Clare Kumar, AuDHD HSP 🌻

"Your" promotion keeps landing in someone else’s lap. They aren’t more skilled or more committed. * This post is from the insightful Ashley Couto, her profile is a treasure trove of insights for your career. Clients come to me feeling stuck because for two years, they’ve been first in and last out... But less capable peers keep climbing while they’re parked in place. Here’s the reality: Career growth rarely hinges on ability alone. Promotions are often based on perception gaps you can actually close. Leaders advance those who influence real outcomes. ⓵ Build real rapport with behind-the-scenes staff ➝ They hold the keys to how things really run, and you’ll want them in your corner. ⓶ Keep a personal vault of past problem-solvers ➝ Log what’s worked before so you become the go-to when trouble hits again. ⓷ Speak up when others get sidelined ➝ Bring the conversation back to voices that are cut off to earn lasting loyalty. ⓸ Position yourself as a cross-team translator ➝ When you connect metrics and priorities across functions, you become indispensable. ⓹ Sharpen your question game ➝ Asking “What would success look like here?” shows more initiative than “When is this due?” ⓺ Leverage numbers with intention ➝ A single clear stat beats a pile of opinions—know which metrics matter most. ⓻ Use the “diagonal link” in meetings ➝ Tie someone’s point to what leadership said recently to signal strategic awareness. ⓼ Refine your 30-second check-ins ➝ “Here’s where we are, where we’re headed, and what we need” makes you easy to trust. ⓽ Run a pre-mortem before it’s too late ➝ Ask “How could this fall apart?” ahead of time to catch what others never see. Influence isn’t about your job title. It’s about consistently driving the right outcomes. P.S. Which one are you going to try this week? ♻️ Repost to help others increase their influence today Follow me, Jill Avey for more leadership insights

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Selling yourself through a screen is one of the most important skills a leader can have. The camera, whether a full production set or a webcam, can create a real barrier between you and your audience. I was reminded of this when I appeared on Daytime Toronto, where the challenge was not just what I said, but how I came across through the lens. And in today’s age it’s not just TV: your day is likely filled with virtual meetings and Zoom presentations. If it feels harder to get buy-in virtually, you’re not imagining it. Inspiring others through a screen takes a different skill set. In my latest Fast Company article, I share five ways to get buy-in for your ideas in virtual settings: 📹 Keep the cameras on. Seeing your audience (and letting them see you) allows body language and eye contact to strengthen your pitch. ⏰ Choose the right moment. Pitch your idea at a strategic time, whether that means getting on the agenda of a formal meeting or waiting for the natural opening in an informal one. 🌉 Begin by bridging. Start by acknowledging what others have said. Respecting and building on colleagues’ input establishes common ground and makes your ideas easier to accept. 💬 Make your point succinctly. Keep your remarks short and to the point. Present your message in one sentence and then back it up with proof points. ✅ End with a call to action. Move your audience from discussion to action by pointing to next steps. Learn more about pitching ideas over Zoom in my latest Fast Company article: https://lnkd.in/gxmuxeCm #Leadership #VirtualMeetings #Communication #PublicSpeaking #FastCompany

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HOW TO SEQUENCE YOUR WORDS FOR MAXIMUM IMPACT The first thing you say can change everything that follows. In this video, I unpack research showing how sequence shapes the way people respond. What comes first frames what comes next. A single opening question or idea can prime people to be more open, more resistant, or more defensive - long before the real conversation even begins. For leaders, this is critical. If you’re introducing change or pitching a new idea, begin with common ground, with something that builds confidence and curiosity. That way, when you get to the harder parts of the conversation, minds are already more willing to engage. Influence isn’t only about the strength of your message. It’s about creating the conditions that make others ready to hear it.

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Agree or disagree with me on this? One of the hardest parts of chamber leadership is balancing the role of the board with the role of the staff. Many Presidents/CEOs feel like they have to bring practically everything to the board. It feels like transparency, or like you’re being respectful of the board’s role. The truth is, that instinct comes from a good place. But too often, it sets the chamber up for problems. Here’s why. When a chamber holds a strategic planning retreat, for instance, the board has done its job. They’ve rolled up their sleeves, wrestled with the big questions, and agreed on a handful of strategic objectives or pillars. That’s governance at its best. From there, it’s staff’s turn. The role of the President/CEO, and sometimes the consultant who facilitated, is to take those pillars and build a plan. A plan that’s professional, focused, and achievable. The board’s role is to approve that plan, not to re-write it. The danger comes when a draft is taken back again and again to the board, certain board members, or committees. What began as a clear and strong direction gets watered down. Suddenly, individual agendas, rehashing, and even the opinions of board members who weren’t at the retreat start to take over. What you end up with looks less like a strategy and more like a patchwork of edits. That’s why protecting the process isn’t about being secretive or shutting out the board. It’s about honoring the work they already did at the retreat, and making sure staff has the authority to carry out their role. When boards overstep (even if they were invited to overstep) , they unintentionally strip the CEO of credibility and create a weaker plan. When everyone stays in their lane, board sets direction, staff builds the plan and puts into operation, the chamber wins. The best chambers have boards that understand this balance. They trust their staff to take the big picture and turn it into action. They know their job is to approve and hold accountable, not to meddle in the details. Great boards stay out of the weeds even when invited to come in. When that balance is respected, the result is a stronger plan, a stronger CEO, and a chamber that can move forward with clarity and confidence. Be careful of the trap of involving your board too deeply in operations. That is asking for trouble. #Chamber #ChamberOfCommerce #ChamberPros

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Find a Blind Spot in Your Leadership You don't know about it, but they do. We all have blind spots. They are everything we don’t know about ourselves, but others can see them. And it’s not the food left between your teeth. Blind spots hinder your performance, ability to connect with your team, and your ability to achieve goals. The question for you: What may they see? Read how you can find out: https://lnkd.in/ed8553cn

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