Career Development Insights

𝐓𝐡𝐢𝐬 𝐚𝐝𝐯𝐢𝐜𝐞 𝐜𝐚𝐧 𝐝𝐞𝐬𝐭𝐫𝐨𝐲 𝐲𝐨𝐮𝐫 𝐜𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐜𝐚𝐫𝐞𝐞𝐫! “Fake it till you make it." I know because I used to believe in it. I smiled through doubts, nodded in meetings even when I wasn’t sure, and tried to act like I had it all figured out. But let me tell you—it didn’t work. Instead of building confidence, it left me feeling like an impostor in spaces I had already earned. The problem with “Fake it till you make it” is that it encourages you to mask your doubts and avoid asking questions. But in the corporate world, this mindset can backfire. Pretending to know everything won’t earn you respect. It’ll leave you stuck, missing out on growth opportunities, and potentially making costly mistakes. Over my 5+ years in Big 4s, startups, and a regulatory body, I’ve learned that confidence doesn’t come from faking. It comes from showing up authentically. It comes from owning what you know, being honest about what you don’t, and actively seeking to learn and grow. If you’re still figuring out your career, here’s my advice: 📌Ask questions. It shows initiative, not weakness. 📌Admit when you need help—it builds trust. 📌Focus on learning and improving every day—that’s what truly sets you apart. 📌Don’t fake it. Build it. That’s how you create a lasting, successful corporate career. Have you ever felt the pressure to “fake it”? Have you faced this in your career, and how did you handle it? LinkedIn LinkedIn News India LinkedIn Life LinkedIn Guide to Networking #linkedin #growth #mindset #corporate #politics

The higher you climb in your career, the more you realize: almost every senior role is, in some way, a sales job. Not just selling products. You're selling ideas. Visions. Strategies. Yourself. Leaders pitch to investors. Managers advocate for teams. Specialists influence stakeholders. The skills that make great salespeople are the same ones that open doors at the top. Listening deeply. Building trust. Persuading with conviction. Negotiating outcomes. Sales teaches you to read people. To handle rejection. To persist when others give up. These aren't just sales skills. They're leadership skills. Executive skills. Life skills. In my view, sales is one of the best career choices you can make today. Master it early. Thrive in almost any role tomorrow. Your future self will thank you for learning how to sell before you need to lead.

I am often asked how I transitioned from IT services into manufacturing. Some are also aware that this sectoral shift was preceded by my evolution across various roles and are curious how I handled it. My answer has invariably been that it was a mix of mindful choices and opportunities utilised, where every step felt organic and complementary. Each step added a new layer to the professional I am today. In IT services, I learnt speed, agility, and technical breadth; was trained to think fast, deliver faster, and solve complex problems by working together with other SMEs. It’s a world that taught me to be future ready, think on my toes, be customer-oriented, and deeply aware of delivery excellence. Moving into the industry changed the lens, since providing solutions and bringing change are very different asks. Where IT services promoted rapid innovation, manufacturing taught me to focus on adoption. Where services emphasized deadlines and delivery, industry stressed business alignment, ROI, and business value. In services, the deadline was always yesterday; in industry, the goal is to make every decision count — not for IT, but for the business as a whole. Leading digital transformation initiatives helped me shift from the breadth of technology to the depth of implementation — from “what can we do?” to “what truly moves the needle?” I realised the responsibility was from "strategy to change"; it was about enabling outcomes, shaping mindsets, and transforming operations at scale. As for my role transitions, everything added something unique to my toolkit: ☑️As a developer, I understood code and best practices. ☑️As a business analyst, I learnt the art of requirements elicitation . ☑️As a product manager, I understood strategy and how to balance priorities. ☑️As a consultant, I learned how to shape and sell solutions. ☑️As a digital transformation specialist, I became better at systems thinking and change enablement. ☑️And now, apart from all the above, I know the importance of asking the hard questions — Why aren’t the solutions accepted? Are we solving for the right problems? Every new role led to a mindset shift. Every transition was an opportunity to unlearn and learn. And I am still learning everyday! What lessons have shaped your career transitions? #lifelessons #newyearthoughts

Throughout my career conversations, one question echoes consistently: "Should I pursue an individual contributor (IC) or management track in AI?" Contrary to traditional career narratives, AI demands a more sophisticated approach. Due to the technical depth of AI, the IC path isn't a dead end but an enriching journey of innovation and expertise. What's fascinating is how AI is reshaping career dynamics: even people managers must stay hands-on and technically sharp. Big tech (or even almost all tech companies) now recognize technical leadership as equally prestigious as management roles, with principal engineers and research scientists commanding the same respect and compensation as their people-managing counterparts, sometimes even more. The real magic happens when you're strategic about your growth. For IC professionals, this means continuously expanding your technical breadth and depth. Focus on becoming a technical thought leader, publish research/articles, contribute to open-source projects, speak at conferences, and develop cutting-edge solutions that push the boundaries of AI. For those drawn to management, the key is to develop not just people skills but a deep understanding of AI's strategic implementation. A successful AI manager is one who bridges technical complexity with business vision, creating an environment where innovation thrives and complex AI solutions are created. Your publications will shift from technical deep dives to thought leadership that demonstrates strategic prioritization and transformative potential. Ultimately, the most fulfilling path is the one that aligns with your intrinsic motivations. If you're energized by solving complex technical challenges, diving deep into machine learning models, and pushing the boundaries of what's possible, the IC track might be your calling. If you're passionate about amplifying human potential, mentoring talent, and driving large-scale AI initiatives, people management could be your sweet spot. There are no right or wrong decisions. The beauty of AI is its flexibility. Many professionals successfully navigate between these paths throughout their careers, bringing unique perspectives and a holistic understanding to each role they touch. #ExperienceFromTheField #WrittenByHuman #EditedByAI

"Black women aren't just doing their jobs. They're performing an exhausting one-woman show where the script changes daily." Let me break down what Black women navigate in professional spaces: We don't just choose our words. We filter them through a racial-gender matrix. We don't just speak. We modulate our tone to avoid the "angry" label. We don't just gesture. We control our hand movements to appear "non-threatening." We don't just dress. We calculate every outfit to seem "professional enough." We don't just style our hair. We make political decisions with each hairstyle. This isn't paranoia—it's strategic survival: When we speak directly, we're "aggressive" When we show emotion, we're "unprofessional" When we assert boundaries, we're "difficult" When we seek recognition, we're "entitled" When we express frustration, we're "hostile" The mental load is crushing: • Constantly scanning environments for potential hostility • Preparing responses to microaggressions before they happen • Developing thick skin while remaining "approachable" • Achieving twice as much while appearing humble • Advocating for ourselves without triggering stereotypes Research shows this hypervigilance takes a measurable toll: Black women experience higher rates of stress-related health conditions Black women report the highest levels of "bringing their full selves" to work Black women face the most severe career penalties for authentic self-expression Black women spend more mental energy on workplace navigation than any other group For those working alongside Black women, here are research-backed ways to help: 1. Amplify Black women's ideas and give proper credit 2. Interrupt when you witness tone-policing or stereotyping 3. Question double standards in evaluation and feedback 4. Create space for authentic expression without penalties 5. Recognise the invisible labour Black women perform daily 📢 When they expect us to carry the world, we choose rest 📢 The Black Woman's Rest Revolution offers: ✨ Black women therapists who understand workplace navigation ✨ Bi-weekly healing circles for processing code-switching fatigue ✨ Expert guidance through professional double standards ✨ Global sisterhood that honors our authentic selves Limited spots available Join our revolution: [Link in comments] ⚠️ Check your spam folder for confirmation Because we deserve workplaces where our expertise matters more than our tone. Because our brilliance shouldn't require constant repackaging. Because our professional value shouldn't depend on our likability. #BlackWomenAtWork #WorkplaceNavigation #ProfessionalAuthenticity #RestIsRevolution P.S. I help Black women heal from workplace abuse & racial trauma through revolutionary rest. 📸 Collaboration between Sarah_akinterwa & leaningorg on IG

Most people think you need a technical degree to lead in tech. Here's how I proved that wrong. One unexpected question from my CEO completely reshaped my career trajectory. During our career discussion meeting, he asked, "Would you be interested in working on our app strategy?" At the time, I was working in his office on various initiatives, including some digital partnerships. Little did I know this would be the beginning of a complete career pivot. I was the "finance person" – numbers were my comfort zone. Tech felt like a foreign language. Or so I thought. 1. The Power of Seeing What Others Don't See We often limit ourselves by our own labels: • "I'm a finance person" • "I'm not technical" • "That's not my expertise" Yet great leaders can spot something I couldn't – how I lit up discussing user experience and consistently gravitated toward tech-focused solutions in our strategy sessions. The most powerful career moves often come when someone sees potential in you that you've missed in yourself. 2. Your Current Role Is Secret Training Looking back, I realize every project was preparation: -Those startup partnerships taught me product development cycles -Strategy presentations trained me to communicate complex ideas simply - Financial analyses gave me the metrics mindset crucial for app performance Your current job isn't just work - it's quietly building capabilities for opportunities you can't yet imagine. 3. Discomfort Is The Only Path Forward The transition was terrifying: • Leading tech teams when I had no formal technical background • Making decisions about features and architecture • Speaking a completely new professional language But here's what I've learned: If you're never uncomfortable, you've stopped growing. Today, I still work with numbers – but they're user engagement metrics and enrollement rates instead of balance sheets. And honestly? The career I never planned has become the work I love most. To the leaders who spot potential in unexpected places: Your belief can completely redirect someone's life trajectory. To anyone feeling stuck in their lane: Your perfect next role might be hiding in plain sight – in the parts of your current job that energize you most. And to Mayank Bathwal: Thank you for seeing my tomorrow when I could only see my today.

Many of my podcast episodes will make you better at your job, but a select few will make you better at life. Today's episode is one of the latter. Carole Robin, Ph.D. spent 20+ years teaching a class called Interpersonal Dynamics, affectionately known as “Touchy Feely” at Stanford University Graduate School of Business. After leaving Stanford, she founded a nonprofit called Leaders In Tech, which applies the Touchy Feely principles to help Silicon Valley executives build their leadership and interpersonal skills. Carole also co-authored the popular book Connect: Building Exceptional Relationships with Family, Friends, and Colleagues, which shares key insights from her decades of teaching these courses. In our conversation, we discuss: 🔸 How vulnerability makes you a stronger leader 🔸 Why mental models you build early in life hold you back later 🔸 The 15% rule of disclosure 🔸 The art of inquiry 🔸 The three realities and “the net” 🔸 Practical tips for avoiding defensiveness when getting (and giving) feedback 🔸 The impact of long Covid on Carole’s life 🔸 Much more Listen now 👇 - YouTube: https://lnkd.in/ejqmeUv2 - Spotify: https://lnkd.in/egW9afwc - Apple: https://lnkd.in/eQw2HxcS Some key takeaways: 1. When giving feedback, remember that in any interaction between two people, there are three realities: - Reality 1 includes their motives and intent - Reality 2 is what they say and do - Reality 3 is the impact of their behavior on you 2. Embrace the 15% rule: By pushing yourself just 15% beyond your current boundaries, you can create opportunities for growth and deepen connections with others. This approach allows you to gauge your comfort level and adjust gradually, avoiding overwhelming discomfort while still fostering meaningful progress. 3. You should address minor irritations (“pinches”) before they escalate into major conflicts (“crunches”). Early identification and resolution of pinches promotes honest relationships and minimizes the expected pain of a crunch. 4. When someone responds in a way you didn’t expect, ask them, “What did you hear me say?” Most of the time, the other person heard something incorrect. Follow up with “I’m glad I asked; let me try that again.” 5. When seeking to understand someone’s motives and intent, inquire genuinely without judgment. Avoid asking “why” questions, as they provoke defensiveness. Instead ask what, when, where, and how to gain insight into their perspective. 6. Don’t use phrases like “I feel that” or “I feel like,” as these often lead to statements rather than emotional expressions. Instead, use “I feel” followed by an actual feeling word. This simple change is more likely to result in a connection with the other person.

AI field note: Career paths are strategy documents in disguise. When a firm formalizes a new career path, it’s not an HR announcement. It’s a sign post on where value creation is going and what capabilities it plans to build for the long term. PwC just launched a firmwide engineering career path. A few things about the structure matter: 🖖 Dual tracks (deep technical mastery + engineering leadership), so engineers don’t have to leave the code to advance. ⚖️ Market-aligned titles, small on paper, big as a signal: PwC is competing for the same talent as tech companies, on terms engineers recognize. 🤖 AI-native learning designed to keep engineers ahead of where the industry is heading, not just current with where it is. 🚄 There’s also an early pipeline move: Engineer Your Career, an immersive experience for rising college juniors. That’s more than recruiting. It’s identity-building. It tells the market that engineering in a professional services firm is a real destination, a real career. Professional services has historically organized around advisory disciplines, audit, tax, consulting. Engineering existed, but in service of those disciplines. Making it first-class says the work is structurally changing: you need people who build and ship, not just advise and recommend. The firms that attract, develop, and retain engineering talent inside a services model will look very different in five years from the ones that keep treating engineering as an add-on. This is one of the sign posts we are putting up at PwC that I’m most energized about. 

We've all heard the old saying "Jack of all trades, master of none." But have you heard the full quote? "A jack of all trades is a master of none, but oftentimes better than a master of one." I've found that being a generalist with wide-ranging interests is a real asset and incredibly valuable, especially in our rapidly changing world. The greatest generalists were the Renaissance polymaths like Leonardo Da Vinci. They made groundbreaking contributions precisely because of their curiosity about multiple disciplines. Yet, the idea that being a "generalist" is somehow anti-specialization has taken root, especially in corporate settings. The reality is that our professional journeys are rarely linear. In machine learning, there's a concept of exploration vs. exploitation that's relevant here. Exploration means trying out new solutions, and gathering more information about something unknown. Exploitation means using the knowledge you've already gained to maximize your current rewards or performance. The most effective approach cycles between the two modes. This concept applies to why being multi-passionate and deliberately cultivating a generalist mindset can enhance leadership: * Adaptable: Diverse interests make you an adaptable, shape-shifting leader, deftly navigating challenges. * Innovative: Engaging in multiple disciplines fosters cross-pollination of ideas and sparks creativity. * Visionary: A wide range of experiences sharpens strategic perspectives & foresight, and improves decision-making. Take Ginni Rometty, former CEO of IBM, whose diverse career within IBM spanned engineering, sales, marketing, and strategy. This versatility allowed her to drive major transformation initiatives by combining technical expertise with insights from non-technical roles. Specializations have a shockingly short half-life these days, especially in technology and AI fields where knowledge can become obsolete within 1-2 years. Continuously expanding your cognitive toolkit through exploration becomes crucial for long-term relevance. To be clear, this is not about being a wandering generalist but integrating varied skills while building core competencies. This versatility is a powerful asset in leadership. Embrace your inner generalist, and say yes to exploration! This mindset fuels lifelong, multi-modal learning and innovative problem-solving. Oftentimes, you'll outshine the masters of one. #creativity #innovation #mindset #leadership #skills #culture