10 Things to impress your boss

 1. Show up for every check-in with the full agenda —send it a day or more ahead (Give your manager time and space to prepare)
  2. When you are asking your manager to communicate something (an email to the team, a reference letter, etc。), draft it for him or her (Editing is much easier than creating)
  3. Do a start-stop-continue analysis once a year on all of your key activities (Make yourself as efficient as possible—that’s your responsibility as much as your manager’s)
  4. Own your own development plan and check in on it at least quarterly (Those who own their own career paths progress more quickly down them)
  5. Read a relevant business book and ask your manager to discuss insights with you (Staying current in your field—books, articles, blog posts, videos, mentors, lectures—is key in a learning organization)
  6. Dress for success–even casual can be neat and “client ready” (Your presence has an impact on those around you. There’s no reason anyone should ever have to comment on your clothes, your hair, or any aspect of your personal hygiene)
  7. Respond to every email within a day, even if it’s to say you will respond longer form later
  8. End every meaningful interaction by asking for informal feedback on how you’re doing and what else you can be doing (Again, part of being in a learning organization or taking more tasks on is always a sign that you are ready for more responsibility)
  9. Do something that’s not required but that you feel is a best practice (This shows you’re on top of your game.One example:I send the Board a summary, the details, and the trending of all of my expenses every year.I don’t have to, but enough CEOs out there have high expense problems that I decided it’s a good practice.They all LOVE it)
  10. Show up for every check-in with your manager with a list of all staff issues and highlights (You need to bubble things up, both good and bad, so your manager is on top of his or her overall team and (a) is never surprised by events, (b) knows how best to handle skip-level communications, and (c) can think more broadly about resource deployment across the organization) 


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