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I’d say feedback is key—both formal and informal. If leadership trusts you with high-visibility projects or clients, that’s a good sign. If you’re constantly micromanaged or overlooked, it might mean you need to step up. I also watch how peers and managers interact with me, if people are generally friendly/collaborative that's also a good sign
This is spot on. I’ve had some associates I’ve trusted to basically run with things themselves and have pushed hard with leaders to ensure they get a promotion. Others aren’t always there yet and it creates a different dynamic.
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I mean, just look at the reviews you get on your snapshots? Ideally, you’re asking for snapshots in projects every 2-3 weeks. I would also just book meetings to get direct feedback. I found that people are pretty direct with you when you are performing well or underperforming. People also are objective when it comes to the snapshots
2-3 weeks is too much for a snapshot request and wouldn’t really have enough hours accrued to request one. Asking for informal feedback that often is ok. It’s just crucial to do so in a way that doesn’t come off as is insecure or pesty.
Reviews and feedback are huge. What I think is also a giveaway is how much people request you specifically for a project, business development, etc. or pull you I to client discussions/important meetings. Not that if those things happen you’re not a strong performer, but it is a good indicator.