Managers Need Organizational Influence

Shaan Puri and Sam Parr share insights on how to become a standout employee within a large company, drawing from their experiences as both employees and founders. They emphasize the importance of strategic communication, personal branding, and focusing on high-impact work.

Key Points:

• Communication and Writing

  • Create an internal newsletter targeting key decision-makers
  • Use clear communication frameworks:
    • McKinsey pyramid principle: Lead with conclusion, then supporting arguments
    • What/Why/So What framework for updates
  • Present work professionally through well-designed documents and presentations
  • Control information flow through well-structured documentation

• Strategic Positioning

  • Work "with" people, not "for" them
    • Frame relationships as partnerships rather than hierarchical
    • Builds higher caliber working relationships
  • Focus on high-impact problems
    • Identify and work on the "A+ problem" that keeps executives up at night
    • Willing to put regular work on pause for critical issues
  • Find and fix "paper cut" problems
    • Small, annoying issues that nobody has addressed
    • Quick wins that boost visibility

• Personal Brand Building

  • Be authentic and remove filters
  • Take calculated risks in communication
  • Acknowledge weaknesses while highlighting strengths
  • Stand out in meetings through storytelling and honesty
  • Be loud about achievements while remaining humble
    • Share progress and learnings, including failures
    • Present work in a way that shows progress

• Building for the Future

  • Create a "Midas List" of top 5 talented people you'd want to work with later
  • Set clear goals for what you want to gain from the experience
  • Build relationships with leadership that could lead to future opportunities
  • Focus on projects that can move the needle at least 5% for the company

• Professional Development

  • Think in probabilities, not certainties
  • Manage expectations effectively
  • Ask intelligent questions rather than always providing answers
  • Create your own versions of important documents for practice
  • Be a "maker" not a "taker" of plans and initiatives