Career

Two engineers can both spend 5 years in the oil & gas industry… and end up with completely different careers. Not because one is smarter. In fact, both could be equally capable, and still diverge completely. But because they entered different “systems” from day one. This image looks like the map of oil and gas industry’s value chain in Indonesia 👇 But if you read it carefully, it’s actually a career map. Because every part of this value chain has its own “DNA”: 1. How decisions are made 2. How work gets done 3. How people are shaped over time And this is what no one tells you at university: 𝗬𝗼𝘂’𝗿𝗲 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗰𝗵𝗼𝗼𝘀𝗶𝗻𝗴 𝗮 𝗰𝗼𝗺𝗽𝗮𝗻𝘆. 𝗬𝗼𝘂’𝗿𝗲 𝗰𝗵𝗼𝗼𝘀𝗶𝗻𝗴 𝗵𝗼𝘄 𝘆𝗼𝘂 𝘄𝗶𝗹𝗹 𝗯𝗲 𝘁𝗿𝗮𝗶𝗻𝗲𝗱 𝘁𝗼 𝘁𝗵𝗶𝗻𝗸. A simple way to read it: • IOC → builds system thinking, global standards, the ability to navigate complex institutions, and drive national impact • OFS, Drilling and Geoscience Services → build specialized technical mastery & operational instinct • EPC → builds execution discipline & project integration • Logistics → builds distribution pipeline for all of the products • Suppliers → builds robust support for procurement needs of the whole value chain None is “better”. But one thing most people underestimate: 𝗧𝗵𝗲 𝘀𝗸𝗶𝗹𝗹𝘀 𝘆𝗼𝘂 𝗯𝘂𝗶𝗹𝗱 𝗲𝗮𝗿𝗹𝘆 𝘄𝗶𝗹𝗹 𝗱𝗲𝗳𝗶𝗻𝗲 𝘁𝗵𝗲 𝗼𝗽𝘁𝗶𝗼𝗻𝘀 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝗹𝗮𝘁𝗲𝗿. I only fully understood this after moving across: OFS → IOC → NOC → Global NOC operating at a different scale. Each transition wasn’t just a job change. It was a process of unlearning and rebuilding how I think and operate. And that process isn’t free. It takes time. If I could go back to 2014, I wouldn’t ask: “Which company should I join?” I would ask: 𝗪𝗵𝗶𝗰𝗵 𝘀𝘆𝘀𝘁𝗲𝗺 𝗱𝗼 𝗜 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗯𝗲 𝘀𝗵𝗮𝗽𝗲𝗱 𝗯𝘆? I wrote a full breakdown of each path, what they actually train you for, and what most people only realize 5–10 years too late: 🔗 https://lnkd.in/dtkWn2Sc If you’re entering the industry today: Where would you choose to start, and why? #Rishare #FuelingYourCareer #EnergizingYourCareer #GlobalEnergyTalent

4 agency owners. 3 hours of raw conversation. Every secret about scaling from freelancing to 7-figures (from beginner to advanced level) Beginner Stage: -Don't wait to be 100% ready. Start with broken skills but improve FAST -Work for free initially, but be strategic - ask for referrals in return -Create a strong portfolio by doing real projects (even if unpaid) -Take every opportunity to learn and upskill -Money shouldn't be your only motivator - focus on skill development Intermediate Stage: -Start taking your finances seriously - get a CA, track cash flow -Invest money back into the business (I waited 3.5 years for an office - big mistake) -Build systems before you need them -Get comfortable with delegation -Hire people better than you at specific skills Advanced Stage: -Over-hire slightly - it's better than being understaffed -Focus on building a strong team culture -Make your team feel valued beyond just salary -Invest in proper infrastructure (legal, accounting, tools) -Remember: Take care of your team, and they'll take care of your clients To sum it up: In the beginning, you focus on yourself. In the intermediate stage, you focus on the business. But in the advanced stage - you learn that true growth comes from focusing on your team's growth. The moment I switched from "How do I grow?" to "How do I help my team grow?" - everything changed. We shared all this in more detail in the podcast, link in the comments.

Just by being Black, the level of latitude you're given for behaviour – especially behaviour deemed "bad" – is often completely different. The consequences are harsher and the scrutiny is sharper. Take disciplinary matters, for example. Black employees are often judged more harshly for the same behaviours as their white counterparts. A Black professional might be labelled “difficult”, “angry”, “intimidating”, or “unprofessional” for expressing frustration in a meeting, while a white colleague might be excused as “passionate” or “assertive”. You know the type of comments – “Elizabeth is just expressing how she feels,” or “Johnny was just a bit hot under the collar.” The disparity isn’t just anecdotal – it’s backed up by research into workplace racial bias. Then there’s career progression. Black employees are frequently held to higher standards to earn the same recognition. Feedback like, “You need to prove yourself more” or “be more of a team player” is often levelled at those who have already delivered exceptional results. Meanwhile, others are promoted based on potential or likeability rather than consistent performance. Not sure if this is (or has) happened in your workplace? 1) Look at patterns in employee relations cases – Are Black employees disproportionately disciplined or receiving harsher feedback compared to their peers in similar roles? 2) Examine promotion criteria – Are Black employees expected to overperform just to be considered for opportunities, while others get ahead based on vague ideas of potential or even subpar performance? How do performance and potential ratings for Black employees compare with others? 3) Observe how behaviours are labelled – Is there a difference in the language used to describe similar actions? Are words like “angry” or “unapproachable” disproportionately applied to Black colleagues? For Black women, how are their traits described compared to non-Black women? For Black men, what “advice” is given under the guise of mentorship to ensure they aren’t perceived as “intimidating” or “scary” – particularly when they express frustration or anger? To address this, the first step is noticing the patterns (or not dismissing or acting defensively when it’s pointed out), the second is to question and avoid making assumptions that it is an “unfounded accusation” and the third? Well, that’s up to you. You can either take action or ignore it. I say that only because too many organisations are still struggling to get past the first step 🤷🏾♀️ 📹 Sterling K. Brown

Avoiding tough talks is a direct path to losing team trust. Here's how top leaders handle conflict: 1/ The Real Problem → Leaders stall, hoping conflict resolves itself → Feedback gets softened until it’s meaningless → The issue festers, and performance suffers 2/ Why It Matters → Projects halt because no one says what needs to be said → The wrong people stay in the room, the right ones leave → Culture declines and misalignment becomes the norm 3/ The CLEAR Framework → Cut the Fluff: Skip the warm-up and get to the point → Label the Behavior: Focus on actions, not identity → Explain the Impact: Make it real, why does it matter? → Ask for Alignment: Invite a response, not a lecture → Recommit or Redirect: Don’t end vague, end with clarity 4/ What Happens Next → Tension goes down, not up → People feel respected, not ambushed → Projects move forward, with trust, not silence 5/ Why You Need This → Leading isn’t about avoiding discomfort → It’s about creating clarity when others won’t → This framework gives you the words to do it right What's your biggest takeaway?

GET OUT OF YOUR TEAM’S WAY Managers, it’s time to stop treating employees like they need constant supervision. They shouldn’t have to apologise for having lives outside of work either. Trust your team to deliver, and you’ll create a positive, productive environment where everyone can thrive. Hiring the right people is just the beginning. The real magic happens when you trust and empower them. Trust means allowing your team the freedom to manage their work without hovering, showing that you respect them as capable adults who can balance both their professional and personal lives. This goes beyond just being flexible with time off. It’s about building a culture where people feel trusted to do their jobs in the way that works best for them - whether they’re in the office, working remotely, or handling personal matters during the day. The focus should be on outcomes, not micromanagement. Micromanaging stifles creativity and kills motivation. Trust, however, inspires people to do their best work. When you give your team ownership and the space to succeed, you’ll see them flourish. Here’s how to build that culture:
 * Hire the Right People: Ensure they have the skills and align with your company’s values.
 * Trust Your Team: Let them take ownership of their work, and resist the urge to micromanage.
 * Give Them Freedom: Allow them to make decisions and provide the tools they need.
 * Develop Strong Leaders: Train leaders to support their teams without controlling them.
 * Keep Communication Open: Foster an environment where people feel safe sharing ideas and feedback.
 * Celebrate Wins: Recognise achievements to keep motivation high.
 * Support Work-Life Balance: Encourage a healthy balance to enhance well-being and productivity. ♻️Neha K Puri

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 best personal brand is living a life worth talking about. Not manufacturing one. Most "personal branding" feels like dressing up as someone you think others want to see. But what if you focused on living an interesting life instead? Try something difficult. Make something unusual. Solve interesting problems. Share what you learn along the way. When you're genuinely passionate about your work and experiences, you don't need clever marketing tactics. Your enthusiasm becomes contagious. Your stories become memorable. Your insights become valuable. The strategy isn't complicated: Do things that matter to you. Tell the truth about them. Repeat. No need to manufacture a persona. Your personal brand isn't something you create separately from your life – it's what naturally emerges when you're living authentically. The most compelling stories come from people who aren't trying to be compelling. They're just being themselves. Here's how to tell your story authentically, day in and day out, here on LinkedIn: https://lnkd.in/eh9pVVuf

NVIDIA CEO Jensen Huang’s best career advice: “Passion isn’t enough, you’ve got to endure.” I believe "Follow your passion” is the most overhyped career advice on earth If someone’s telling you to “just follow your passion,” they’re probably already living in abundance! Here’s the uncomfortable truth: Passion usually follows mastery, not the other way around. Get good first. Then the prestige, pay, confidence, and interesting problems make you… passionate. A better playbook that I followed: Pick something you can be great at. One clear lane, real demand. Go deep for a decade. Reps > inspiration. Grit beats vibes. Measure progress, not feelings. Hard day ≠ wrong path. Work is hard, expect injustice, friction, and boredom. Earn the right to edit. Mastery buys you optionality: interesting projects, better teams, better life. Early on, balance is a tradeoff. Most meaningful careers require a season of asymmetric effort. Later, mastery lets you buy back balance, time, control, boundaries. Do your passions on weekends Don’t ask: “Do I love this today?” Ask: “Can I become great at this, and is it worth being great at?” That’s how you build a career you’re proud of and yes, one you might just become passionate about. What do you think?

Just out in Harvard Business Review, summary of the Hybrid Experiment results and lessons on how to make hybrid succeed. Experiment: randomize 1600 graduate employees in marketing, finance, accounting and engineering at Trip.com into 5-days a week in office, or 3-days a week in office and 2-days a week WFH. Analyzed 2 years of data. Two key results A) Hybrid and fully-in-office showed no differences in productivity, performance review grade, promotion, learning or innovation. B) Hybrid had a higher satisfaction rate, and 35% lower attrition. Quit-rate reductions were largest for female employees. Four managerial lessons 1) Hybrid needs a strong performance management system so managers don’t need to hover over employees at their desks to check their progress. Trip.com had an extensive performance review process every six months. 2) Coordinate in-office days at the team or company level. Schedule clarity prevents the frustration of coming to an empty office only to participate in Zoom calls. Trip.com coordinated WFH on Wednesday and Friday. 3) Having leadership buy-in is critical (as with most management practices). Trip.com’s CEO and C-suite all support the hybrid policy. 4) A/B test new policies (as well as products) if possible. Often new policies turn out to be unexpectedly profitable. Trip.com made millions of dollars more profits from hybrid by cutting expensive turnover.

I used to dread negotiations early in my career... Then I realized: Being a strong negotiator isn’t about confrontation. It’s about developing the right frameworks. Here are five game-changing approaches to  negotiate every deal more effectively: 🤝 The 4 Phases Framework (h/t: Roy Lewicki) Great negotiators don’t jump straight to bargaining.  They follow a structured process: • Preparation (lay the groundwork) • Information Exchange (build mutual understanding) • Bargaining (explore potential solutions) • Commitment (secure the agreement) 💪 The BATNA Strategy (h/t: Roger Fisher & William Ury) Your power in any negotiation comes from knowing  your Best Alternative to a Negotiated Agreement (BATNA). It’s your safety net, your source of confidence.  Always define it before you start. 🎯 The Negotiation Matrix (h/t: Lewicki & Hiam) Different situations call for different strategies: • High stakes? Compete. • Building a long-term relationship? Collaborate. • Minor issue? Avoidance might be best. • The relationship is too critical? Accommodate. • Both matter equally? Compromise. 🤔 The Harvard Principled Negotiation Method (h/t: Fisher, Ury & Patton) This is a game-changer: Focus on interests, not positions. Instead of asking what they want, ask why they want it. That’s where real value creation happens. 🎯 The ZOPA Framework (h/t: Fisher & Ury) The Zone of Possible Agreement (ZOPA) is where deals get made. Understanding both sides’ limits helps you identify common ground. Everything else? It's just noise. Key takeaway: The best deals happen when both sides feel heard. And the most successful negotiators aren’t the most aggressive. They’re simply the most prepared. ♻️ Find this valuable? Repost to your network. 💡 Follow Eric Partaker for more on business & leadership.