Pay attention to what desk am I at relative to the company.
Don't get confused by people telling you that what you do is important.
Cause child I have had that happen to me.
I was on the most shittiest desk in the whole company.
Child, don't be bamboozled.
Welcome to the Trill MBA show, the career management podcast teaching black women how to become unstoppable at work.
I'm Felicia Ann Rose Enuha, aka The Trillest MBA, delivering the inspiring truth through strategies and tactics so you feel protected, confident, and ready to conquer your
career.
you
Sunday, everybody.
Welcome back to the show.
I'm excited to be here.
We are the week before the last week of December.
Like, this is it, guys.
This is it.
Two more episodes in the season.
Then we're going to take a little break.
So today we're going to continue with client chronicles.
This tea is hot.
It's not boiling.
It won't burn us, mostly because it's not recent.
so we can gain some good lessons from this client chronicle.
Today, this client, her name is Lisa.
And Lisa is a MBA.
She's super smart, super sharp.
She's a lot like me.
Like, there's a lot of similarities between me and Lisa.
She grew up in a single parent home.
She's from a small town in the South.
Didn't grow up around anybody who really worked in corporate spaces.
Most of the people she knew were
teachers and nurses, which are all wonderful, like serving professions.
And, you know, she just wanted to be a businesswoman her whole life.
She wanted to be a businesswoman.
She wanted to climb the corporate ladder.
She had great dreams and hopes and goals.
And because her mother wasn't this corporate professional, she really just worked super hard.
make great grades all throughout, you know, undergrad, grad school, very on it.
And she too decided to go into marketing.
And, you know, there are so many things about company culture.
And this was Lisa's learning, hard fought learning.
And that's what we're going to talk about today.
How Lisa
didn't understand her company culture.
We're also gonna talk about where you think you're self-aware, but then you're not.
You're not.
And so today we're gonna start with Lisa's second job post-MPA.
The first one was disastrous.
She had moved way far away to a land in frozen tundra somewhere in the Midwest.
We've all done it.
for that paycheck.
And after a couple of years, she realized I got to get the hell up out of here.
Also, the company just probably just pushed her out.
So we've all been there.
But she lands her second role.
She's excited because as a marketer, she's now at a big CPG company that's well known and the brands are loved.
And she starts out on a little tiny brand.
She doesn't realize that that's not a good thing.
Lesson number one, pay attention to the desk.
So if you work in like marketing or even finance, even operations, in any of the functions where you actually have to manage the day-to-day operations of a brand slash business
slash product, so the known identifiable thing.
So marketers would call that brand and finance, you'll call that the product or the service.
In operations, you know, you'll call that the manufacturing, the thing that you make that goes on the shelf that all the consumers know, right?
So Lisa, she's excited because she has started out in another industry and not working for things that people saw on the shelves.
And so now she's excited because she gets to do some of the fun and sexy things that people think marketers do all the time, which is just a little part of their job.
So she'll get to go on photo shoots and go shoot commercial and all those things that she didn't get to do at her previous company because they had no money and they didn't really
do those tactics.
And so she's excited and she's going to learn.
And so she's starting off on this little tiny brand in the portfolio of the company.
And what she's geeked about is that she's got a manager of color.
We'll call him Bobby.
And Bobby is super smart, well-liked, and he is willing to sit down and take out time and really teach Lisa
how to be a new brand marketer.
So she's super excited because she's never had anybody to sit down and teach her how to do the things that marketers do.
things like volume forecasting and how to understand the analytics of your business.
and understanding the P &L and the parts of the P &L you get to see as a marketer because sometimes you don't even get to see the whole P &L because you're so low on the totem
pole.
But understanding how to manage Nielsen or IRI and being able to pull data out of those systems and tell a story with that data.
So she's learning all these things for the first time for, you know, ever.
having any data like this and she's creating reports and she's doing really well and she learns quick.
you know, within a month or two, she's doing the weekly report and then Bobby taught her how to do it.
So, you know, she's really excited, even though this brand is really small and nobody really cares and it doesn't get a lot of resources.
She's excited that somebody is taking time out to teach her how to do her job.
But then
She's happy, she's got a good manager.
She thinks this could be the place I can grow my career.
These are all mistakes, Again, why?
That sounded awesome.
Because guess what happened?
About four months into starting at the company in this new role on The Little Dust, the company decides, oh, we've got to backfill this same role on a bigger brand.
Since you're good with these numbers and you learn quick, we're just going to move you into this new role.
Now, if Lisa had understood the company that she worked for, if she had really understood about brand itself and the bullshit hoopla that these companies make in the form of
Kool-Aids,
and Jim Jones juices that you're supposed to drink internally.
She would have pretended to be excited to be plucked from the little desk and put on the big desk.
So this is something I need you guys to realize in this story.
I need you to pay attention and look around at your company's portfolio.
And this is something I learned even as
you know, where Lisa was in her career.
And it's a hard lesson.
It's a hard understanding.
Every company has a pecking order to where they're driving resources.
And it is your job to understand what parts of the portfolio, parts of the business, if it's brands, if it's divisions, it's your job to understand where the money is going.
and what everybody believes is important, what the senior leaders are looking to invest in.
And this is easy information to find out.
You work in the company.
You can go in the data.
You can go look at documents, like go be nosy, go find out, go ask questions.
And you don't even have to really ask anybody.
Like you can literally go on their website and look at the 10K guys.
Like you can do this research and you have access to more information when you work for the company.
on the intranet, you can listen to the earnings calls and that will tell you what the company is focusing on.
And if you're not working on those things, then you probably aren't in the best spot to be seen, to be heard and to quickly rise the rank.
And so particularly with these big CPG brand companies, the desk you're on
is important.
So, for example, if you want to get promoted at, say, a company, I can't say any names, guys, because some of these companies I've actually worked at too.
But let's say a well-known soft drink brand.
Pick one.
There's only like three.
Pick one of the three.
I've worked at two and I know people at the third.
But take
the name brand thing, the thing the company is named after.
OK, if you don't work on that desk.
So if I don't work on this red or blue can, right, then I need to somehow work to position myself to work on that desk.
Or if it's chips, let's just say.
then I need to position myself to work on the desk with the yellow bag.
We all know what I'm talking about.
So I need to work on the big dog brand in the house.
That's your goal.
And if you are able to figure out how to get there or if there's a block and then the more you try to get there, the more resistance you've got to leave.
You got to leave the company because you're not
in the nine box in a place that says, we're going to groom you to a certain point.
And so you've got to find out real information.
You got to get somebody to be honest with you.
It's going to be hard because nobody wants to tell a worker, be there a worker be.
But if you don't see progress, you're a worker bee.
And one of the things that denotes progress is you working on the biggest brands in the building.
you presenting about the biggest brands in the building, you being put in front of customers for these big brands, you getting that visibility, you doing the innovation
projects for these big brands, you getting visibility for working on those big brands.
That's how you know you're moving in the right direction and then getting promoted is the ching-ching check.
So.
But Lisa, this was actually a good thing.
But unfortunately, she didn't understand any of this that I just explained.
And she was hot.
mean, upset, cried, didn't mean to cry, but cried because in her mind, she finally had a good manager and she hadn't had that.
She finally had somebody who was going to invest time and work with her and guide her.
career and like really being there so she could really learn.
And she was just afraid.
She had a fear based reaction.
So that's the other thing that you have to be mindful of is controlling your emotional responses to things in the workplace.
You want to be even killed.
Good leaders are even killed.
The thing is, when this happened to Lisa and she was upset about it, it's a double whammy because people are like, one, you are ungrateful.
We are putting you on the biggest brand in the building and this is how you're acting.
Again, this goes over her head until we talk.
And then the other thing is you're being immature.
This person who is your manager still
sits right across the hall from you, you can go talk to them when you want to.
Why are you crying?
Now, I understood why Lisa was crying.
I get it.
I've been there 51 times, but I also understood why the organization now has marked her as lacking executive maturity.
Mind you, she had no idea.
And so part of this lesson is you have to show up in a way
that connotes this level of maturity, even though you're a human being having a human reaction and a human response, we don't get to do that.
And when I say we, I mean, every fucking body, nobody gets to really do that and get away with it.
You can't get away with it long term.
Now there are some people who they get to be assholes at work.
I don't know why.
I don't know why they get to be assholes and everybody has to be nice.
And then if you're an asshole and now you in the principal's office per se, IEHR, and people looking at you crazy and accusing you of creating a hostile work environment, even
though, you you probably weren't even really being an asshole.
But most of us, 99 % of us have to show up in a way that allows other people to feel good.
And how you do that is staying even kill emotionally.
Never high, never low.
Everything's just great.
Just good.
It's good.
you're moving me, Dusk.
I'm going to have a new manager.
OK, that's great.
Is there anything I need to know right now?
OK, cool.
Well, thank you so much.
You guys have a great day.
it.
That's all you need to give them.
And you may get feedback saying, we don't know if you care.
We don't know if you're passionate.
And that's when you give people the speech.
You say, hey, I'm an internal processor.
And what that means is I am not going to emote physically, emote or be boisterous emotionally, either good or bad.
So I'm excited.
I'm happy to be here.
That may not show up in a way that it shows up for you.
And I would hope that you wouldn't judge me for being different.
I hope that we would celebrate the diversity that we have here in this company.
That's how you respond to, I don't know if you care.
I don't know if you're passionate enough.
The idea that you get dinged for not being passionate about a company you don't own is bananas to me.
But go off, sis, go off.
Lisa did not get that feedback.
She got the opposite feedback, which is you're too emotional.
This is business.
So we worked on that.
Now, I'm going take a quick break.
Right now, Lisa has had this emotional outbreak and now she's been dinged.
And this is where she comes to me for coaching.
And I'm going to talk about how we turned that around and got her promotion when we get back from the break.
Hey guys, so we have digital tools that accompany each episode to help you work through some of the tactics and strategies that you need to put into place so that you're thriving
at work.
So go to trillmba.com and if you haven't already, sign up for our freebies and you'll get access to not only these digital tools that go with these episodes,
but you'll also get access to every digital tool I've ever created that's free to you to help you in your career.
Now, let's get back to the show.
guys, we are back.
We're talking about Lisa.
She no longer works for Bobby.
Now she's working for Ernesto.
So, wrong with Ernesto.
He just ain't got time.
That's like, he's trying to get promoted.
He's trying to live his life.
And little known to us, he's actually trying to find another job.
He's trying to leave the company.
We don't know that part.
But he's definitely not Bobby.
And
Ernesto is hands-off manager.
So now you have somebody who is a hands-off manager for a person who's new to the company.
Now this could have been a disaster, but I'm glad Lisa recognized like, oh, fuck shit, I need some help.
I don't know what I'm doing now.
I got this fool over here, Ernesto, and he don't care.
He just, I don't know.
He's not good or bad, he just don't care.
So I'm having to learn how to manage agencies.
I'm having to learn how to do all these things.
And Lisa is like, oh my God, I'm in over my head.
Great.
I'm perfectly capable to help.
So what we worked on is one, we worked on building her relationship while.
So one of the things I had her do was connect.
with the people she felt most comfortable with that weren't black.
Cause at this company, there weren't a lot of black people anyway.
She was cool with a few black people that was there, but they were also all at lower levels.
There wasn't like a senior black person.
So this is where she had to get out of her comfort zone as a black woman from humble beginnings and being uncomfortable with, you know, interacting with folks because she had
in her previous roles, seeing like, well, if I try to be myself, I get judged this way, I get judged that way.
So she was really working on that how to show up in an effective way that's helpful to her career.
And that's taxing.
It is very taxing.
But you just kind of hold your breath and count to three and you keep going, guys.
Because the only way to really get promoted is to play what game that you're in.
That's it.
So as Black women, we can get promoted, right?
We see Black women get promoted a number of times, but there are some sacrifice to it.
There's some trade-off.
And part of that trade-off is
this authenticity you may want to have, you leave that at home a little bit.
That's a hard reality.
That's a hard, hard reality.
I don't even like saying that.
And in some spaces, according on the space you're in, you can show it.
Like, in fact, your job requires you to.
Like, I've been thinking about the CEO of Essence.
And I love seeing her and love seeing her with green lipstick and elaborate hairstyles.
Like she's like came back from the future.
Like I love it.
I love it all.
But I recognize she works for Essence.
uh She works for a magazine that is for black women and she almost needs to live out loud in that way.
as the leader of this company that is catering to us.
Could she be the CEO of Target and show up like that?
Could she be the CEO of Sony Pictures, Disney?
Could she be the CEO of JP Morgan Chase and show up in what feels and seems her authentic
expression of how she wants to be in the world.
We all know what the answer is.
Probably not.
She probably could not be the CEO and show up in that way for any of these other companies out here.
Is that right?
No, that's not right, because she's probably so much more free mentally to bring so much more greatness to essence.
because she doesn't have to spend mental and emotional energy thinking about how she has to show up, what clothes she has to wear, being uncomfortable in said clothes, because
those aren't the clothes she really wants to wear to express herself, not wearing the hairstyle she really wants to wear to express her.
creativity and originality and uniqueness in the world because there would be so much drama and mental acrobats, political landmines.
Because you gotta understand when you're the CEO or you're high up too, there's some young whippersnapper that's probably trying to come for your spot, right?
And so you've got all these relationships you've gotta manage.
And if you're not in the space that gives you the freedom to be who you are so you can focus, that's just more mental energy that you are going to have to expend to show up in a
way that may not be intuitive to you so that you can show up in a way that leaves the impact that you need to leave in order to climb and get to where you're trying to go.
So for Lisa, that was a hard pill to swallow.
But I told her, you you cannot show all this emotion, have all this emotion.
I know you're an emotional being, but you got to keep that close to the best.
You can't show these things to them because now they're going to judge and label.
And then you're going to have to fight this confirmation bias.
And
any little time that you get emotional.
So like, you know, somebody in your family is really sick or somebody dies.
Now you've got to be this stoic human in these circumstances in order to combat the narrative.
You have to set the narrative early.
You have to come in, even keel.
You started a new company and whatever changes they're making, you just have to go with the flow.
Why?
Because it's not your company.
You work for them, they pay you.
They pay you to do a job.
They want to move you from this desk to that desk to wherever.
They want to have you have four managers in one year.
You have to navigate and ride the wave of it as long as you're there.
And if you don't like it, leave.
Leave.
Please leave.
Quick, fast, and a hurry.
If you know you're feeling your spirit, this is not for me.
leave.
But if there's something that you can learn and if you can play this game and run this chess board, then stay and learn, collect checks, right?
Stay while it makes sense.
But as soon as it doesn't make sense for you, And so with Lisa, it was like, OK, let's see if we can get this promotion and then you can leave.
Like, you don't have to stay.
And so
The first thing we did was work on her relationship while making sure she had the key relationships we identified who had the juice in the organization.
She got moved to the biggest desk in the company that had the most resources and was the biggest brand and a global brand.
So she got to work on global projects with the global team and she got to lead the North America team.
I said, this is all good bullet points, girl.
You're gonna ride this out and you're gonna do your thug do.
Even with Ernesto.
And so she was doing great until Ernesto left.
And then she got Jim.
We're gonna talk about when you get a manager that's scared of you because you black and how to handle it.
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Now, let's get back to the shop.
Welcome back from the break, guys.
We're going to wrap this up.
I'm to talk about the most important thing and we're going to talk about Lisa's new boss.
Clearly not her boss now, but we're going to talk about Jim.
So Lisa's pretty tall and she's not fat, but she's not skinny.
Like she just average size.
And so Jim is short.
Jim's a short white man.
I don't know where Jim is from.
I know he has a family.
He's like married.
He has kids.
And then there's Jim and there's Bob.
So Bob is a new senior leader with something to prove.
oh
My God, Bob's the worst.
I can't stand Bob.
Bob making all kinds of rules that nobody else has to live by about what time to be in the office.
Bob is doing the most.
Jim is going along with it.
And because Lisa is the junior person on the team, she has to figure out how to deal with these two numb nuts, mediocre.
Lord have mercy.
So in working through this, Bob had this thing about need to be in the office by eight o'clock.
Now, the culture of the company, most people get in between 8.30 and nine.
And Bob's leader, who is the general manager, he tends to get in early, super early, so he can have time by himself.
So Bob being insecure, he's like, okay, Jim, okay, Lisa.
Y'all need to be here because he's here.
We need to be the best and show and blah, blah, blah.
my God.
Horrible human.
Read the room.
Your boss wants to be alone.
Don't want to see you.
That's why I come in at seven because nobody's here until eight thirty nine.
So I come in early to have my thing.
Now, here you come at seven thirty.
Bothering me.
letting me know you're here and your team is here.
You're stupid.
This man's boss was so annoyed with him.
He don't even work there anymore because of this type of behavior.
So prior to Jim and Bob, Ernesto had at least been laying the groundwork for Lisa to get promoted, right?
She was doing great and a lot of stuff on her own, stepping up to the plate, punching above her weight, all the things.
making Ernesto's life really easy for him to find this new job that he found.
Unbeknownst to Lisa.
So Ernesto's gone, Lisa's now stuck with Jim.
Jim is funny acting.
He now is trying to put her back in her place because now that she has two people she's reporting into,
He's taking her workload away because he has to prove he's worth something to the organization in his role because he's a senior manager and he's managing Lisa who's a
junior brain manager.
And in this Lisa's feeling a certain kind of way, right?
She's trying to get promoted and she had to realize she had to stop fighting because it wasn't getting her anywhere.
And she also had to realize that she wanted to call a meeting to talk about, I'm not from up here.
You got me driving in the snow.
I almost killed myself.
I almost got in this car accident.
I could have died.
I'm not going to.
And I said, no, m don't do that.
He's saying be here at 8.
Get there when you get there.
Let him keep talking.
You get there when you get there because you get there.
when everybody else gets there.
So get there when you get there.
Just make sure you get your work done and just don't say anything about it and let him talk how he talks.
So one thing Bob would do is just come out of his office and talk at Bob and Lisa.
And I would let him talk and be like, OK, and just smile.
And that's it.
He's an insecure person.
He just wants to be placated.
But.
You do what you need to do and you keep going and then you keep building these other relationships over here.
And oh, by the way, just drop, you know, little nuggets.
So never say anything negative about Bob or Jim to anybody, but just say, yeah, you know, Bob wants us to be in at eight o'clock.
And so I've, you know, really been working to do that, even though, you know, everybody else comes in at nine.
But, you know.
I know he's trying to make an impression.
So we do our best, guys.
We're doing our best.
So when he's calling these eight o'clock meetings with cross-functional team partners, that's how you do that.
And you'll see it'll unravel.
You don't have to be the one to complain.
You don't have to be the voice of reason.
You can just sit there and watch and just say yes and then do what you want to do.
Right.
When it comes to things like what time you get in and it's
You're being asked to do something that's outside the cultural norm of the organization.
Like keep your agency and don't be afraid because think about it like this.
If Bob tries to get Jim, Jim would have to do it because Jim is Lisa's manager.
So if Bob tells Jim, you know, Lisa isn't showing up at eight o'clock.
I've noticed she's not here at eight o'clock.
We all need to be here at eight o'clock.
And then Jim.
is going to go talk to you.
Hey, you know, Bob said you need to be here at eight o'clock.
So like, can you get here at eight o'clock?
And then you just keep coming in when you come in.
Either one or two things are going to happen.
They're going to call HR in and then y'all going to talk about the policy and the cultural norms.
And then you're going to say, then everybody needs to come in at eight o'clock then.
Is that our policy?
It's up to your manager's discretion.
well then why is he treating me differently than all the other people at work?
Why is he treating me and Jim differently?
Why are we being treated differently than everyone else?
So that's how you combat that.
It was really stupid.
And so Lisa played it cool.
They never confronted her.
I'm sure Bob complained based on, you know, how things went down, but
Jim was afraid of Lisa, so we never confronted her really about it.
He mentioned it and he keep going.
And he focused on the work.
The other thing I told Lisa, I said, well, you can really work to get there at eight o'clock, but then leave exactly at five.
Like, do not stay past five o'clock.
Like at four fifty five, you are shutting down.
You go to the restroom.
You put your coat on.
You get yourself together and you get out of there.
Like do not, do not stay past five o'clock.
So those are your two options.
And then if they try to schedule a meeting at five, you say, oh, I'm sorry, I have a hard stop, gotta go.
Because if you want me here at eight, I'm not staying past five.
Because normally people would stay past five.
Like they'd be there at 536, 615.
It was a later work culturally office.
And so since they had you coming in the office at that, then it's like, why am I going to be here at eight and then have to stay till six?
Like I'm not, no.
So again, there's no need to bring any of this up.
Let your actions speak for you.
This will save you a world of trouble.
Do not complain, do not fight.
Just say, okay.
Don't even say yes, sure.
Say, okay.
Because OK is one of those positive sounding words that mean nothing.
OK.
And they're like, well, you said you would do this.
said, no.
said, OK, I understood what you were saying.
Like, keep your power.
And as long as you're getting your work done and you're doing your best, it's not much they can really say to you.
Now they're trying to figure out how to say your work product is not up to par when your work product has been fine.
You know, you've been doing well and now all of a sudden I work for you and now there's issues.
Can you help me understand why?
And so I really worked with Lisa to unpack some of the language and to come up with better language.
And so, you know, subtly, slowly, but surely they left her alone and she was able to interview for a promotion role on another team and she got off the team and she was a lot
happier.
That was some fuck shit that she didn't sign up for.
But she's doing well in her career.
Also had to leave that company because like I said, there weren't very many people of color that were in leadership positions.
So as a black woman, you only got promoted so far at this company.
It was very obvious.
Like once you made it to senior manager, you couldn't really get to director.
So she had to leave so she could get her director strike.
But that's another thing you've got to pay attention to.
Like how many people look like you across the company that are in director and higher roles.
And if it's just one, but they're not even in your function, if there's none in your function, if there's none in your function,
run.
If there's one run, if there's two or three, okay, you might got a chance.
You might, maybe.
But when there's one or none, especially if it's a culture that's like a kind of cultish kind of culture, like if it's a culture where they like a bunch of yes people.
So the people who are
go along and get along and everything.
my God, I love, especially if they talk about that one black person in leadership and they talk about them like this.
my God, I love her so much.
She's just so great.
Like I just really love working with her and she just really always has something insightful to say.
Like I just really love working with her.
Like if that's how they talk about that person, run, you not gonna make it.
unless you are able to play that game.
Like if you're really able to play that game.
But I'm going tell you right now, many of us, we believe that we get to a higher level of leadership and we are able to, you know, say our points of view and all those things.
But if you see that this leader is non-confrontational, they don't really have a strong point of view.
They keep running the same plays every year after year.
They're not really the groundbreaking innovative person.
They don't get to be that person.
And you know you want to be in that role, but be a groundbreaking innovative person, then that company is not for you.
need to run.
But if you can toe to the company line and be the token Negro for them, then you got it.
Do that.
Get that check.
Make that money, honey.
That's why we're here.
OK?
but make sure you're making a conscious decision.
And so for Lisa, she definitely moved to a place where she could thrive.
And like, she was wanted, at least, you know, for the first two years.
You know, I'm proud of everyone that goes through the fires and comes out on the other side.
And you're not as gay, you're not as burnt, you're not as traumatized as I've seen some of us be, as I have been.
And you're comfortable and confident in what you know you can do and how you can read the tea leaves and
how you can speak for impact and you can manage your narrative.
It helps you to feel in control.
And that's really what I want you to understand that you do have a level of control.
Now you'll get curve balls, life will be life and things will happen.
But if you understand the company's culture, if you understand how to move,
to address conflict, to ask the right questions, how to build relationships, understanding who to build relationships with.
Again, this is chess.
Then you really can give yourself a fighting chance to grow your career, whoever you are, including you Black woman.
But if you are just going in and you got your head down and you're like, I'm just going to outwork them.
You know, it don't work like
If that was the case, a bunch of people would be in Harvard just from what's on paper and nothing else.
If you could just outwork them, if you could just have the best test scores, if you could just have the best grades, if you could just outwork them, then we wouldn't have people
wondering why their kids not getting into Ivy League when they are the valedictorians and the salutatorians, because it's not all about the work.
It's about your personality.
It's about the extracurriculars you do.
It's about how you contribute to the organization.
Do you fit?
Do you make yourself fit?
Are you malleable?
All these things, all these intangible things that you can manipulate if you understand the environment that you're in.
So part of your homework is if you're planning on staying with the company you work for now.
or you're about to start a new company in the new year.
I want you to take time to really take stock in what are the cultural norms of the company, who got the juice in the company, make a hit list of people who you want to make
relationships with, and how you're going to create openings, how you're going to create that visibility.
I want you to evaluate what desk am I at relative to the company.
Is this a good seat?
Is it a not great seat?
Am I in the back of the bus or I'm in front of the bus?
Am I driving the bus?
Where do I sit in regards to what's important in the company's perspective?
Right.
And don't get confused by people telling you that what you do is important because child, I have had that happen to me.
I was on the shittiest desk in the whole company and
was sold a bill of goods when I came in the organization about how important the portfolio was.
Ciao!
be bamboozled.
So with all that said, most important thing guys is to pay attention.
That's the most important thing.
If you just pay attention, look at your company for the chessboard it is and play your game.
You're going to be all right.
Now, if you need some help trying to figure out your chessboard, you can email me at ask at trillmba.com.
Is this a quick question?
I do try to get back to you within 48 hours.
If you email us and we don't hit you back in about two days, bring it back.
Be persistent.
Get your answer.
Okay.
Again, that's ask@trillmba.com
If I can't help you, I will definitely find somebody who can.
Okay.
Listen, guys, appreciate you for listening.
Appreciate you for sharing this with somebody you care about that is ah in these corporate streets trying to figure out how to make it do what it do.
until next week, guys, keep it true.
Well guys, that's a wrap on another great episode of the Career Management Podcast for Black Women.
Yes, girl, this show is just for you.
We're here to tell you how to play that chessboard at work, So, subscribe, comment, like, follow us on social media @trillmbashow.
Listen, every time you tell one of your friends, you share this information, you share this podcast, it helps us to grow and make even more dope content.
just for you, unapologetically.
That's why we're here.
Now, if you are facing a workplace dilemma, such as a performance improvement plan, or you're not able to secure your promotion and raise that you have worked for and you have
deserved, basically, if these people are play playing in your face, we are here to help.
Go to trillmba.com/coaching
to schedule a one-time one-on-one call to workshop your specific dilemma with me.
Or schedule a consult to get more information about the consulting packages that I do offer on a longer-term basis.
As always, you can reach out to us with your listener letters and your questions at trillmba.com.
Until next time, guys, focus on your best possible outcome.
Ask for help when you need it.
Please, please, please ask for help.
And as always, keep it true.
I'll see y'all next week.