How many months until your company’s next performance review starts?

Wrong. It’s already started.

Performance review scores aren’t decided during a quick, four-week process in the middle of the year. They happen gradually, then suddenly.

Months before the official review process even begins, your company is already allocating budgets for pay rises and promotions. This sets the stage for what’s possible during review season.

At the same time, your manager starts paying closer attention — watching who’s consistently delivering value, who’s coasting, and who’s going above and beyond.

By the time the review process officially kicks off, most of the critical decisions are already made.

Your manager doesn’t work in isolation either. They’ll discuss your rating with other managers to validate their perspective. This group discussion can make or break your score. Managers naturally advocate for their own people and will only support others who’ve made their lives easier or proven their value across the organisation.

Gradually, then suddenly

Your performance, results, and reputation build over time — project by project, meeting by meeting, interaction by interaction. Then, in one final moment, those impressions are locked in, and your score is set.

By the time you sit down with your manager for the review discussion, your fate is sealed.

If your plan is to charm your way to a better score, a bigger pay rise, or a promotion with pleas or a lengthy, compelling document, you’ll likely be disappointed. It’s already too late.

So, how do you ensure you’re at the top when it matters most?

Start wow

Here are six actionable steps to set yourself up for success:

1. Focus on the work that matters

Make sure your efforts align with the company’s priorities. Deliver results that directly contribute to the organisation’s goals.

2. Keep your manager in the loop

Be transparent about your career goals — whether it’s aiming for a higher score, a pay rise, or a promotion. Make sure they know what you’re working on and why.

3. Prove your impact

Consistently show how your work goes above and beyond your current responsibilities. Document key wins and outcomes so they’re easy to share when needed.

4. Ask how you can help

Take the initiative to ask your manager how you can support their goals. When you align with their priorities, you demonstrate teamwork and strategic thinking.

5. Build your reputation

Forge strong relationships with other teams and managers. Their opinions could influence your rating during cross-team discussions.

6. Level up

Study the expectations for the next step in your career ladder. Where possible, start operating at that level now to show you’re ready for more responsibility.

Performance reviews are earned over time

Performance reviews aren’t about what happens in the room. They’re about everything you’ve done in the months leading up to it. Long-term consistency — not last-minute efforts — wins the day.

By focusing on meaningful work, proving your value, and building a strong reputation, you set yourself up for the best possible outcome.

If you’re looking for insider insights into career progression, check out my book, Earn More, Move Up. Written from the perspective of a leader who understands how things work behind the scenes, it’s packed with practical advice to help you advance your career, earn more money, and secure that well-deserved promotion.

In this article I’ll tell you how to pass a coding test. I’ve been the interviewer in hundreds or thousands of these, and I know what does and doesn’t work.

Firstly, keep calm. The interviewers want to see that 1) you know what you’re doing, 2) you know what to do, and 3) you know how to behave. It doesn’t help you if you are flustered, stressed, or arrogant.

The challenge will likely sound super complex at the start, but if you dig a bit you’ll find it is way simpler than you expect. Good interviewers are not trying to trip you up. They want to give you the opportunity to show what you can do. These steps will walk you through this process.

Practice, practice, practice

Well before any interviews, practice spinning up a new project (npm init, npx create-react-app, or what ever works for your language of choice) ten times a day, so it is second nature, even (especially?) if you are a senior engineer. You should not rely on reference sites for these basic instructions during the test.

You will give interviewers great confidence if you can spin up a bare environment (with a testing framework) as if it’s second nature. My heart sinks when I see a developer flap about at this stage, and no matter how good the eventual result, I am left with doubts. This is the easiest part of the test to get right, and — equally — the easiest to get wrong.

Do not come armed with a template

Always start from a blank sheet (see practice above). Once you know what you have to build, spin up a bare environment quickly and proficiently, ready to start work. Do this, fuss free, in front of the interviewers.

Any template you prepare will not match the test’s requirements. It will just distract you. You will waste time and look incompetent trying to make it fit. It shows you don’t know the basics and is a red flag.

Think out loud

Express your thoughts throughout the interview to show the interviewers your approach. It’s okay to correct yourself, change your mind, or express doubts. This is way better than silence. The interviewers will want to see if they can work with you and grow you.

Validate and verify by asking questions

The challenge will often be deliberately vague or obscure. This is the first part of the test. You must not make any assumptions. You should admit you don’t understand the requirement, ask them to repeat it, and ask lots of questions.

Make notes

As you ask questions, make a bullet list of the requirements. Share the notes on screen so the interviewers can see how you organise yourself. Make each bullet point pertinent to a part of the requirements; you are effectively writing a specification. Keep it simple. Validate your assumptions and adapt. Do not build what the interviewers don’t need.

Confirm the scope

Ask if your notes capture the requirement. Refine until you all agree they are complete and correct. Then, summarise out loud in plain language.

Explain how you will test your code

Review your bullet points and explain how you will verify how your code will meet each part of the requirements. Maximum bonus points for writing pseudo code tests, even if you don’t believe in TDD. Whether you like it or not, TDD (or something similar) is perfect for passing a coding test as it proves you have delivered what’s needed. Build the right thing, and build the thing right.

Ask if you can use Google

This is not a memory test, so looking things up on reference sites should be okay as that’s how developers work. However, ensure you are not looking up basic things you ought to know, and refrain from copying and pasting from StackOverflow.

I’d avoid relying on ChatGPT. All that shows is you know how to use that service. It doesn’t really prove that you understand the fundamentals of your craft. Save AI for when you’re on the job.

Start a test watch

Do whatever your coding language needs to start automatically running tests as you code (Jest watchAll or similar).

Write some tests

Write the tests you outlined above. They will all fail as there is no code, but that’s fine. See TDD above.

Write some simple code

Finally, write some code that delivers the requirements. If you’ve followed the steps above, you’ll be surprised how little code you need to write. The test is less about writing code than it is how you work.

If your test involves front end work, use a CSS framework to make it look presentable, but focus more on functionality. Keep presentation tweaks to a minimum. Of course, if the test is about your design skills, lean into it more. The point is, don’t overwork style and presentation at the expense of delivering what the interviewers are looking for from you.

Moving forward quickly and simply is best. If you want complexity, get there in small steps. Show lots of working code and avoid rabbit holes.

It’s way better to build something small and simple that works than to go for perfect but broken. Move forward, get your tests to pass, then add a bit more complexity. Rinse and repeat. Get to the point where if you stopped coding now, it works, even if you haven’t delivered the full scope.

Stop coding when the tests pass

This is just a coding test, so stop writing code as soon as all the tests pass. Confirm to the interviewers how your code meets the requirements. Show you understand the code you have written. Say how you might improve it. Avoid overly finessing your code. See ‘adding complexity’ below.

Be humble

There will be things you don’t know or can’t do. Don’t pretend you do, and don’t assume you know everything. Interviewers smell BS and don’t want to hire jerks.

If the interviewers ask how you would do something and you don’t know the answer, say so. I suggest something like, ‘I haven’t done that before, so I wouldn’t be able to do it in this interview. However, what I think I would try is…’ and then think out loud. This shows honesty, humility, and creative thinking.

Respond positively to feedback and challenges

Throughout the interview, the interviewers will ask about your approach and look for alternate methods. They will interrupt you and challenge your work. Sometimes, it’s okay to back yourself, but often, it’s best to walk with them as they have seen something you can improve. They are watching your approach and openness to feedback. Listen and ask clarifying questions first. Be ready to change your approach.

Expect more complexity

When you think you are done, the interviewers will likely increase complexity to see how you can adapt your code before either the time runs out or you’ve reached your level of expertise. Sometimes, your chances of landing the job at the right level depend on how far they can take you in the test. Therefore it is important to get to fully working code as quickly as possible to allow the interviewers time to stretch you some more.

Respond well to questions and feedback

Everything above shows the interviewers that you can understand requirements and know what you’re doing. The most important part is how you behave as this gives insight into how easy you are to manage and how well you’ll work in a team. You’ll show this by listening, asking good questions, accepting challenges on your approach, being flexible, humility, admitting what you don’t know, and being open to feedback.

Red flags

You will fail the whole test if you start to code before understanding the requirement or if you are silent, waste time looking up basics online, take too long to get into the meat of the test, refer to StackOverflow too much, design something that’s overly complex, hesitate too long, do not deliver working code, obsess on style over substance, or do not ask enough questions. These show inexperience.

Being overly defensive of your approach or inflexible are traits of brilliant jerks, and they never last long.

I’ve seen people break all these rules and still deliver perfect, working code that meets the requirements. This doesn’t really impress me. If they don’t ask lots of questions about the requirement, zoom straight into complex code, and somehow deliver what we need, I’m left scratching my head. Was that luck? How does that translate into daily working life? Did they already know what the challenge was?

Always remember that how you work and interact with the interviewers is every bit as important as the results you deliver in the test.

Good luck!

How to Pass a Coding Test was originally published in Natural Leadership on Medium, where people are continuing the conversation by highlighting and responding to this story.

Profits

First, let’s address ‘Profits’, a subject that can sometimes spark debate.

Every company must eventually stand independently and become self-sufficient by generating profits. This not only keeps shareholders happy but also ensures the company’s survival.

Even businesses fuelled by investment capital eventually face a day of reckoning when the investment flow slows. They must look inward and ask a critical question: ‘Can we cover all our costs with the money we make?’ When the answer is ‘No’, it brings fundamental business practices into sharp focus, often leading to efficiency measures (commonly known as ‘layoffs’). At the very least, striving for profitability extends the company’s runway with available resources.

A value-centric business, often supported by investors, typically strives to catch the eye of potential buyers. Most prospective purchasers are searching for a profitable company (or one with a substantial profit potential).

Consequently, focusing on operational excellence and working towards profitability is essential.

People

The yin to profit’s yang is ‘People’. The very definition of a company is something like ‘a group of people working towards a common aim’. People form the lifeblood of any business.

In simple terms, people perform the work that generates profits, and those profits, in turn, provide for the workforce’s well-being. Hence, there’s an inherent link between the two, and an undue emphasis on one often affects the other.

A company cannot amass substantial profits while neglecting its people, and the people must obsess over actions that support the business’s success. An unsuccessful company cannot sustain its workforce.

Daily decisions

Here’s where your role as a manager becomes pivotal. You make daily decisions that maintain this delicate balance by:

1. Cultivating a nurturing culture where the welfare of your people is a top priority. This involves recruiting exceptional talent, fostering growth, and addressing performance issues when necessary.
2. Helping your teams focus on activities that offer the most value to customers. This drives revenue for the company and contributes to its financial prosperity. You do this by helping your teams make decisions that prioritise crucial activities most aligned with business objectives.

Profit-making is not at odds with the well-being of your team; these are not opposing forces. It’s in everyone’s interest to help the business thrive. Striking the right balance may pose a challenge, but it’s essential. The more successful the company becomes, the better it can reward its employees with higher pay, bonuses, promotions, and other benefits. The opposite is also true.

Keeping these two intertwined aspects front and centre when managing your teams is helpful, and encouraging an honest, open dialogue helps them make the most informed choices.

Your Role as a Manager: Balancing People &Profits was originally published in Natural Leadership on Medium, where people are continuing the conversation by highlighting and responding to this story.

In times when you find yourself between jobs, the excuse of being ‘too busy at work’ melts away. This is your time to seize control, nurture yourself, and finally tackle those things you’ve been putting off. I’ve walked this path, and I’m here to inspire you into action.

Sing and dance

Let’s kick things off with a dose of musical therapy. Create a playlist filled with your all-time favourite tunes. These aren’t the ones you quite like or even ‘love’; these are the songs that make you belt out lyrics in the car or (dad) dance in your living room when no one’s watching. Play it loud: on a road trip, strutting down the street, or discoing down the supermarket aisles. Some of the songs on my list are embarrassing, but I don’t care when I’m on the tube, and no one can hear them. This is a party for one with no apologies or concessions, and it makes me feel fantastic. Here’s my list (judging not allowed).

Listen, read, and learn

Now you have a moment to breathe, dive into a sea of knowledge and inspiration. For example, listen to podcasts like “The Diary of a CEO” with Steven Bartlett. He has fantastic guests who all bring incredible insights and learnings into success, mental health, diet, fitness, and many other topics. He asks excellent questions, and demonstrates vulnerability and an appetite to learn. Each one is around an hour and a half, and he releases roughly two per week. I usually never get time to listen to them; now I’m a fan (they’ve changed my school runs, for example). They are on YouTube as well as your favourite podcast service. Great episodes to start with are Jimmy Carr (he will surprise you), Melisa Peer, and Dr Tara Swart.

Walk in nature

Exposure to nature will rejuvenate and re-energise you. Instead of being tethered to your computer, grab your coat and hat and venture outside. Even the most reluctant of adventurers (yes, including the kids) will find it hard to resist the allure of nature once they’re out there. Whether it’s climbing a tree, rolling in long grass, kicking a ball, or simply strolling, nature has a way of captivating and invigorating us. Look up to the sky, listen to the birds, and breathe the fresh air. If you don’t have green spaces nearby, visit a new part of your city and discover something you haven’t noticed before.

Cook and eat

Homemade meals aren’t just healthier and cheaper; they’re an opportunity to reconnect with the joy of cooking. Resist the siren call of fast food and turn your attention to greens, vegetables, fruit, and freshness. Your gut, waist, energy levels, sleep patterns, and wallet will express gratitude. And it’s fun.

Sleep

Remember the sage advice from your grandmother: “An hour of sleep before midnight is worth two after.” Embrace this wisdom by going to bed early. Tomorrow starts tonight. Form a routine and stick to a regular, early bedtime. Seven or eight hours of quality sleep pave the way for a productive day. And if you need an extra energy boost, grab a power nap (that’s one of my superpowers).

Think and write

With time on your side, it’s the perfect moment to explore your creative side. Let your thoughts flow onto the page, whether it’s penning articles, personal reflections, or even that novel idea you’ve been harbouring for years. It’s a cathartic experience, and writing can be profoundly satisfying even if no one else reads it. You’d be surprised how much you have to say once you start. And when you put it out there, others might read it and get something from it. When you get a like or share, it boosts you. I’m writing a comedy novel about a restaurant, a book on leadership, and an engineering blueprint.

Exercise

I am full of good intent when it comes to exercise, but I tell myself there’s no gaps in my schedule to get it done. Now, there’s no more room for excuses. A short daily exercise routine can work wonders for your physical and mental well-being. Whether it’s sit-ups, press-ups, or a brisk morning run, just ten to fifteen minutes a day can infuse your life with newfound energy and creativity. The most difficult step is starting. You’ll get a strong sense of achievement because ‘you did it’. Get out of bed early or get off the sofa, pull on a t-shirt and shorts, and get it done.

Be a friend, be generous with your time, and show love

Pick up the phone or go to a coffee bar and connect with friends. Listen more than you talk (people will love you for it). Be there for others who could get a lift just because you showed up. Job hunting can be a trying experience, and your compassion can be a beacon of light in someone’s day. If you have a spouse or partner, they are going through this with you. Be kind to them; don’t be a dark sponge soaking up all their energy. Appreciate them and give back. Do chores and pick up slack around the house. Tell those people close to you that you love them. Giving is often more fulfilling than receiving.

Break free from unwanted habits

Now would be a great time to drop those bad habits that deplete your resources and time. Unnecessary spending eats into your runway. When I’m working, I’m all in. I spend all my time in front of a device, working and preparing. That robs my family of my time, and it’s selfish. I’ve stopped that. I get up early (see above), do some work, close the lid, and be present with my family. Things I used to squeeze into my day are now joys: doing the school runs, helping with homework, reading stories, playing, talking, looking into their faces, and building memories. My relationships with them are way better as a result.

Job hunting can be a challenging journey and an opportunity to rediscover yourself. When the corporate grind beckons you once more (and it will), you’ll look back on this time and wish you’d made the most of it. During these moments, rediscover yourself and embrace the chance for self-improvement. Watch yourself emerge stronger and more resilient than ever. Your future self will thank you.

Maximising You and Your Time While Job Hunting was originally published in Natural Leadership on Medium, where people are continuing the conversation by highlighting and responding to this story.

Act 1: Direction — The Art of the Preacher

The first act, direction, is about setting your organisation’s strategy and evangelising it constantly. Your people must know, understand, and believe where you’re heading and — crucially — why you’re going there, or else they won’t be able to make the right decisions and choices, and you’ll end up elsewhere.

Your persona here is that of a preacher, constantly sharing and evangelising the vision.

Set your direction

This is where you define clear goals and craft a compelling narrative around your vision.

• Define clear goals and strategy: Identify your organisation’s mission and long-term objectives. Who are your target customers, and what value do you want to bring them? What do you want to achieve, how will you get there, and how will you know when you’ve arrived?
• Gain everyone’s buy-in: Engage your team in discussions about the strategy. Encourage questions and input, and create a sense of ownership among your team members.

Evangelise the strategy

Once your vision is set, it’s crucial to evangelise it effectively. This involves inspiring your team and ensuring everyone is on the same page.

• Communicate the ‘Why’: Setting goals is not enough; you must communicate the ‘why’ behind them. Explain the purpose and significance of your vision to inspire your team.
• Craft a compelling narrative: A compelling narrative is essential for communication. Tell a story that resonates with your team, making it easier for your teams to remember and embrace the strategy.
• Inspire the team: You are the chief motivator as a leader. Use your passion and conviction to inspire your team. Lead by example, and show that you are committed to the vision.

Act 2: Opportunity — The Skill of the Farmer

In the opportunity act, you focus on building the foundation for success. This includes acquiring and developing the right talent, fostering a diverse workforce, and creating an environment where people can succeed.

Your persona here is that of a farmer, cultivating the right environment and growing people.

Growing the right teams

• Talent acquisition and development: Identify the right individuals who fit your organisation’s culture and mission. Invest in their growth and development through training and mentorship.
• Nurturing a diverse workforce: Embrace diversity and create an inclusive environment. Diverse teams bring unique perspectives, which can lead to innovative solutions.
• Build and shape teams: Build the right teams to deliver the results. Give each team a mission, agree on goals and timelines, and get out of their way. Be prepared to move people around to adapt to changes in priorities or circumstances.

Developing the right people

• Training and skill enhancement: Prioritise ongoing training and skill enhancement. Support your team in acquiring the skills needed to excel in their roles.
• Fostering a growth mindset: Encourage a culture of continuous learning and adaptation. A growth mindset empowers your team to face challenges head-on.

Creating the right environment

• Cultivating a positive workplace culture: Foster an environment where your team feels valued, respected, and motivated. A positive culture contributes to overall success.
• Encouraging innovation and collaboration: Promote innovation and collaboration within your organisation. Encourage your team to share ideas and work together towards common goals.
• Experiment: If you’re not experimenting, you’re just delivering dead certs. If you’re not failing, you’re not growing. Your competitors will overtake you. Support and celebrate failure, learning, and advancement.

Building and improving processes

• Streamlining operations: Continually assess and refine your processes. Eliminate inefficiencies to ensure smooth operations.
• Make decisions easy: Allocate budgets and sign off limits, give people the power to make decisions, and reduce the need for centralised processes that block and impede your people.
• Continuous improvement initiatives: Develop a culture of constant improvement. Regularly review procedures and seek innovative solutions to enhance efficiency.
• Reduce friction: Remove all the sand from the machine so your people can move at pace.

Act 3: Trust — The Craft of the Shepherd

The trust act is all about entrusting your team to deliver. It involves avoiding micro-management and relying on the expertise of your team.

Your persona here is that of a shepherd, guiding your people to success.

Trusting your people

• Delegation and empowerment: Delegate responsibilities and empower your team to make decisions. Trust their abilities and provide them with autonomy.
• Relying on expertise: Acknowledge the expertise of your team members. Let them lead in their areas of strength. Do not try to be the all-knowing super expert. Trust your people.

Avoiding micro-management

• Giving space for autonomy: Balance your oversight by allowing your team to hit their goals. Avoid unnecessary intervention.
• Balancing oversight and freedom: Strive for the right balance between monitoring performance and allowing your team to work independently.

Monitoring performance

• Setting clear expectations: Ensure your team understands their roles and performance expectations. Clear communication is essential.
• Measuring through metrics: Implement OKRs, KPIs, or other relevant metrics to track performance. Use these metrics to assess progress and make informed decisions. Ensure your team know, track, and report them. Make them empowering and motivational, not legislative and controlling.

Intervening when necessary

• Course correction and guidance: Provide constructive guidance rather than criticism when issues arise. Course correction is an opportunity for growth.
• Conflict resolution and problem-solving: Resolve conflicts promptly and collaboratively. Encourage your team to be part of the solution.
• Decision-making: Help your team make good decisions. Create autonomy backed up by processes when they get stuck.

The leadership loop: A continuous process

Recognise that these three acts are interconnected and require continuous adaptation. Feedback and iteration are essential for refining your leadership skills.

Becoming a great leader is a journey marked by the ability to navigate the three critical acts: Direction, Opportunity, and Trust. By following these actionable steps and embracing the roles of a preacher, farmer, and shepherd, you can excel in your leadership role and leave a lasting impact on your organisation and team. Start your journey today and watch your leadership skills evolve into a force for positive change.

The Three Great Acts of Leadership was originally published in Natural Leadership on Medium, where people are continuing the conversation by highlighting and responding to this story.

Whether deciding the right way to develop a product, choosing between suppliers, or charting the course for your company’s future, decision-making is an ever-present force.

Common frameworks like RAPID can be confusing in practice. RAPID, in particular, emphasises people’s roles in decision-making, leading to questions like “Am I the person who agrees, or am I the person who provides input? Can I do both?”

I prefer a framework focusing on the process and the outcome, so I propose a new model: SPADE. While assigning roles remains essential, SPADE optimises the pursuit of the right decision and the journey toward action.

📍 S — Situation

Every decision begins with understanding the situation. In the ‘Situation’ phase, you delve into the why, the context, the options immediately visible, and potential implications. During this exercise, you can decide whether you can make a quick decision or a more thorough process is warranted.

Actionable steps for the ‘Situation’ phase

• Context analysis: Gather all relevant information to understand the situation entirely.
• Evaluate the immediate options: Identify the options available and the consequences associated with each.
• Decision type: Determine whether the decision warrants a quick response or a more in-depth exploration. Is this decision reversible (in which case, act fast) or more permanent (in which case, do more thinking)?

👉🏻 P — Propose

Having a grasp of the situation, it’s time to ‘Propose.’ This phase involves documenting the decision’s objective, suggesting potential solutions, and disclosing your preferred choice.

Actionable steps for the ‘Propose’ phase

• Define objectives: Clearly state what you aim to achieve with this decision.
• Describe impact: Describe why this decision is important, and the impact of making a decision (even if the decision is to do nothing).
• Suggest options: Offer various solutions to address the situation effectively. List out each option’s pros, cons, risks, and opportunities. Help other people understand the impact so they can help with the decision.
• Express your preference: Indicate your preferred choice among the proposed options. Even if you eventually choose another option, it helps to lead with a recommendation.

🧭 A — Align

Now that you’ve made your proposal, seeking alignment with stakeholders is essential. The ‘Align’ phase is about sharing your proposal, gathering feedback, refining your decision, and finessing the pros and cons of each option. You can proceed to the ‘Decide’ phase if there’s a clear winner. If not, focus on the top two or three options.

Actionable steps for the ‘Align’ phase

• Stakeholder collaboration: Share your proposal with all relevant parties and request their input.
• Refinement: Use feedback to refine your proposal and make it even more effective.
• Comparative analysis: Document the advantages and disadvantages of each option to facilitate the decision-making process.
• Understand secondary impacts: Learn how a decision impacts other teams or individuals.

👍🏻 D — Decide

The ‘Decide’ phase’s heart of decision-making involves convening a meeting, discussing, and making the final decision. Revisit earlier stages if you cannot decide or if new information emerges. Ensure the outcome is well-documented, assign responsibilities, and set clear deadlines.

Actionable steps for the ‘Decide’ phase

• Collaborative decision: Gather the relevant parties for discussion and decision-making.
• Outcome documentation: Record the decision and its details, including responsibilities and deadlines.
• Flexibility: Be prepared to revisit the earlier phases if circumstances change or more information becomes available.

⛹🏻‍♀️ E — Execute

You’ve decided, and now it’s time to ‘Execute.’ This phase involves putting the chosen plan into action, monitoring progress, and adapting as necessary. Maintain transparency by updating the decision log, which can serve as a reference for future decisions and foster accountability.

Actionable steps for the ‘Execute’ phase

• Implementation: Execute the chosen plan as efficiently as possible.
• Progress monitoring: Continuously monitor the progress to ensure it aligns with the desired outcome.
• Learn and adapt: Be prepared to adapt your path if you learn something new. If it becomes clear you made the wrong decision, be prepared to pivot. The outcome is more important than the decision.
• Decision log update: Maintain an up-to-date decision log for transparency and future reference.

The SPADE framework simplifies the process of making the right decision. By focusing on Situation, Proposal, Alignment, Decision, and Execution, you’ll streamline your decision-making process, fostering clarity, transparency, and accountability.

How To Make Decisions That Stick was originally published in Natural Leadership on Medium, where people are continuing the conversation by highlighting and responding to this story.

Are you ready to nail your next job interview and land that dream position? Let’s dive straight into some no-nonsense tips to make sure you leave a lasting impression. They are based partly on conducting thousands of interviews as a hirer and from a much smaller set of interviews as a candidate.

1: Prepare like a pro

Research the company, its people, and the role. Ask the recruiter as many questions as possible before you get into an interview. Find out the company values; the interviewers will assess how well you reflect them. Your research will set you apart.

2: Show enthusiasm

Approach each interview with genuine interest, even if it’s not your top choice.

3: Be authentic and genuine

Be true to yourself, but tailor your approach to the role. Showcase your relevant background and skills.

4: Remember your value

Good people are hard to find. Stay confident but not overly so. Arrogance is unpleasant.

5: Show positivity

Use positive body language, smile, and use eye contact. Focus on solutions rather than dwelling on challenges.

6: Learn your elevator pitch

Craft a concise, 20–30 second summary of your career. As an interviewer, my heart sinks when I realise the candidate is about to walk me through every job they ever had. Frankly, what you did three jobs ago is largely irrelevant now and you and your life story are way less interesting than you think (sorry/not sorry). Fly through your career at a super high level, end at the present, and touch on what you hope to do next. The interviewer can always ask for more details. Use something like this: “I started as a front-end javascript developer, moved into a senior role at Acme & Co., and now I am a senior full-stack engineer at Bloggs. My next step is to be a staff engineer where I can influence the technical roadmap more.” Be open about why you are looking; they will ask you.

7: Listen, a lot

It’s a weird piece of psychology that the more the other person talks, the more they will like you. Don’t interrupt.

8: Qualify questions

Ensure you understand a question before answering. Ask the interviewer to rephrase or clarify if needed. Don’t do this with every question, of course.

9: Think

Take a moment to organise your thoughts and structure your answer before responding. What is the interviewer looking for, and how can you demonstrate experience or aptitude to satisfy it?

10: Teamtalk

Use ‘we’ as much as ‘I’. Although an interview is an opportunity to showcase what you are capable of, it’s off-putting when someone doesn’t reflect on their team collaborations or recognise the contributions their team makes.

11: Bluffing is THE cardinal sin

If you don’t know, say so. If you don’t have any experience with what the interviewer is asking you about, be honest. Tip: “I haven’t faced that before, but if I did, I think I’d handle it like this…”

12: Remove weak words from your dialogue

Remove fillers like “like”, “erm”, and “just” from your dialogue.

13: Be clear and brief

Stick to the point, avoid long monologues, and don’t ramble. Ask, “Did that answer your question?”

14: Use the STAR technique

The STAR technique is a widely used and very efficient template for answering questions. Some interviewers will expect you to use it, even if they don’t tell you. Your answers will be much more powerful if you use it. STAR stands for Situation, Tasks, Activities, and Results. Here’s an example: “Our system kept going down (situation), so my manager asked me to resolve it (task). I investigated the causes and fixed a bug (activities). As a result, the system stayed stable, and our customer satisfaction went up (result).”

15: Stay relevant

Use specific examples to connect experiences and skills with the role.

16: Acknowledge your weaknesses

Sometimes, a weakness in one dimension represents a strength in another. For example, people are often very good at hard technical matters or have excellent soft and people skills; it’s rare to have both. If you have a weakness in something the interviewers ask you about, face it head-on and show how you’re improving. For example, “I have to work really hard at being organised, so I work my to-do list to death. That way, I get everything done on time.”

17: Emphasise your soft skills

Highlight communication, teamwork, adaptability, and how your values and work style align with the company’s culture and values.

18: Ask thoughtful questions

I’m often surprised when a candidate tells me they don’t have any questions. You’ll likely find the interview process will answer many of them, but it’s worth having some in front of you to avoid freezing up. You can build a standard list to use in every process. If you really don’t have any, say, “I did have some questions, but you’ve already covered them off, thank you. So I’m OK for now.” Your questions should be to learn more about the company, the role, and what success in the role looks like. Ask what you could achieve for the company in one to three years. Avoid self-centred questions about salaries, holiday allowances, and benefits; they come later when you negotiate an offer.

19: Manage time

Keep track of interview time (even for the interviewers). “I see we are nearing the end of the interview now, so I’ll be brief.” I always have a clock on my screen or near the eye line of my camera so I can keep a discrete watch on time.

20: Don’t ask for immediate feedback

Allow interviewers time to confer and reflect. Finish the interview by thanking the interviewers for their time and leave it at that.

21: You are interviewing too

Ensure you like the company, are a good fit for the role, and will be able to succeed in it. Check the company’s values and observe how well the interviewers reflect them. If you have non-negotiables (like remote working), ensure you ask about their expectations.

22: Don’t be desperate

Interviews can create anxiety and tension, but desperation will affect your performance and put the interviewers off. No matter how much you want the job, show enthusiasm but stay composed. Companies value candidates who remain calm under pressure. Do your best to relax.

Remember, although the focus is on the company interviewing you, you’re also assessing if the company fits you. Stay confident, stay authentic, and ace that interview!

Whether you are reporting upwards about a problem or have people informing you about them, there is a progressive scale of maturity and efficiency about how to escalate it correctly.

Level 0: Ignoring or hiding a problem.

Fears being held responsible and hopes the problem will go away or hopes someone else will deal with it.

Level 1: “Hey — there’s a problem.”

Identifies and raises a problem but hasn’t thought about how to solve it.

Level 2: “Hey — there’s a problem, and here are some solutions. Which one shall I pick?”

Identifies a problem and has thought about a few solutions. Seeks approval before executing.

Level 3: “Hey — there’s a problem. Here are a few ideas for solving it. I recommend option B. What do you think?”

Identifies a problem, has thought about a few solutions, recommends one and asks for advice.

Level 4: “Hey — there’s a problem. There are a few ways to solve it, and here’s what we’re doing about it.”

Identifies a problem, has thought through a few solutions, has a picked one and is executing.

Level 5: “Hey — there was a problem. Here’s how we solved it.”

Identifies a problem, picks a solution and executes. Problem solved.

The higher up the levels you go, the better.

Don’t do number 0.

Six steps to better problem escalation was originally published in Natural Leadership on Medium, where people are continuing the conversation by highlighting and responding to this story.

I was recently pretty unwell for nearly three weeks. Everything points to it being Coronavirus but with no access to testing my doctor and I can only guess.

It started as a minor cold

About four weeks ago, I felt a cold coming on (it was a Wednesday). Nothing major; just a slight runny nose and a mild scratchy sore throat. That evening, I began to feel quite unwell and spent the next day in bed. I was fatigued and achy, but still thought it was just a cold or mild flu. It was my first sick day in nearly five years.

I told my HR department that I would self isolate, just in case it was Coronavirus (this was before any sort of lockdown had started). In any case, I didn’t want people giving me evil looks on my commutes.

I levelled out

My symptoms stayed reasonably static, and by Sunday, I thought I should get back to some normality. I pushed myself into a 5k run on Sunday afternoon, thinking that would help shake things off. It was pretty slow because I felt quite sluggish.

I carried on as normal

I worked from home from Monday, although I was very aware that I was contributing nothing. I couldn’t focus, I had very little energy, and my body was achy. I had a cracking headache and had developed a raspy dry, painful cough. I was drinking water like a champion, especially at night when I had such a dry mouth because I couldn’t breathe through my stuffed up nose. I was getting through three pints a night and was still parched.

I carried on working (sort of) and joined an online training course on Thursday. About an hour into it, I closed my laptop and fell into a deep, deep sleep. My lungs and windpipe were beginning to feel very sore, burning. I surfaced again on Friday and went back to pretending to work.

It wasn’t the virus, was it?

I don’t like being unwell and always try to shrug it off. It also didn’t feel like Coronavirus because — while I had many of the symptoms — I didn’t have a persistent fever. I certainly didn’t feel like I was in danger of needing hospital treatment. I felt like a fraud by even thinking that I might have it. So I was convinced it wasn’t the virus.

Lethargy and collapse

By Saturday, I more or less collapsed. I spent four or five days sleeping solidly. Every sinew and joint in my body ached. My head was pounding. All my food seemed “brown and bland” (I later realised that my senses of smell and taste had gone). My chest and airways were burning. It felt like my lungs were full of vapours, and I was coughing 24x7. Any effort or exertion left me gasping for breath. I stayed in bed or wrapped up on the sofa all the time.

Confirmed, sort of

My wife was pretty concerned and arranged a phone consultation with my doctor. I went through the symptoms with her, and she was sure it was, indeed, Coronavirus. But with no community testing available, she could only be “fairly sure”, and it was “most likely Coronavirus”.

Another week

Later the next week, I had not improved much. I called the NHS 111 Coronavirus hotline. It was a bizarre call. It was apparent that they were trying to find those people in genuine need of medical support, which I was not. I understand that approach. Their criteria were that you need to be demonstrating the right symptoms and be so incapacitated that you can’t watch TV or use a phone. Like my doctor, they could not say whether or not I had the virus.

I need to know

It took nearly three weeks to get back to feeling mostly normal again, although — four weeks later — I still have the remnants of the cough.

I don’t know if I had the virus or not. Am I now immune? Was it the flu and I am still susceptible to Coronavirus? Are my family at risk? Knowing wouldn’t change my behaviour. We’ve been on full lockdown for nearly three weeks now, and I wouldn’t break social distancing. But at some point, some people will be invited to resume some sense of normality. I don’t know if I’d be in that group or not.

If it was Coronavirus, I am not part of the statistics. So we’ll never know how many people it has affected.

It seems to affect people differently

Directly or indirectly, I know of several people who have probably had the virus but can’t be sure because testing was not available. There are common symptoms between them but some symptoms are stronger in some people than others.

Some of my colleagues displayed similar symptoms about ten days after I last saw them; another factor that indicated I had spread it to them.

This is serious stuff

I don’t know if I had Coronavirus or not. I certainly wasn’t sick enough that I needed anything more than self-care. It was pretty unpleasant though and I can see that it would push some vulnerable people into a bad situation.

It now seems that people, in general, see how bad this pandemic is, and they are behaving appropriately. If you are not convinced, take it from me; it’s horrible. Observe the lockdown, keep yourself healthy and protect those around you.