very small dick - how vast and unknowable the universe must be to the small-dicked man! But if your dick is the size of most of what you encounter, nothing could be very threatening at all. For women, the problem is different. A fourteen-year-old girl has so much time to be raped and have babies that she is like the greatest Midas. The time-span of a woman’s life is about thirty years. Apparently, during these thirty years - fourteen to fourty-four - everything must be done. She must find a man, make babies, start and accelerate her career, avoid diseases, and collect enough money in a private account so that her husband can’t gamble their life’s savings away. Thirty years is not enough time to live a whole life! It’s not enough time to do all of everything. If I have only done one thing with my time, this is surely what I’ll castigate myself for later. The day will come when I’ll think, ‘What the fuck did you waste all those years putting in commas for?’ I will have no idea how I could have been so naive about how time acts in the life of a woman; how it is the essential realm in which a woman lives. All the things I neglected to do because I refused to believe, fundamentally, that first and foremost I was female. You women who wish to live in the realm of space, not time - you will see what gifts the universe has waiting. ‘Will I?’ Yes. Just look around. ‘But some women are happy!’ But some women are not. ‘How do I know which I will be?’ You cannot know until it’s too late.

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How ironic was it to learn that something as simple as a chicken coop or the basic planting of trees and gardens could be the most important thing we do to stabilize parts of the World of Disorder? Who ever would have thought it would become a national security and personal security imperative for all of us to scale the Golden Rule further and wider than ever? And who can deny that when individuals get so super-empowered and interdependent at the same time, it becomes more vital than ever to be able to look into the face of your neighbor or the stranger or the refugee or the migrant and see in that person a brother or sister? Who can ignore the fact that the key to Tunisia’s success in the Arab Spring was that it had a little bit more “civil society” than any other Arab country—not cell phones or Facebook friends? How many times and in how many different contexts did people mention to me the word “trust” between two human beings as the true enabler of all good things? And whoever thought that the key to building a healthy community would be a dining room table? That’s why I wasn’t surprised that when I asked Surgeon General Murthy what was the biggest disease in America today, without hesitation he answered: “It’s not cancer. It’s not heart disease. It’s isolation. It is the pronounced isolation that so many people are experiencing that is the great pathology of our lives today.” How ironic. We are the most technologically connected generation in human history—and yet more people feel more isolated than ever. This only reinforces Murthy’s earlier point—that the connections that matter most, and are in most short supply today, are the human-to-human ones.

When you train yourself, through repetition and practice, to overcome procrastination and get your most important tasks completed quickly, you will move yourself onto the fast track in your life and career and step on the accelerator.

● Pursuing online courses with pre-recorded videos? ● Not able to communicate with the instructor while in an online lecture? ● Online lectures seem boring and disengaging? Not anymore. Technology has been able to advance an already transformative concept. Online learning has made its way into almost every professional’s career life. However, there is a new concept which not many people are aware of - LIVE & interactive learning. As the name suggests, it’s just like traditional classroom learning but entirely online. Let’s see what it is, how it works, and how it can benefit your career. LIVE Learning: The Better, More Interactive Learning Method LIVE & interactive learning entails experienced tutors and instructors delivering lectures via LIVE online learning platforms that are built with features to aid in engaging educational learnings. Furthermore, Online Courses are delivered in a similar format that is found in a traditional classroom. With interactivity, teachers can not only deliver lectures, take LIVE questions, and respond, but also the students can interact with one another - just like they would in a brick and mortar classroom. Taking Online Courses Up a Notch Instead of sitting through a pre-recorded lecture, you can now attend the session LIVE. And the best part about this type of learning is that both tutors and students can interact with each other, so query resolution is instant, students can voice out their thoughts, collaboration becomes easy, and the face-to-face interaction definitely makes it more interactive. Reasons Why LIVE & Interactive Learning is Taking the Lead ● Comfortable Learning Pace Students pursuing LIVE & interactive online courses get the opportunity to learn at their own pace. They can discuss their questions in LIVE lectures and interact with the faculty as well. ● Focus on Tougher Modules In a regular classroom, the teacher always decides which modules require special focus. However, with LIVE & interactive learning, you can choose how much time you want to spend on a particular module. ● Extensive Study Materials Another added benefit of LIVE & interactive online courses is that you have access to study material 24*7 and from anywhere. This gives you control and ample time to go through the material more than once or as required. ● Opportunity for More Interaction Ranging from Online Data Analytics Courses to finance, marketing, and sales, online courses allow students to involve themselves in class discussions and chat with more ease. This is just not possible in regular face-to-face interactions where teachers can ask questions and embarrass you in front of the entire class if you are wrong or don’t know the answer. It’s Not a Roadblock, Rather an Accelerant to Your Career The best part - you don’t have to leave your current job to pursue a degree program. Passion to gain knowledge and upskill and a search engine that will take you the right online course is all you need. So whether you are scouting for online data analytics courses, machine learning courses, or digital marketing, LIVE & interactive learning can help you gain the education you deserve.

Just as athletes need coaches and companies need PR experts, individuals need career catalysts at different points along the way.

Working in most high-impact environments can be lonely, especially if you are one of the only women. Taking time to create effective mentors and sponsors often helps professional women avoid isolation and common career potholes.

Many of your future career advancements could require someone else facilitating and promoting you within critical conversations and situations in which you may not be privy too.

If, however, you want to succeed in one of these industries, climb the corporate ladder, or accelerate your career, then chances are you are going to having to outwork, outperform, and outlast your peers in both the reality and perception of productively, results, and commitment.

libro sobre cómo aprender a aprender rápido, una competencia clave para acelerar el autodesarrollo. Ultralearning: Accelerate Your Career, Master Hard Skills and Outsmart the Competition, de Scott H. Young.

I’ve always believed that the only reason for salespeople to read this book is to accelerate their success strategy.

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How

Good leaders understand that inaction is also a type of failure and hence err on the side of action!

Great leaders have a compelling vision for the future that persuades others to follow them through thick and thin.

The reality is that even though all can observe and see the same things, only a few are able to see beyond the “obvious.

Step 1: Define precisely the correct challenge that needs to be overcome. The word “correct” is emphasized here because clearly if one doesn’t identify correctly the challenge/problem that needs to be solved, then a correct solution will not likely be discovered. The word “precisely” is emphasized to ensure that people don’t misinterpret the intentions behind the challenge to be overcome

Insight: An ability to observe situations, evaluate all relevant information, discern the true nature of things, and attain a perspective that helps reach and/or influence a correct evaluation and decision in support of a desired outcome.

I define insightfulness or an insightful person as having the ability to be insightful with a high degree of consistency. In other words, it is not the occasional display of brilliance or insight that matters much. It is doing so consistently

However, an exception doesn’t create its own rule, nor does it invalidate one. A rule is only meant to give you the highest probability for an outcome.

the best leaders portray “confident humility”.

We are all unique, so how can leadership be a single-formula technique?

Great communicators not only know how to use silence as a powerful communication tool while speaking, but they also know how to READ it.

Curiosity is crucial to success. What worked yesterday is out-of-date today and forgotten tomorrow—replaced by a new tool or technique we haven’t yet heard of. Consider that the telephone took 75 years to reach 50 million users, whereas television was in 50 million households within 13 years, the internet in 4, . . . and Angry Birds in 35 days. In the tech era, the pace is accelerating further: it took Microsoft Office 22 years to reach a billion users, but Gmail only 12, and Facebook 9. Trying to resist this tide of change will drown you. Successful people in the digital age are those who go to work every day, not dreading the next change, but asking, “What if we did it this way?” Adherence to process, or how we’ve always done it, is the Achilles’ heel of big firms and sepsis for careers. Be the gal who comes up with practical and bat-shit crazy ideas worth discussing and trying. Play offense: for every four things you’re asked to do, offer one deliverable or idea that was not asked for.

Learning-agile employees constantly seek new challenges at work, take risks and self-reflect from mistakes. They’re obsessed with learning and growth rather than titles and promotions. As a result, they adapt quickly to unfamiliar situations and thrive among chaos and uncertainty, the number one most critical skill in a world changing dramatically from technology. The higher you go in an organization, the more you’ll lead and make decisions in uncertainty. While ordinary careers stutter and plateau in this uncertainty, the learner’s career accelerates. Figure 6.1: The learner’s career path

The Risk of Sequencing Life Investments One of the most common versions of this mistake that high-potential young professionals make is believing that investments in life can be sequenced. The logic is, for example, “I can invest in my career during the early years when our children are small and parenting isn’t as critical. When our children are a bit older and begin to be interested in things that adults are interested in, then I can lift my foot off my career accelerator. That’s when I’ll focus on my family.

In many fields a year of focused work plus caring a lot would be enough.

Start speaking the very first day. Don’t be afraid to talk to strangers. Use a phrasebook to get started; save formal study for later. Use visual mnemonics to memorize vocabulary.

Use visual mnemonics to memorize vocabulary. What struck me were not the methods but the boldness with which he applied them.

The advance of computerization and automation technologies has meant that many medium-skilled jobs—clerks, travel agents, bookkeepers, and factory workers—have been replaced with new technologies. New jobs have arisen in their place, but those jobs are often one of two types: either they are high-skilled jobs, such as engineers, programmers, managers, and designers, or they are lower-skilled jobs such as retail workers, cleaners, or customer service agents. Exacerbating the trends caused by computers and robots are globalization and regionalization. As medium-skilled technical work is outsourced to workers in developing nations, many of those jobs are disappearing at home. Lower-skilled jobs, which often require face-to-face contact or social knowledge in the form of cultural or language abilities, are likely to remain. Higher-skilled work is also more resistant to shipping overseas because of the benefits of coordination with management and the market. Think of Apple’s tagline on all of its iPhones: “Designed in California. Made in China.” Design and management stay; manufacturing goes.

You’re the one in charge, and you’re the one who’s ultimately responsible for the results you generate.

Don’t Dodge the Punches. Feedback is harsh and uncomfortable. Know how to use it without letting your ego get in the way.

Understand how understanding works, and don’t recourse to cheap tricks of memorization to avoid deeply knowing things.

Leadership is not a popularity contest.

true leaders’ practice “Confident Humility”.

The logic is, for example, “I can invest in my career during the early years when our children are small and parenting isn’t as critical. When our children are a bit older and begin to be interested in things that adults are interested in, then I can lift my foot off my career accelerator. That’s when I’ll focus on my family.” Guess what. By that time the game is already over.

In theory, consistency is about being disciplined, determined, and unwavering. In practice, consistency is about being adaptable. Don't have much time? Scale it down. Don't have much energy? Do the easy version. Find different ways to show up depending on the circumstances. Let your habits change shape to meet the demands of the day. Adaptability is the way of consistency.

Research shows that where you grew up, where you went to school, and even where you work currently can give you up to a 12 times advantage in gaining access to opportunity. Which is to say, if you weren't handed professional connections by your parents or your neighborhood or your boarding school alumni network, you need to build them on your own.

A person is not going to share everything (or everyone) they know the first time they chat with you. Start by taking a genuine interest in getting to know them. During your first one to three touchpoints, ask questions: Who are your mentors? Who do you mentor? Has anyone been instrumental in your career? What are some of your proudest wins, and how did you achieve them? What professional organizations have you been involved wih, and have they been beneficial? These questions apply across the board, no matter the level of the person you are talking to.

The cycling helps,” he explains, “I can go through lists in my mind.”5 He reads the dictionary, focusing exclusively on combinations of letters, ignoring definitions, tenses, and plurals. Then, drawing from memory, he repeats them over and over again as he cycles for hours.

Remember, people ebb and flow, but your reputation will follow you wherever you land.

In fact, when you're doing business with friends you should be even more deliberate about discussing startegy and outlining clear goals and business practices. I didn't want to risk the relationship by having these hard conversations or seeming unsupportive, so in the end I said yes... and our friendship was still affected.

Relationships are tricky and always changing. Successfully clibing the prefessional ladder is just one more variable that can make them that much more complicated. Knowing how to hold the boundaries between your personal life and your professional life isn't just about getting ahead, it's about maintaining some joy while you do so. It 's about keeping your relationsips intact on both sides of the line. Conquering your career can feel like a lonely business, so you'll need your people by your side - at home and at work

Keep in mind, you want to leave on good terms with as many people as possible. Industries are small. It might be tempting to try to burn it all own in your wake, especially if you feel mistreated, but don't take the bait. Looking out for yourself means parting ways with as much dignity as possible because it will behoove down the line.

If you are going to get ahead, you'll have to rely on your ability to know if you belong, build and activate relationships, signal value, do the work, and take risks. The game is always being played - your job is to work it to your advantage.

Being specific with your needs and understanding why you need them is critical to fulfillment. When you've lost your way, when it feels like the journey you planned is no longer the journey you're on. "What do you need?" can be your North Star. Even one small step in a deliberate direction can reorient you back on your path.

If you take nothing else from this book, I hope you'll remember this: fulfilling your professional needs will lead to a fulfilling professional life. Your career takes up a lot of space - most of us will work 40 hours a week, or more, for decades. That is a serious undertaking, and it has serious implications for our happiness and satisfaction. But sometimes we get so caught up in the weeds that we forget that we chose our specific career because we had an interest in or talent for the work.

If you are a part of a conversation in which your colleagues of color are being othered, it's incumbent upon you to speak up. Be the person to say, "This is not right" or "It's time that you learn her name", or "She actually doesn't look anything like the other woman you are confusing with her, except for the fact that they are both Asian".

In its simplest terms, allyship is about mentorship or sponsorship across race lines. It's about creating opportunities for colleagues of color that can help them advance in their careers. Think promotions, attendance at conferences, nominations for awards or speaker-positions, inclusion on high profile committees, teaching your young colleagues of color the soft skills and rules of the game that they might not have learned otherwise. Ask what they need, share what you can offer, and see what makes the most sense. Don't assume you know what they need, and don't ask for kudos for your behaviour. Contribute to the change and know that the benefits of your efforts will come back to you.

Acknowledge your mistake, apologise, own it and move on. Simply say, "I should have known better, that was not my intention, I'm sorry

If you aren't consistently executing your work at a high level, the rest of it doesn't matter. And this is especially true for minority, who are often the first on the chopping block when companies make cuts - last hired, first fired as the expression goes.

First, review everything you do before you hand it in. I cannot tell you how often I receive work with misspellings or careless errors because someone rushed to hand it in. Most of the time these mistakes could have been easily fixed with a once-over before hitting send or submit. Don't forgo this step because you know you'll need to revise the work anyway. Whatever you hand in should, in your estimation be as good as final.

The world will always be full of entitled individuals. We will never get ahead by focusing on pleasing others at the expense of promotion ourselves. That doesn't mean you should shove people aside or treat anyone poorly in pursuit of your own ambitions but you can't sacrifice your success because someone else might be disappointed.

Clearly, I believe in making the big bets and taking chances. They almost always pay off. Even if the immediate outcome is a bust, you usually learn something valuable that will ultimately serve your career. Maybe you'll discover what not to do, or how to manage a crisis, or how to persevere after a failure. It's important to keep in mind that with every new chance you take, there's an increased possiblity of pissing someone off.

Do you know an executive leader in your industry who you can call on to help you navigae a problem? Someone at the midlevel who can tell you about job openings? Someone at the junior level who can help you take the temperature of employees just starting out, or teach you what the newer members of the workforce are prioritizing in the office? Someone at the junior just starting out, or teach you what the newer members of the workforce are prioritizing in the office? I always say it's important for me to know someone in every decade of life. Eventually the 60 somethings will retire and the 20 something contacts will move up, before you know it, that junior level employee you knew back in the day is running her own company and thanks to years of building a relationship, you have in.

The point of mentoring someone, after all, is to help that person get ahead. But these moments can also serve as a wake-up call to a mentor that things have shifted and changed, and that is not always a welcome change. People like to feel needed, so if you don't need your mentor/sponsor/etc... anymore, it can feel like a punch to the gut for that person. They might feel jeaous or surprised or simply unprepared, and that can put a strain on your relationship. But this is part of your growth, and growth always comes with its own set of challenges.

There is a reason why the waiting game won't serve your career. The truth is, not everyone at your company will have your best interests at heart, and not everyone will want you to get ahead. This could be for any number of reasons - they may see you as competition, they may mentor someone at your level who they want to help excel, they may simply not like you. Who knows their motivations, and frankly, who cares?

Back when I started ColorComm, I was living in a small DC apartment with slow dial up Internet, so I spent two hours before work and two hours after work using the free Wi-Fi at the hotel across the street. It was a lot of long days, too little sleep, morning workouts and evening drinks missed in favor of doing more work - but it was worth it to me because I knew my dream was to one day leave my firm and run ColorComm full-time. I was willing to put in the exra hours. But if reading this makes you cringe with dread, or if you just don't want to spend that much time working, that's okay! It is not necessary to work from dawn to dusk every single day in order to have a successful career. But that reaction also means you probably shouldn't plan to make your side hustle your full time job anytime soon, because you may not be passionate enough or hungry enough to make it happen.

This is why I say you need to have the passion if you're going to take the risk. Because when there are hard times and there will be hard times and you're scared and worried and wondering if you should have taken such a risky leap, you'll stick it out as long as you're doing something that fuels you. Enterpreneurship is glorified constantly - who doesn't want to go on vacation whenever she wants and get her nails done during the workday and make her own schedule? Bt I primise you, 90 % of the enterprenurship life is not glamorous, it is repetitive and gruelling and maybe a little bit boring - not the kind of thing that makes for good social content. If you're gonna do it, you have to really want it.

There will always be new business opportunities. If you say no to one deal, another will come along. But you can't replace a friend. Sure you will make new ones, but the people who have known you outside the office, maybe since before your career even started, those relationships can't just be replaced.

If you kow the right people, or if you have the ear of people all across your industry, your exit from a job where things aren't working out will be more pleasant all around. Your employer will treat you carefully rather than toss you aside. They will coddle you a bit, and maybe offer you a package when they otherwise wouldn't, because they know you have a line to important people and they are fearful of what could happen if the separation doesn't go well.

Think about what you need in exchange for the added value you are offering your employers so that you can ask for what you need when the time comes.

You will not build a career with an upward trajectory if you are doing the bare minimum and nothing more. If you want to move up, you need to perform, and you need to know where you stand. And it's not just about getting kudos - having a sense of your own performance and how it is perceieved will protect you from being blindsided when layoffs come.