A reader asks: I'm benched as a first-year consultant — am I going to get fired?
Three weeks isn't the problem. Three quiet weeks is. Here's how to flip the impression your staffing lead is currently building of you.
The column runs on what you send in. If you're stuck on something at work — a 1:1 gone sideways, a comp conversation you can't time, a manager who goes quiet — drop it in the form. The good ones become the next post. No pseudonymous takes on LinkedIn required.
Opens the question form. Takes about sixty seconds.
Three weeks isn't the problem. Three quiet weeks is. Here's how to flip the impression your staffing lead is currently building of you.
Being scared of your skip-level is common and useful in small doses. Here's how to channel it — and what to do when the fear is your manager's problem, not yours.
Camera-on vs. camera-off feels like a small question. It isn't. Here's how to read a team's unspoken norm and match it without losing yourself.
Corporate-finance-to-IB pivots are harder than people say, but more doable than the internet makes them sound. Here's what actually works.
Your assigned onboarding buddy vanishes in week two. More common than anyone admits. Three moves that make the rest of your ramp work without them.
When 'be more proactive' and 'don't make me repeat myself' come from the same manager, the rule you're missing isn't effort — it's signaling.
When your manager isn't giving you feedback, the issue is rarely that they don't have any. They don't know what to give. Three questions that unlock it.
A promotion on your MBA application isn't about the title. It's about the story. Here's how to earn one in the 12 months before you apply.
Conference networking for introverts (and everyone else): the two conversations that matter, and the many you can skip.
Credit theft isn't solved by confrontation or venting. It's solved by changing where credit gets assigned in the first place. Three specific moves.
Being the only non-native speaker on a team is isolating in a specific way. Here's what actually helps — and the moves that look like help but make it worse.
When the deliverable changes three times in a week, the problem usually isn't the deliverable. Here's what's actually happening and how to get ahead of it.
Pushback done badly sounds like an excuse. Pushback done well sounds like a request for a tradeoff. Here's the wording most first-year employees are missing.