It’s very important to be comfortable selling your achievements. When you have the confidence to talk about what you’ve done and the impact that you’ve had then you are able to put yourself at the front of the queue for future opportunities.
I’ve encountered a lot of people in tech who believe that their achievements should be obvious to others and that recognition should obviously follow. The work should speak for itself.
In an ideal world that may well be true, but in the cut and thrust of modern organisations, this can put you at a significant disadvantage.
This approach will put the responsibility for your advocacy fully into the hands of your manager, which is a risky proposition. The very best managers will work hard to tease out your successes, to formulate them correctly to show the organisational impact and to convert that into fair recognition for your work.
Less good managers, those who are inexperienced, time poor or focused on one of the many urgent fires they need to put out will not do this for you. They might not understand your impact, which is especially likely if they don’t have a similar background. They may have other direct reports they want to spend the time on, or they may just not be great at selling achievements themselves.
So, it’s on you to learn how to effectively sell your achievements in the context of the organisation, to make sure you get the recognition you deserve. As with all skills, it may not come easily to start with, but it’ll get easier with time.
- Practice writing and thinking about your specific contribution. Most significant efforts are team based, but if you catch yourself in “we” mode, then refocus to your work. Rather than “We launched product X”, write about what you did. Did you lead the user research, develop a core part of the solution or setup the working environment for the team? How did that contribute to the overall success.
- Tie it back to the metrics that are important. Launching products is great, but what needle did it move? Think about the “So what?” and get ahead of that question with the impact.
- Make it punchy. If you are selling yourself, then statements around “just doing the bare minimum” are not where you want to be. Pick out highlights.
- Cover the right timeline. Achievements from the last week are probably too small, major efforts from before your last promotion are too far back, they’ll have already been taken into account.
Get ideas on paper, then refine them. The right number of achievements and the scope of them will depend on the organisation, but starting with more and cutting down is a good approach. If you aren’t confident at this point, then spend some time with a trusted colleague and get them to review the list. They’ll probably find some improvements, and also some great suggestions you’ve not already covered!
Now is a great time to discuss the list with your manager. Get their context, add their organisational understanding and have them confirm that they agree with your framing of these achievements. With a starting point, it’s a lot easier to discuss and shape, so this is going to work with any decent line manager. Be prepared to take on feedback and further refine your statements at this point.
Now that you’ve got an agreed and up-to-date list of powerful achievements, these become the basis for selling yourself. You can use them in performance reviews, promotion panels and even your CV. It’s a ready made list for your manager, so it’s going to make their job a lot easier when they are asked to highlight high performers or successful people in their area.
By taking responsibility for highlighting your own successes, you make it much more likely they’ll get the recognition they deserve and you’ll jump up in the list of people who’ll be considered for the next big opportunity.