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3 ways to impress your boss after getting a promotion

Continuing to move up the corporate ladder isn’t the easiest thing to do. Here’s what to do after getting a promotion.

Get comfortable expanding your horizons

You might as well get used to it.

Celine Tarrant, founder of Smart Girls Sweat and co-founder of editorial platform femBA, writes in The Muse about what to do after landing a promotion (in approximately the first 90 days). One of her tips is to “look for opportunities outside of your immediate role.”

“A great way to differentiate yourself in your new role is to brainstorm new opportunities. For example, if you’ve recently been promoted to account manager working on an established account, share suggestions you have for attracting new business,” she writes. “Pitch your ideas to your manager and offer to lead new initiatives. Since the idea falls outside the scope of your job description, you’ll get brownie points for going the extra mile. It’s a surefire way to get noticed as someone who thinks creatively.”

She later writes about how if you try to drastically disrupt the status quo, you might encounter roadblocks and that “you’ll need to exercise your best judgment to decide how much you can rock the boat without stepping on too many toes” within the 90-day time period.

Figure out where you stand

Don’t forget to do this early on.

Kevin Eikenberry, Chief Potential Officer of The Kevin Eikenberry Groupm leadership expert and co-author of From Bud to Boss – Secrets to a Successful Transition to Remarkable Leadership and more, writes on his blog that after getting a promotion, you need to “get clear expectations.

“First thing you need to do is really understand your role. What do you expect of yourself, what does the organization expect of you, and what does your new boss expect of you? These expectations form the basis for your success. A misunderstanding or misalignment of expectations is the fastest way to frustration and failure.”

Be a keen observer

You might just save yourself a lot of time and effort.

Amy Jen Su, coauthor of Own the Room and managing partner and co-founder of Paravis Partners, tells the Harvard Business Review about this.

“Any time you onboard into a group dynamic, it’s wise to spend time getting the lay of the land. Understand how the team operates, how communication flows, how decisions get made, and where people’s hot buttons lie,” she told the site.

She later adds, “you eventually want to go from learner to contributor to leader.”

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