What's one piece of advice you've given to a high-potential employee to prepare them for an executive role?

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Ernesto Cartiera · Answer

I always tell my rising stars to spend time in the trenches before jumping to executive decisions. Last year, I had a talented agent who wanted to lead our acquisitions team, so I had her work directly with homeowners for 6 months to truly understand their challenges and needs. This hands-on experience helped her develop genuine empathy and make better strategic decisions when she did move into leadership.

Andrew Osborne · Answer

One of the best pieces of advice I have given to a high potential team member preparing for an executive role is to focus on proactive big picture thinking while staying rooted in the day to day tasks that make a business thrive. When I noticed this employee was great with clients and had strong technical skills I encouraged them to shift their perspective from just handling jobs well to anticipating client needs and market trends before they became obvious. This change was essential for them to start thinking like a leader rather than just a doer. For instance in our gardening business understanding seasonal plant behavior is crucial. I advised them to study not just the tasks at hand but also the cyclical changes in plant health garden design trends and evolving client preferences. This broader view enabled them to make recommendations that increased client satisfaction and long term loyalty.
Having over 15 years in gardening and landscaping I could guide them through this transition by sharing examples from my own experiences of anticipating client needs. This includes things like suggesting drought resistant plants ahead of a dry season or introducing sustainable practices before clients even asked for them. My background as a certified horticulturist helped me spot these shifts early on and taught me that a proactive approach builds trust and credibility. Passing on this mindset combined with an eye for practical solutions set them up to not only handle their responsibilities effectively but also to make executive level decisions that aligned with the company's growth. This advice gave them the confidence to lead with foresight and a deep understanding of client satisfaction positioning them well for a future leadership role.

Aja Chavez · Answer

I recently advised one of my rising behavioral health directors to spend time working directly with different departments, from admissions to finance, rather than just focusing on clinical expertise. This hands-on exposure helped her understand how decisions impact the entire organization and gave her confidence in making executive-level choices about staffing and program development.

Brandon Hardiman · Answer

When mentoring my operations manager for a bigger role, I emphasized the importance of building relationships with local contractors, agents, and property managers - not just managing them. I actually took him with me to several networking events and showed him how casual conversations about market trends often turn into valuable partnerships. The biggest game-changer was teaching him that executive leadership is more about nurturing connections and less about just hitting numbers.

Sophie Marasco · Answer

I always tell aspiring leaders to "think like the customer and lead like the mentor." This means staying grounded in customer needs while nurturing the growth of their team. One high-potential employee struggled with delegation, so I encouraged her to involve others in decision-making while focusing on strategy.
I reminded her that leadership isn't about doing everything but enabling others to shine. Over time, she grew more confident in guiding the team and became an excellent role model.
Leadership is a journey, and the best advice often involves balancing empathy with accountability. That combination creates impactful leaders.

Yarden Morgan · Answer

I always tell my high-potential team members to start 'leading before they're leaders' by taking on stretch projects outside their comfort zone. Last year, I mentored a marketing specialist who volunteered to lead our quarterly campaign strategy, which helped her develop critical decision-making skills and stakeholder management experience. I believe getting hands-on experience with real responsibility, while having a safety net of support, builds confidence and competence faster than any training program.

Paul Sher · Answer

I always tell my rising stars at FuseBase to start thinking beyond their immediate team and understand how each department connects to our bigger mission. Last year, I had a talented product manager who excelled at feature development, but I encouraged her to spend time with our sales and customer success teams to understand their challenges firsthand. She's now one of our VPs and regularly credits that cross-functional exposure as key to her growth.

Ryan Whitcher · Answer

When grooming my operations manager for an executive position, I had him create and manage his own small portfolio of properties while I served as his mentor and sounding board. This hands-on experience taught him more about executive decision-making than any training course could, especially when he had to navigate a challenging probate deal that tested both his problem-solving and leadership abilities.

Joe Lieber · Answer

I recently mentored a promising property manager by having her shadow me during complex negotiations and investor meetings, which helped her understand the bigger picture beyond day-to-day operations. Instead of just teaching technical skills, I encouraged her to build relationships with every stakeholder - from maintenance crews to high-net-worth investors. The most impactful advice I gave was to start small by managing a few units independently while I provided backup, allowing her to learn from real mistakes without major consequences.

Shane McEvoy · Answer

One piece of advice I give to rising stars is to master the art of prioritization. There's never enough time to address everything in leadership, so knowing what drives results is essential. I encouraged a high-potential team member at Flycast Media to start leading smaller projects and practice making decisions on what to focus on. This experience in prioritizing prepared them to handle more responsibilities and taught them the value of focusing on high-impact tasks. It's a skill that can make or break success in an executive role.

Kirti Poonia · Answer

One key piece of advice I've given to a high-potential employee preparing for an executive role is to develop a strategic mindset. It's important to think beyond day-to-day tasks and focus on the bigger picture of the business-understanding how different departments and decisions impact the overall brand. In the fashion industry, this means looking at trends, consumer behavior, and long-term growth strategies, not just immediate sales or marketing efforts.
I also encouraged them to embrace leadership by example-mentoring others and fostering a positive, collaborative environment. As an executive, you're not just managing tasks, but inspiring and guiding your team.
For example, when this employee began leading small projects, I advised them to think about the long-term vision and how each project could align with broader business goals. This shift in perspective prepared them for greater responsibility.

Hanna Kanabiajeuskaja · Answer

The best advice I've given is to focus on building genuine relationships across all levels of the organization, not just upward. When planning team events at Spaciously, I noticed how our most successful leaders were those who could connect authentically with everyone, from entry-level employees to executives. I encourage shadowing different departments and having coffee chats with colleagues to understand various perspectives, which has helped several of my mentees develop a more holistic view of business operations.

Charlie Clark · Answer

At Minty Digital, I've learned that the best executives aren't just great at their craft - they need to see the bigger picture and communicate it clearly. I recently mentored Sarah, one of our top SEO specialists, by having her present campaign strategies directly to clients, which helped her develop both strategic thinking and the confidence to articulate complex ideas in simple terms.

Joshua Odmark · Answer

The best advice I gave to a senior developer moving into leadership was to focus less on coding perfection and more on understanding how technical decisions impact business outcomes. I encouraged her to spend time with our sales and customer success teams to learn their challenges, which completely changed how she approached product development. Just last month, she used that knowledge to successfully pitch a major platform update to our board, showing she'd grown beyond just technical expertise.

James Heartquist · Answer

I always tell my rising stars to spend time truly understanding how every part of our business impacts our customers, not just their own area. One of my best team members shadowed different departments for a month, from closing to renovation crews, which gave her the big-picture perspective she needed to later excel as our operations director.

Dinesh Agarwal · Answer

An employee I mentored was preparing for leadership and focused heavily on hitting targets, but their team was showing signs of burnout. I advised them to step back, listen, and prioritize building trust with their team over driving results.
When they shifted their focus to supporting their people, the team became more motivated, and their performance improved naturally. It was a reminder that great leadership starts with valuing and empowering those you lead.

John Cheng · Answer

The best advice I gave was encouraging a promising product manager to take ownership of a struggling project without being asked. He turned our Unity Analytics dashboard around by talking directly to developers and implementing their feedback, showing real leadership potential. That experience taught him more about executive decision-making than any formal training could have.

Kevin Pike · Answer

Being a digital marketing agency owner, I've learned that the best advice I gave was teaching my top performer to balance data with intuition. Last year, I had her lead a major rebranding project where she initially focused only on metrics, but I helped her understand how to blend quantitative insights with creative thinking and client feedback. Now she's excelling as our strategy director because she knows when to dig into the numbers and when to trust her gut feeling about market trends.

Andrew Dunn · Answer

One of my most successful pieces of advice was telling my senior marketing manager to start thinking beyond quarterly goals and focus on long-term market evolution. I shared my experience of how I missed some key digital trends early in my career, so now I have him dedicate two hours every week to studying emerging technologies and changing consumer behaviors. This approach has already helped him develop more forward-thinking strategies and better prepare for executive-level discussions.

Gregory Rozdeba · Answer

I learned that getting high-potential employees involved in investor meetings and funding pitches early on is crucial - something I wish someone had done for me when I was starting out. When grooming a future executive at Dundas Life, I make sure they understand our financial metrics inside and out by having them present our quarterly results to the board, with my support as backup.

Jonathan Gerber · Answer

I've learned that aspiring executives need to master both high-level strategy and ground-level details, so I always advise mentees to rotate through different departments to gain hands-on experience. When I was building our tax department, this cross-functional knowledge helped me make better decisions about resource allocation and team structure, which is why I encourage potential leaders to spend time understanding operations from multiple angles.

Erik Wright · Answer

I've found the most valuable thing is teaching high-potential employees to think like owners, not just managers. When one of my team leads wanted to expand into a new market, I had her create and defend a complete business plan, including worst-case scenarios and contingency plans. This practical exercise helped her develop the strategic thinking skills needed at the executive level, and now she successfully runs operations in two of our states.

Niclas Schlopsna · Answer

When guiding a high-potential employee toward an executive role, I often tell them that adaptability and empathy are their best tools. I remember when I was shifting gears from roles like Civey and N26 to a more strategic position at Deloitte. My old mentor mentioned that being adaptable wasn't just about reacting to change but anticipating it. This piece of wisdom struck a chord with me then, and it still does. To this day, I coach our rising stars at spectup to embrace change and to stay curious, as that's where true leadership blossoms. 
We had one team member who was on the brink of leading a major project, and I encouraged them to look beyond metrics and numbers, and to really listen to their team's concerns and ideas. By valuing each voice, they not only excelled in managing the project but also earned the respect and loyalty of their peers. So, if there's one nugget of advice I'd pass on, it's that leaders aren't just decision-makers-they're also bridge builders who turn individual efforts into a harmonious collective success.

Darcy Turner · Answer

One of my top performers was great at closing deals but struggled with the bigger picture, so I encouraged her to shadow me during strategic planning sessions and investor meetings to understand the business holistically. She started seeing how individual transactions fit into our larger business strategy, which helped her develop the executive mindset needed to eventually run her own division.

John Jones · Answer

I recently advised one of my top agents, Sarah, to spend time understanding every aspect of our real estate operations, not just sales. I had her shadow different departments for a week each - from marketing to financial planning - which helped her grasp how all pieces fit together in our business. Looking back at my own journey, I've found that this broader perspective is crucial for executive thinking, so I encourage my team to step outside their comfort zones and experience different roles firsthand.

Christian Marin · Answer

I've learned that mastering technical skills alone isn't enough - you need to develop your ability to translate complex concepts for non-technical stakeholders. In my game development projects, I had a brilliant developer who struggled with this until we practiced breaking down technical challenges into business impacts during our daily standups. I encouraged them to spend 20% of their time learning about other departments' challenges, which dramatically improved their executive presence and cross-functional leadership abilities.

Joshua Uebergang · Answer

I recently advised one of my team leads to spend time understanding the numbers behind every department, not just their own - from customer acquisition costs to lifetime value metrics. When they started joining our financial planning sessions and asking thoughtful questions about our metrics, I saw them transform from a tactical manager into a strategic leader who could make data-backed decisions.

Gus Bartholomew · Answer

In sustainability consulting, I've learned that executive success comes from being able to see both the forest and the trees. I mentor my consultants to practice zooming out from detailed project work to consider broader industry trends and client needs. Just last month, I had one consultant shadow me during client strategy sessions, which helped her understand how executive decisions balance immediate project needs with long-term sustainability goals.

Denise Murray · Answer

When mentoring high-potential team members, I often emphasize the importance of truly listening-not just hearing words, but understanding the perspectives behind them.
In my experience, the most successful leaders are those who can draw meaningful insights from conversations, whether they're with their team, customers, or other stakeholders. I always encourage them to actively seek feedback and let it shape their decisions. 
One team member I worked with truly embraced this idea, shifting their approach in team meetings to focus on gathering input before offering solutions. That change made quite a noticeable difference too-their team's productivity improved by 22.4%, and they became incredibly skilled at building consensus, which set them up perfectly for an executive role.

Brandon Shearin · Answer

The best advice I gave to my top-performing team lead was to start thinking like an owner by handling some of our most challenging creative financing deals from start to finish. Watching her successfully structure a complex seller financing agreement for a multi-property portfolio showed me she was ready for bigger responsibilities, and now she's running our entire acquisition division.

Macy Troyer · Answer

I've found that the most impactful thing I tell rising leaders is to practice making decisions with incomplete information - it's something we face daily at Goaldy. Just last quarter, I had my deputy director lead a major pivot in our social strategy with only preliminary data, which taught her more about executive decision-making than any training session could.

Adam Seguin · Answer

I told my senior project manager to start thinking beyond just the numbers and focus on building relationships with every stakeholder, from contractors to city officials. When he started treating each project as a network of relationships rather than just tasks to complete, I saw him transform from a great manager into a true leader who could handle complex negotiations and team dynamics.

Ryan Rice · Answer

At Yellow Card Properties, I've found that giving high-potential employees real ownership of challenging projects helps them grow into executive mindsets. Last year, I had an ambitious team leader take charge of our acquisition process redesign - watching her navigate the complexities and lead cross-functional teams taught her more about executive decision-making than any formal training could.

Brandon Beatty · Answer

The most valuable guidance I've shared is to focus on building genuine relationships with both team members and property owners, rather than just chasing deals. I learned this firsthand when I started mentoring my top performer - watching her develop trust with clients and staff showed me she had what it takes to move into leadership.

Shannon Beatty · Answer

From my 20 years in real estate, I've learned that the best way to prepare someone for executive leadership is to let them experience both success and failure in a supported environment. I mentor my high-potential employees by giving them increasingly complex projects to manage, like handling difficult property negotiations, while being there to guide them through the tough decisions without taking over.

Jessica Wright · Answer

I've found that giving emerging leaders full ownership of a small but significant project, like managing one of my Airbnb properties, teaches them more than theoretical training ever could. Last month, I had a promising employee handle everything from guest communications to maintenance scheduling on their own, and watching them problem-solve real issues helped them grow tremendously.

Justin Azarias · Answer

I discovered the best way to prepare someone for an executive role is having them shadow me during tough contractor negotiations and property evaluations. When I had a promising team member last year, I let them take the lead on a challenging flip project while I provided guidance, which taught them more about executive decision-making than any formal training could.

Brooks Humphreys · Answer

I discovered the most valuable guidance I gave was teaching my potential executives to think in systems rather than individual deals. When I was growing Wildcat Lending from 5 to 500 loans, I mentored a promising team member by having them shadow me through an entire property acquisition process, showing them how each decision impacted our broader portfolio and investor relationships. What really made the difference was encouraging them to make small decisions independently first, then gradually taking on bigger strategic choices while I acted as a safety net.

Dylan Cleppe · Answer

One of the most important pieces of advice I've given to someone preparing for an executive role is to prioritize building genuine relationships with both clients and team members. During my journey leading OneStop Northwest, I've seen how trust and engagement lead to increased productivity and client satisfaction. For instance, our change with a small startup resulted in a 300% increase in online revenue-an achievement grounded in personalized strategies and relationship-building.
I also emphasize the significance of feedback loops within an organization. At OneStop Northwest, ongoing feedback from clients during the project lifecycle has been crucial. It allows us to refine our services and adapt swiftly to market needs, much like when we helped a larger client cut operational costs by 20%. Encouraging open lines of communication can foster innovation and prepare you to handle high-pressure situations effectively.

Rubens Basso · Answer

Understanding financial acumen is essential. I advised them to invest time in learning how to read and interpret financial statements, including balance sheets, income statements, and cash flow statements. This knowledge is vital for making informed strategic decisions and grasping the organization's financial health.
To support this learning, I recommended they collaborate closely with the finance team, possibly shadowing a financial analyst or attending finance meetings for practical insights. I also encouraged them to enroll in relevant courses or workshops to improve their financial literacy. Mastering these skills, they can play a more significant role in budgeting, forecasting, and strategic planning discussions, which are key aspects of an executive position. This preparation not only builds their confidence in managing financial issues but also enhances their credibility and decision-making abilities as a future leader.

Adam Garcia · Answer

I've found the best advice I give potential executives is to start documenting their problem-solving process and the reasoning behind their decisions, something I wish I'd done earlier when growing TheStockDork.com. Looking back at my own journey, having this record would've helped me learn from mistakes faster and build better frameworks for future decisions, so I now make this a key part of leadership development.

Trevor Bailey · Answer

I tell high-potential employees to practice making decisions with incomplete information because that's really what executives do every day at Taxfluence. When I started our platform, I had to trust my gut on many choices while still gathering data, and this balance of action and analysis is something I actively coach my team members to develop.

Dana Thurmond · Answer

As the CEO of Surface Kingz, I've found that preparing high-potential employees for executive roles requires a multifaceted approach. One piece of advice I consistently give is to develop a strategic mindset. This means looking beyond day-to-day operations and understanding how decisions impact the entire organization.
At Surface Kingz, we encourage our rising stars to immerse themselves in all aspects of our business, from sales and marketing to operations and finance. This broad exposure helps them grasp the interconnectedness of different departments and how they contribute to our overall success in the surface preparation industry.
I often tell our high-potentials, "To lead effectively, you must see the forest and the trees." This means balancing attention to detail with big-picture thinking. In our line of work, whether we're dealing with concrete grinding or floor polishing, understanding both the technical specifics and the broader market trends is essential.
Another key piece of advice is to cultivate emotional intelligence. As they move up the ranks at Surface Kingz, leaders need to inspire and motivate teams, manage conflicts, and build relationships with clients and partners. I encourage them to practice active listening and empathy, skills that are just as important as technical knowledge in our industry.
We also emphasize the importance of adaptability. The surface preparation sector is constantly evolving with new technologies and techniques. I tell our high-potentials, "The only constant in our business is change. Embrace it, don't fear it." This mindset helps them stay ahead of industry trends and lead innovation within our company.
Lastly, I stress the value of building a strong network both within and outside Surface Kingz. Connections with industry peers, suppliers, and even competitors can provide valuable insights and opportunities. As I often say, "In the world of surface preparation, your network is your net worth."
Dana Thurmond, CEO at Surface Kingz

Ketie Zhang · Answer

As a successful entrepreneur and Founder of Ketie Story, my one piece of advice to a high-potential employee stepping into an executive role would be to embrace adaptability and continuous learning. Navigating the entrepreneurial landscape requires agility and a constant willingness to expand knowledge. Becoming a leader means more than mastering industry skills; it involves developing emotional intelligence to effectively manage teams and influence stakeholders.

Personally, I've found value in seeking mentorship and leaning into feedback, both as a means to grow and to inspire my team. A remarkable aspect of leadership is the ability to view challenges as opportunities for innovation. My transition from a traditional florist to an online entrepreneur taught me that staying ahead involves anticipating change and championing creativity. Equally important is cultivating a culture of integrity and empathy, as these form the foundation of a resilient and motivated team that drives success.

Jessica Henderson · Answer

I always tell my high-potential team members to master problem-solving through real-world practice - like when I had one promising agent handle a complicated short sale that other firms rejected. She learned to think creatively and found a solution that worked for both the seller and buyer, which really showed me she was ready for bigger responsibilities.

Heather Trainor · Answer

I often advise high-potential employees aspiring to executive roles to consistently pursue opportunities for growth and development. I have seen firsthand the impact of constantly learning and expanding one's skills. In the fast-paced and ever-changing world of real estate, it is essential to stay ahead of the game and be adaptable. This translates well into any executive role where leadership, decision-making, and strategic thinking are crucial.
I often encourage employees to take on new challenges, whether it be taking on a different project or volunteering for additional responsibilities. This not only demonstrates their willingness to learn and grow but also allows them to gain valuable experience in various areas. I have personally taken on roles outside of my usual scope of work, such as event planning and marketing, which have greatly contributed to my professional development.

Lance Doty · Answer

Generally speaking, the best advice I've given is to get out of your comfort zone and immerse yourself in learning about every aspect of the business, not just your specialty. I had one employee shadow me for six months across different departments - from property assessment to community development planning - and now she's one of our top project managers.

Bram Louwers · Answer

Focus on developing strategic thinking and a broader business perspective. I emphasized the importance of understanding not just their department, but the entire organization's goals and challenges. I encouraged them to seek opportunities for cross-functional collaboration and to take ownership of larger projects that involve multiple teams. By doing this, they can build the leadership and decision-making skills needed for an executive role. It's crucial to be proactive, ask the right questions, and consistently look for ways to drive the company's growth, not just individual success.

Glen Hellman · Answer

Read broadly, think critically, and be intentional about your influences.
Start by reading widely-not just business books but also history, biographies, and analyses of great leaders. This gives you a broader perspective and helps you learn from others' successes and failures. Then, find a mentor within the company, someone respected and knowledgeable. Be open to their advice and willing to accept constructive criticism-it's a powerful way to grow.
Next, cultivate curiosity and focus on learning continuously. Curiosity keeps you adaptable, and learning keeps you sharp. Lastly, avoid the traps of office politics: stay away from gossip and negativity. Seek out the people who inspire and challenge you; they'll keep you grounded and driven.

Sheraz Ali · Answer

One piece of advice I often give to high-potential employees preparing for an executive role is to actively seek out diverse experiences within the organization. This means not only excelling in their current role but also volunteering for cross-functional projects, participating in leadership training, and engaging in mentorship opportunities. By broadening their skill set and understanding different aspects of the business, they can develop a more holistic view of the organization.
Additionally, I emphasize the importance of building strong relationships across departments. Networking with colleagues from various functions allows them to gain insights into different challenges and perspectives, which is crucial for effective leadership. This approach not only enhances their adaptability but also positions them as well-rounded candidates for future leadership roles.

Josh Cremer · Answer

When preparing a high-potential employee for an executive role, I stress the importance of cutting through the noise with clarity and authenticity. During my time building Redfox Visual, compelling messaging helped us stand out. It's crucial to focus on creating clear and direct communication that aligns with the brand's values, as seen with our work with The Idaho Lottery, where straightforward, engaging content boosted engagement.
I've also emphasized the significance of balancing creativity and practicality. In reestablishing The Rohg Agency, I realized the power of understanding client needs deeply and crafting solutions accordingly. For instance, ditching generic offerings and focusing on custom, high-impact design and SEO strategies led to a remarkable resurgence in client satisfaction and agency success. Encourage team members to combine innovative thinking with actionable execution for impactful results.When preparing a high-potential employee for an executive role, I stress the importance of cutting through the noise with clarity and authenticity. During my time building Redfox Visual, compelling messaging helped us stand out. It's crucial to focus on creating clear and direct communication that aligns with the brand's values, as seen with our work with The Idaho Lottery, where straightforward, engaging content boosted engagement.
I've also emphasized the significance of balancing creativity and practicality. In reestablishing The Rohg Agency, I realized the power of understanding client needs deeply and crafting solutions accordingly. For instance, ditching generic offerings and focusing on custom, high-impact design and SEO strategies led to a remarkable resurgence in client satisfaction and agency success. Encourage team members to combine innovative thinking with actionable execution for impactful results.

Justin McKelvey · Answer

One piece of advice I've imparted to a high-potential employee preparing for an executive role is to cultivate a data-driven mindset. At SuperDupr, I've implemented data-driven strategies that have consistently delivered measurable results for our clients. By understanding and intetpreting data effectively, we've transformed client satisfaction and operational efficiency. An aspiring executive should prioritize learning tools that facilitate such analysis to drive informed decision-making.
Another key piece of advice is to focus on building and nurturing a diverse and talented team. I've witnessed the impact this has had at SuperDupr, where cultivating an inclusive culture of excellence and innovation has been vital. Encourage your team to share their ideas and insights, creating a collaborative environment where everyone's contributions drive the company forward. This not only propels business success but also prepares you for the complex dynamics of executive leadership.

Nina Paczka · Answer

To prepare for executive position, reflect on your emotional intelligence, which is the characteristic of a true professional. This role is less about technical skills and more about rising above petty or trivial matters and seeking a bigger picture of interactions, motifs, and people influencing each other. No more drama or distractions. 
Emotional intelligence is the ability to manage one's own emotions and those of others in positive and constructive ways. It means relying on rationalism and sound judgment rather than acting on the spur of the moment. Emotional intelligence goes hand in hand with empathy, the ability to show understanding to build trust and loyalty. EI involves being neutral when solving conflicts despite personal feelings. A leader with high emotional intelligence stays above such "problems" or office politics, prioritizing the organization's goals and fostering a culture of respect and professionalism. Be that person.

Brett Iwanowicz · Answer

Effective communication is essential for success in any role, but it becomes even more crucial as one moves into an executive position. As a leader, it is important to be able to clearly convey your vision, goals and expectations to your team. This involves not only speaking effectively but also actively listening and understanding different perspectives.
In addition, building strong relationships is key in any professional setting, but especially so for those in executive roles. These individuals are often responsible for managing a team and working with various stakeholders, such as clients, partners, and employees. Developing strong relationships through active listening, empathy, and effective communication can help build trust and facilitate collaboration.
Another important piece of advice I give to high-potential employees is to continuously seek learning opportunities and be open to new challenges. Executive roles require continuous growth and development, so it is crucial for individuals to have an appetite for learning and be willing to take on new challenges. This not only helps them develop the necessary skills but also shows their dedication and drive towards their career advancement.

How Can High-Potential Employees Prepare for An Executive Role?

How Can High-Potential Employees Prepare for An Executive Role?

Spend Time in the Trenches

Focus on Proactive Big Picture Thinking

Work Directly with Different Departments

Build Relationships with Local Contractors

Think Like the Customer and Lead

Start Leading Before They're Leaders

Understand How Departments Connect

Create and Manage a Small Portfolio

Shadow During Complex Negotiations

Master the Art of Prioritization

Develop a Strategic Mindset

Build Genuine Relationships Across All Levels

See the Bigger Picture and Communicate

Focus on Business Outcomes Over Technical Perfection

Understand Every Part of the Business

Prioritize Building Trust with the Team

Take Ownership of a Struggling Project

Balance Data with Intuition

Think Beyond Quarterly Goals

Get Involved in Investor Meetings Early

Rotate Through Different Departments

Think Like Owners, Not Just Managers

Embrace Adaptability and Empathy

Understand the Business Holistically

Understand Every Aspect of Operations

Translate Complex Concepts for Stakeholders

Understand Numbers Behind Every Department

Consider Broader Industry Trends and Client Needs

Truly Listen to Perspectives

Handle Challenging Creative Financing Deals

Make Decisions with Incomplete Information

Focus on Building Relationships

Take Ownership of Challenging Projects

Build Genuine Relationships with Clients

Experience Both Success and Failure

Take Ownership of a Small Project

Shadow During Tough Negotiations

Think in Systems, Not Individual Deals

Prioritize Building Genuine Relationships

Invest Time in Financial Literacy

Document Problem-Solving Process

Practice Making Decisions with Incomplete Information

Develop a Strategic Mindset

Embrace Adaptability and Continuous Learning

Master Problem-Solving Through Real-World Practice

Pursue Opportunities for Growth and Development

Immerse in Learning About Every Aspect

Develop Strategic Thinking and Broader Perspective

Read Broadly and Think Critically

Seek Out Diverse Experiences

Cut Through Noise with Clarity

Cultivate a Data-Driven Mindset

Reflect on Emotional Intelligence

Effective Communication is Essential