Here's how you can tap into your boss's expertise and knowledge to boost your professional growth.

Take ownership of the company and provide solutions that have an impact on the bottom line. You are more than someone collecting a paycheck--take ownership of the company and provide value through greater efficiency, innovation, and customer service.

I would like to add up that Try to think of possible solutions for problems before bringing them up with your supervisor. Ask for their feedback after presenting your ideas. This demonstrates your initiative and willingness to learn while simultaneously utilizing their experience to improve your strategy. Participate actively in performance evaluations. Talk about your professional goals during this period, get help on how to reach them, and get useful tips on how to perform better.

Your boss has a lot of experience you don't, that's why they're your boss. But seeking advice from them should be done carefully, because in taking their advice you're deciding to become more like them. You need to ask yourself, "what parts of my boss do I want to be like? What parts of my boss do I want to avoid being like?". This way you learn twice as much as just getting a question answered: you learn how your boss would solve a problem, and you learn by developing your professional judgement.

Beneficiar da experiência do seu chefe pode ser feito de várias maneiras, como buscar conselhos sobre questões ou projetos específicos e através de outros exemplos, como o shadowing para aprender mais sobre sua abordagem de planejamento estratégico. Peça para observar seu trabalho para obter insights sobre seu processo de tomada de decisão e estilo de liderança. Além disso, envolva seu chefe em seus projetos e convide-o a participar de reuniões importantes do projeto ou sessões de brainstorming, a fim de que ele possa, por sua vez, dar feedback sobre quaisquer questões que ele sinta que você possa ter omitido ou, de fato, precise repensar.

Évitez la fausse pudeur, je ne vais pas déranger, je fais comme si je connais le sujet, alors que l'apparence est trompeuse. 1) Ciblez là où vous voulez y arriver. 2) Cernez vos points faibles. 3) Faites la liste de ce que vous voulez avoir comme informations auprès du sachant pratiquant. 4) Mettez en place la séquence du fonctionnement de ce que vous voulez réaliser (2 à 3 scenarii). 5) Faites le point de ce que vous avez pondu avec le sachant pratiquant pour l'ultime conseil. 6) L'intelligence artificielle ne peut pas tout faire des détails d'une problématique de terrain. 7) Concrétisez, testez vos idées. Si cela est Ok ou Ko. Re-testez pour trouver le vrai Ok, avec une validation de votre système qui marche en pré-production, production.

I think we've all been flies on the wall for our fair share of meetings. And I, for one, have cringed, winced, and ooh'd at a colleague's corporate misstep from not effectively reading the virtual room. But the most consistently impressive meeting behavior I've seen comes from a leader that remains stoic. She steers the conversation by what she doesn't say, letting each faux pas slide off her like a nonstick pan. There's something elegant about not taking the mistakes of others personally, and this leader remains in the good graces of others by demonstrating this day after day. I've observed that this leader's strength is as much in what she does as in what she doesn't do.

How many times do you talk to your boss in a day? How about your boss's boss? And how many times a day do you think they talk about you? If you want to increase all those numbers, start the conversation. Ping, message, call, or invite yourself over under the auspices of a check-in or catch-up. "Out of sight, out of mind" applies in the workplace too, so be seen and heard. This is an area you have a lot of control over, don't waste it!

My boss recently asked me for my most frustrating work experience in the last two weeks. I didn't mince words, I told him it was a directive from leadership that subverted my work for the last week and a half. There wasn't anything my boss could do about it other than agree, "Yeah, that sucks." Not every challenge has to yield actionable results. Here, we just bonded over the normal frustrations of day-to-day business. And our trust grew because of it.

My boss and I both started our roles around the same time, meaning we're gaining confidence at around the same pace. Where we're learning the most is how to work together, operating independently and in synch to achieve our newfound objectives. Collaboration can be tough when you and your leader are still finding your footing, but I've had success by being honest and upfront. Presenting what I think, why I think it, and being open to getting shot down. Like sculpting a statue out of stone, we're breaking down these roles and responsibilities together. And that feels like collaboration.

Ours is an industry of doors and door-knockers. Once you're inside, it seems everybody knows everybody else. If you're like me, you'll have found that building a network of IT professionals takes more time and intentionality than being a professional IT allows. So what is one to do? The most success I've had in expanding my network comes from asking to be included in someone else's network. Do some research on who your boss knows and ask about people that stand out. Curiosity is the first step to expanding a network. Go door-knocking on doors you know will open.

A career in IT professional services is a maze of certifications, promotions, audits, and new technologies. Navigating this maze alone is a Herculean task, so why not ask for a stable hand? Your boss has achieved their success by walking this path. And if they're a leader worth following, they'll help you walk it too. Ask for help. Be open about your aspirations. Take on responsibilities that may or may not pay off. And bring your boss along the way as a bumper, sounding board, and guide for as long as you're in the maze.