Roberta Chinsky Matuson
Creating Exceptional Workplaces and Extraordinary Results
Roberta Matuson's Blog

The Real Truth About Promotions at Work

How to Win Your Next Promotion

Be honest. How long have you been thinking it’s your turn for a promotion and what exactly have you done to move your candidacy forward? Here’s the thing. It’s not enough to think about a promotion. There are a number of steps you need to take in order to make this happen. Here are three.

First, you have to make it known you’re interested in moving up. Yes, I know, it would be lovely if your boss tapped you on the shoulder and told you she thought you were due a promotion. In reality, that rarely happens. The promotions go to those people who let the boss know they are interested in taking on more responsibility. These people also let their bosses know why they should be considered above all others.

That’s why the second thing you have to do is self-promote. Right about now, many of you are thinking, “Nope. Not going to do that! I hate people who do that.” Most likely the people that you really hate are the ones that passed right by you and took the promotion you felt was yours.

I’m not advocating that you be obnoxious. What I am saying is that every now and then, you need to remind your boss of the value that you’re adding to her department. You’ve got to keep her informed about the new skills you’ve acquired and how those skills will be an asset to the organization, as you move ahead. I call this strategic bragging, which I talk about into detail in my latest book, Suddenly in Charge. This is where you weave in stories about some of your accomplishments that most people are not familiar with. You do so in a way that makes you a person of interest.

You must invest in yourself. Companies have limited resources and if you’re lucky, they may send you to a $99 one-day seminar at the local Holiday Inn. If those really amounted to a lot, you’d have tons of well-qualified people ready to move into their next positions. The most successful people I know took ownership of their own career development. They went to their boss with a plan and asked for their boss’s input. They also asked for support. If they were turned down, and some were, they made it a point to find the resources so they could move forward. Why? Because they knew they were ultimately responsible for advancing their careers.

As you think about the next step in your career, do a bit less thinking and take a lot more action. And it won’t be long before you’re the recipient of that promotion you’ve been dreaming about!

Simply thinking about your next promotion isn’t going to get you one. I’ll be conducting a teleconference on Friday, December 1st to help people obtain a promotion in the New Year. Your investment will pay off tenfold, when you receive a raise with your promotion. You can register here.

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Play to Your Strengths

Bruce Springsteen plays to his strengths

I’m in the middle of reading Bruce Springsteen’s book, Born to Run and had a big aha moment. Bruce wrote that he knew he didn’t have the best voice and that others could outplay him any day. What they couldn’t do, was out write him so that’s what he focused on. He focused on songwriting.  What do you do better than anyone else? Find out what it is and exploit it!

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Suddenly in Charge 2.0

The second edition of Suddenly in Charge released today, which got me thinking. It’s been six years since the first book came out and a lot has changed in the world of business. Here’s what hasn’t changed. If you do not quickly figure out how to manage up, you will not need to worry about how to manage down. Copy this quote and put it in a place where you can see it. Use this as a daily reminder of why mastering this skill is vital to career success.

It may seem unnatural to manage those above you in the top-down world of business. But mastering this skill is exactly what you must do to excel in any organization. You will always have “a boss,” even if you are currently an entrepreneur or you think you may be one someday. There will always be someone above you influencing what you do. This person may be your spouse, your partner, an outside investor, or may actually be your boss. It is critical to learn how to manage these relationships effectively, so you can secure the resources you need to be successful in any situation.

One of the keys to managing up is to not make it apparent that you are doing so. The only way to do this is to be authentic. That means that you need to take the advice you’re given and use what feels right to you.

Here’s an excerpt from the new edition of Suddenly in Charge from Roger Young, Executive Director at Li & Fung, that I hope will be beneficial as you make your way through the world of work.

In order to have a successful relationship with your boss you need to understand his management leadership style and adjust your behaviors, so you can give him what he needs. This will enable you to establish a productive relationship and get things done faster.

In my younger days, I was thrown into jobs where I wasn’t the technical expert in the field. I was a plant manager, although I wasn’t an engineer. I was director of sales and I had no sales or marketing experience. I soon realized that success was all about the people and aligning the department to the business.

I always had the point of view, “How do I help make my boss more successful?” I knew I needed to figure him or her out very quickly. Of course there are times when we may disagree, but when we walk out of the room and the decision’s been made and it’s not mine, I leave in alignment.”

I wish someone had given me advice like this when I was suddenly in charge. Perhaps I’d still be in charge!

Join me on September 22nd, where I’ll be sharing tips on the art of Managing Up in the Top Down World of Business. You can register here for the teleseminar. A recording will be sent to all registrants.

The second edition of the international bestseller, Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around is out. Be sure to order your copy!

© Matuson Consulting, 2017. All Rights Reserved.

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Why Performance Alone Won’t Get You to the Top

Probable Promotion

Have you ever noticed that it’s not necessarily the best performers who get promoted? I have. The television show The Voice is a good example of how performance alone may not take you to the top. In this show, vocalists compete for a recording contract with the help of superstar coaches. Viewers weigh in and vote for their favorite artist. The person who wins isn’t necessarily the one with the best voice. It’s the person with the largest fanbase.

I see the same thing happening in the corporate world, in terms of employee promotions. The people who get promoted aren’t necessarily the most talented employees. They’re usually the ones with a large fanbase.

Look, I don’t make the rules. I just call things as I see them. Here’s what you can do to increase your following at work and get the promotion you deserve.

Use Your Voice. If you want to get noticed, then you have to be heard. Otherwise you are whispering into the wind. I get that this concept can be a bit uncomfortable for those who are soft spoken. Here’s the good news. This is a skill that can be learned.

Try this. The next time you’re in a meeting and the boss asks a question that you know the answer to, say your answer out loud. Don’t worry about whether someone’s got a better idea. Share your thoughts so that others can build upon it. Do this consistently and it won’t be long before others are looking for you to respond, before they give their reply.

Clean up your social media. We hear a lot about personal brands these days. A personal brand is the image you’re projecting to others. It’s the means by which people remember you. You may have matured a bit since college, but others might not know this based on those Instagram pics of your head laying on top of a case of empty beer cans.

No doubt the person who is about to promote you will check you out on social media. After all, his reputation is on the line and the last thing he wants to do is promote someone who will not reflect well on him. Start cleaning up your act, including your online presence and begin building a brand that you’d be proud to share with the CEO of your organization.

Toot your own horn. You have to toot your own horn to be heard in a sea of cubicles. You do this by keeping your boss informed of all the great things you’re doing. Here’s an example of this. “You know Mary, when I was in the office this weekend, I noticed there was a more efficient way to manage all of our spreadsheets. I took the liberty of putting together a streamlined process that I’d like to share with you.”

This is an example of what I call strategic bragging. You let your boss know, in a subtle way, that you came into the office over the weekend and that you took the initiative to improve a process that will make the team more productive and will make your boss look great. No doubt she’ll remember this come promotion time.

There’s a ton more you can do to take control of your career and get the promotion you deserve, which I’ll be discussing in my upcoming teleconference on Managing Up in the Top Down World of Business. The first four people who register today will receive a copy of my book, Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around. If you’re outside the US, I’ll send you an ebook.

© Matuson Consulting, 2017. All Rights Reserved.

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Irresistible Hiring Practices That Will Help You Cross The Finish Line Every Time

How to Drive Candidates Towards Your Company

You know from your own experience, and from that of your peers, that it takes time and effort to create the magnetism needed to pull talent toward you. For our purposes, let’s assume you’ve been successful in your efforts to draw people in. You’re halfway home. To cross the finish line, you’ll need to sustain their interest in coming to work for you and your company, as you put them through the paces your firm requires before candidates are hired.

As you read through this excerpt from my newly published book, The Magnetic Leader, I’m going to challenge you to look at your hiring practices every step along the way. Try doing so from a job seeker’s perspective. Think about what areas you can improve upon. What steps can you eliminate? Are your hiring practices enabling you to hire the right people or are they doing more harm than good? Let’s begin by putting you in the driver’s seat.

Take the Wheel

When it comes to hiring, magnetic leaders always remain in the driver’s seat. They never delegate this task to someone else because they believe, like I do, that hiring is the most important job of any leader. Those who don’t think this is so are probably the same people who keep complaining about the quality of their hires.

You can’t delegate relationships, which is what hiring people is all about. The hiring process is essentially a matter of getting to know the candidates so that you can determine whether they are the right fit for your company, and vice versa. Now, I know that in some parts of the world arranged marriages are quite common and that some of these marriages do indeed work. But just because this is true doesn’t mean that most of us would be better off having someone else select our mate. The same holds true with regard to the hiring relationship.

In many cases, we spend more time with the people we work with than we do with our families. My experience tells me that I know best what will work for me in terms of a team member. I also know that no one can sell me like I can sell myself. And no matter what you believe, when you are hiring someone you are in the sales business. What I mean by this is that you have to take your candidate through a series of yesses, with the final being, “Yes. I’d love to accept your offer. When can I start?”

Here’s the part that gets confusing to me. Many managers are fine delegating the hiring function to their assistant or someone in HR. That is, until this person is unable to fill the job as quickly as the manager expects. HR is doing its best to keep up with the hiring demands placed upon it by the organization and a very demanding labor market. Most HR departments simply don’t have the bandwidth to keep up with today’s hiring needs. To win the race for talent, you must take the wheel—take control of the situation.

Here’s what I recommend to my clients who are looking to accelerate their ability to fill job openings with quality hires. Pick up the phone and personally call the candidates, especially those you are looking to source from another company. Right then and there you are sending a clear message to the candidate. You are letting him know that you are invested in the hiring process and that this is a priority for you.

Having someone else making the calls to candidates sends a message to them as well, however, the message may not be the one you intended to send. Nonetheless, candidates are free to interpret the calls any way they choose. Most will assume they are one of many people being called that day, and in some situations they might be right. Those who are gainfully employed and somewhat satisfied at work probably won’t bother to return the call. Why? It’s likely that they are receiving such calls daily. Like I said, take the wheel and make the calls yourself. And once you have the wheel, don’t turn it over to anyone else until you’ve crossed the finish line.

© Matuson Consulting, 2017. All Rights Reserved.

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Posted in Hiring and Recruitment, Talent Acquisition and Retention
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How to Turn Your Team Into a Hiring Machine

Hiring employees is easier than you think.

Amazon announced plans to make thousands of job offers in just one day, as it holds a giant job fair next week across 12 warehouse locations. Impressive? Yes. Impossible for you to do the same? No.

Here’s how to turn your team into a hiring machine.

Blow up your current system of hiring. If you’re reading this, chances are the system you have in place isn’t getting the job done. Companies are spending way too much money and time trying to tweak a process that is badly damaged. Here’s what you can do instead.

Empower your hiring managers to hire. Pretend you are a start-up and you have to quickly staff an entire company. Would you hand all the open job requisitions to someone in HR and tell them to start hiring? Probably not, as you’ve yet to hire an HR team. Which is a good thing, because the responsibility of hiring belongs to the hiring manager and not HR.

Train your hiring managers on how to select for success. Okay, now that you’ve followed my advice and have given hiring managers the power to hire, you’ve got to make sure they know how to hire their dream team. Some of you may be thinking, “They should know that. After all, that’s why they’re called hiring managers!” Not so fast.

I’ve helped hundreds of leaders dramatically improve their hiring skills and often hear, “Oh! Now I finally know why I’m asking these questions!” Once a hiring manager knows what specifically they’re looking for, what questions to ask and how to interpret the candidate’s response, they’ll be able to move into warp speed. They’ll also stop wasting precious time with candidates who are clearly not the right fit.

Bring in an outside expert to teach your people the art of employee selection, so they can practice these skills in a safe environment. At a minimum, provide them with access to resources, like my, Selecting for Success: The Complete Guide to Hiring Top Talent.

Give hiring managers the authority to extend salary offers. You have a pretty good idea how much you’re willing to pay someone for a particular job. You’ve also already got budget approval or you wouldn’t be actively hiring. Then tell me why your hiring managers have to go back to HR to make a job offer, when they are well within budget?

If this is the case, then stop this immediately. While your people are waiting for HR to respond, your candidates are getting and accepting job offers from someone else.

Host an event. Now that you’re house is in order, it’s time to invite people in. Schedule an open house and alert job seekers that you’ll be hosting an event. Use all of your social media channels to help get the word out. Pull out all the stops and make sure you roll out the red carpet. And don’t forget to have your CEO wandering around the floor, welcoming people to your organization.

© Matuson Consulting, 2017. All Rights Reserved.

Want to dramatically reduce employee turnover? Download my latest book, The Magnetic Leader. Sign up to receive my monthly newsletter, The Talent Maximizer®.

Posted in Hiring and Recruitment, Management, Talent Acquisition and Retention
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How to Move Up Without Falling Down

Career Success

What’s the one thing that’s stopped you from grabbing a promotion that should have been yours? For most people, it’s fear. That’s right. Fear that they might not be good enough or that they’ll actually get the job and won’t know what to do when they finally arrive in the executive suite.

Fear holds lots of people back. However, it doesn’t have to hold you back if you know how to move up without falling down.

Look, I get it. I was once in your shoes. At the age of 24-years old, I asked for a promotion and actually got it. Overnight, I was thrust into the executive suite with a team of people old enough to be my parents. Was I frightened? You betcha! But I knew this once in a lifetime opportunity was something that I had to grab.

Lucky for me, I was assigned a coach, who helped me swiftly navigate through some huge landmines. You see, not everyone was happy to see someone my age snag a corner office. But what did I know? I thought everyone was as excited to have me on the team, as I was to be there. Looking back, I can say with 100 percent certainty, this was not at all the case.

Here are some lessons I learned on how to move up without falling down.

  1. If you want the job, you’ve got to ask for it. Sure, it would have been great for my ego if the CEO would have come to me and asked me nicely if I’d consider taking my boss’s place. However, I soon realized that I needed to put my ego aside and ask for what I wanted or someone else would take my dream job.

Are you waiting on the sidelines until you are “ready?” I can tell you from personal experience that you’ll never be 100 percent ready. Nor will the person who steps forward and takes your promotion right from under you be fully ready either.

Now if you’re really not ready because you don’t have the required education or even half of the experience being asked for, this is the time to go get it.

2. Those who self-promote get promoted. Have you ever noticed that those who get promoted aren’t necessarily the smartest people in the room? They usually have one thing in common. They have no problems letting others know about their accomplishments.

I get how self-promotion can be uncomfortable. After all, shouldn’t your work speak for itself? If this were the case, why do so many artists become famous after their death? I don’t know about you, but I’d like to be recognized and compensated for all that I do while I’m alive.

The good news is that anyone can learn to self-promote. But first you have to change your mindset and believe that you’d be remiss if you didn’t share your talents with others.

3. Everyone is learning on the job. I know, it must sound shocking that even your CEO is still learning on the job. And that’s a good thing. No doubt he’ll expect his team to be open to learning as well.

Back in my early days of management, the only way to develop yourself was to go to graduate school or if you were fortunate enough to work for a big company, you might be invited to participate in management training. Today you can learn 24/7 on your way to and from work and from the comfort of your desk. In fact, you can preview my latest Learning on Managing Up right here.

Sorry to say, but there are no excuses anymore for not being fully prepared for the role you are taking on. If you prefer, you can hire a coach who can help you accelerate your performance.

So, what’s it going to be? Are you going to stay in your current job and wait until you’re ready or are you going to give yourself permission to go for it? I hope you’ll choose to soar!

© Matuson Consulting, 2017. All Rights Reserved.

Sign up to receive my monthly newsletter, The Talent Maximizer®.

Join me this fall as I launch a new coaching group called Probable Promotions. The Probable Promotions Coaching Program is for experienced leaders who are interested in boosting their effectiveness as a leader and securing their next promotion. The next program begins in October andwill be limited to 10 people to ensure everyone has adequate air time. We’ll meet virtually for an hour twice a month. We’ll discuss real-time issues that are holding you back, as well as strategies to ensure you’re top of mind when the next promotion becomes available. Included will be unlimited access to me via phone and email. An option for a half-day immersion session will be offered for those looking to super charge their leadership skills. The fee for the Probable Promotions Coaching Program is $5,000 for three months, $8,500 for those selecting the immersion option. Contact me at to secure your place.

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See You Later Boss!

Admit it. You’ve either told your employer a white lie on the way out the door or you know someone who has. Who can blame you? However, as an employer these little white lies do more harm than good. How can you fix what may be broken in your organization if you don’t know where to begin?

Here are five lines employees give when joyfully leaving their companies. Be prepared to dig deeper if an employee gives you one of these stock lines.

1. It’s not you; it’s me. If your employee ends the relationship with this age-old cliché line than you can bet it’s about you. You’ll be able to learn more about what you might have done differently to have prevented this employee from breaking up with you, if you don’t get defensive. Instead, ask what you might have otherwise done that would have ended with a different result. Be prepared to give examples to get this person talking. Asking questions like, “I often wonder if I had spent more time mentoring you, if that would have made a difference. What’s your thoughts on that?” can certainly help you learn more and can help you prevent making the same mistake twice.

2. I’m leaving for a better opportunity. This may be partially true, but there is usually more to this one than meets the eye. Otherwise the employee wouldn’t have given the other opportunity further consideration. Ask targeted questions to help better understand those areas where you may not be as competitive as you think. Be sure to ask if there was a certain point in time where this employee would not have considered other opportunities. Follow up by asking what changed for them and why.

3. I don’t have another job. It’s quite rare in this economy for people to leave a job when they don’t have another one lined up. This means that things were either so bad that the employee couldn’t take it anymore or they don’t want you to know that they just took a job with your competitor. You can test out your theory by asking them if they’d be willing to stay until a replacement is found. If they say no before you finish your question, then you know there is more to this story than they are revealing. You aren’t going to be able to beat the real reason out of them, but you do want to be sure to keep your eyes and ears open, especially if the employee who is departing has a non-compete agreement with your company.

4. I’m leaving for more money. Studies consistently show that the majority of employees don’t leave companies for more money, although you wouldn’t know this if you added up all the people who actually say this is why they are quitting! It’s usually something else. We do know that people leave their bosses more than they leave their companies, so that would be a good place to start. Look for patterns. Are the people who are leaving for more money all working for the same boss? If you gave them a counter offer and they immediately dismissed your offer, than most likely it’s not about the money. It’s about something else.

5. I wasn’t looking. They called me. I’ve done enough direct sourcing to know that if an employee is happy, there is nothing I can do or say to interest him or her in an interview. Somewhere along the line, discontent has set in. Nothing much you can do to save this relationship. Instead, focus your efforts on finding out if the remaining members of your staff are content or if they are ripe to take a call from a third-party or another company who knows exactly what to say to pique their interest.

© Matuson Consulting, 2017. All Rights Reserved.

Want to dramatically reduce employee turnover? Download my latest book, The Magnetic Leader. Sign up to receive my monthly newsletter, The Talent Maximizer®.


Posted in Employee Engagement, Employee Turnover, Leadership, Management, Talent Acquisition and Retention
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Three Signs That Someone is Not Coachable

Not everyone is coachable.

Some of you may find it odd that a consultant, who provides executive coaching services, would be writing a piece that would discourage you from employing her services. That’s because I’m not just a consultant. I’m a business partner. The last thing I want to see is people throw good money into a bad investment.

Here are three signs that someone is not coachable.

They aren’t open to feedback. The term coachable means someone is willing to be corrected and act on that correction. The key word is willing. Lots of people talk about self-improvement. Yet they’re unwilling to listen to feedback. It’s difficult to help someone improve when they only want to hear what they want to hear. No, actually it’s impossible. Save your money.

They are in the wrong job. I’m sure New England Patriot’s quarterback Tom Brady has some exceptional coaches. Even if I was fortunate enough to be next in line for Brady’s job, there’s no way these people are going to get me to superstar level. If we’re being honest here, I’m not sure if they could even teach me how to play football. The team would be better off having me serve in a management role.

I’m frequently asked to coach people who never should have been placed in the job they’re in. However, many of these people soar when they are moved into a job that’s more suitable for their skill set and interest. If you have someone who you think may be in the wrong job, take the money you were going to spend for coaching and invest this in retooling them, so they can move into a position that is well suited for them.

You are more invested in their growth than they are. Look, you can’t help people who don’t want to be helped. If you find that you are more invested in helping your people grow than they are then it’s time to come back down to reality.

Coaching is a partnership. To be successful, both parties have to work in concert with one another. Be honest. Is the person you’re about to assign a coach all in or are they merely going through the motions? If it’s the latter, take the money you’ve allocated to this individual and give it to someone who is super excited to be given an opportunity to become the best version of themselves.

© Matuson Consulting, 2017. All Rights Reserved.

Still not sure if your employee is coachable? Reach out to me at for a free 15-minute consultation to discuss whether or not your employee is coachable.


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When to Work with a Coach and How to Maximize That Experience


Coaching for Results

People often ask me if there’s an ideal time to work with a coach. Here’s what I tell them. There are certainly vital times when having a coach can make a huge difference. Here are some of those times:

  • You are preparing yourself for a promotion.
  • You need to adjust quickly to a new circumstance.
  • You have employees you find challenging to manage.
  • You find yourself working for a difficult boss.
  • You’ve been assigned to a new function, office, or even country that requires you to use skills you have barely developed.
    • You have a performance weakness that, left unattended, could spread and negatively impact other areas of your performance.

The next question I get asked is what should I be looking for when engaging a coach.Nowadays, it seems like just about everyone is a coach. So why not simply use the same coach your friend has been using? That may be fine, but before doing so, make sure your needs are the same and that this coach is the right fit for you. Here are some other things to look for in a coach:

  1. Does his or her experience make the grade?

I don’t know about you, but I certainly don’t want someone coaching me on how to successfully do my first jump out of a plane if he or she hasn’t already done it at least a dozen times! The same holds true when selecting a coach in business. A life coach might be great for your cousin who has decided to reenter the workforce after a leave of absence, but may not be appropriate for you if you’re looking to learn how to become a more effective leader. You need someone who has been in the trenches and has successfully led people.

2. Do your styles match?

You need to be comfortable showing this person who you truly are, and at times hearing some difficult feedback. Some coaches are known to be direct, while others take a softer approach. Knowing which style you prefer will enable you to find someone with whom you can work successfully.

3. Is he or she willing to give you a trial period?

It’s difficult to really know if your personalities will click until you begin working together. That’s why it’s important to make sure whoever works with you is agreeable to a trial period. Note: this does not mean you are entitled to a full refund should you decide partially through the engagement that you are not compatible.This simply means you have an out clause in case you need to go your separate ways.

4. Has he or she successfully helped others in similar situations?

What does his or her track record look like? Find out how long your potential coach has been working with people, and in what capacity. Be careful not to get too caught up in specifics, though. An excellent coach who previously helped a new manager in a manufacturing company strengthen his relationships with senior management can certainly do the same for you, even if you work in retail.

5. Is he or she available?

Finding a wonderful coach or mentor won’t do you much good if he or she does not have the time to help you. Before you enter into a relationship, clearly define your needs and ask the person whether or not your expectations are realistic given his or her other commitments.

You may also want to consider the person’s official credentials, but don’t get too hung up on this. I’m often asked if a coach without certification is worth considering. In the interest of full disclosure, I do not have a coaching certification, yet I have effectively coached people for over twenty years. Find someone who can demonstrate that he or she has achieved similar successes, and don’t worry about the three letters that may or may not be assigned to his or her name. When you’ve identified someone you like, check references. If they match what you have observed, proceed. It’s that simple.

© Matuson Consulting, 2017. All Rights Reserved.

People have been reaching out to me, after viewing my new Lynda/LinkedIn Learning courses on Managing Up and Transitioning from Individual Contributor to Manager, asking me how we might work together. Below you’ll find a special LinkedIn offering that I’ve put together in response to those requests.

Special LinkedIn Offer: I’m starting two new group coaching programs that will begin in July. The first will be restricted to new leaders (those with less than 3 years experience.) I’ll take up to 15 people. We’ll meet virtually for an hour, twice a month for three months. The fee to join is $2,500, which separates those who are serious about improving their leadership skills and those who aren’t. Write to me at and tell me about yourself, so we can determine if you’re right for the Suddenly in Charge® Coaching program.

The Probable Promotions Coaching Program is for experienced leaders who are interested in boosting their effectiveness as a leader and securing their next promotion. The next program begins in July. This program will be limited to 10 people to ensure everyone has adequate air time. We’ll meet virtually for an hour twice a month. We’ll discuss real-time issues that are holding you back, as well as strategies to ensure you’re top of mind when the next promotion becomes available. Included will be unlimited access to me via phone and email. An option for a half-day immersion session will be offered for those looking to super charge their leadership skills. The fee for the Probable Promotions Coaching Program is $5,000 for three months, $8,500 for those selecting the immersion option.

Contact me at to secure your place.

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