The "should" makes all the difference. "My manager should be looking out for my career" feels righteous but quietly hands over the wheel... swapping it for "how do I make sure this happens?" turns a complaint into a plan.
This hits hard because when I started my business four years ago, I could have been much further along if I didn't overthink everything or want everything to be perfect.
I remember Annie Duke saying that when we look back, we always say we could have gone faster or made that decision quicker (aka no one looks back saying they wish they took it slower).
The visibility gap you describe is about to get repriced, not just rewarded. The pattern I track in Indian engineering careers: AI is commoditizing the visible craft, so the people winning are the ones who own a problem that breaks when they leave, then make sure the room knows it. EY's Future of Pay 2026 puts that asymmetry in numbers, with AI and platform-depth roles pulling 30 to 40 percent hikes while equally talented generalists sit at 6 to 8. Talent was never the currency. Ownership plus advocacy is. Where have you seen advocacy backfire for someone who owned real depth but stayed invisible on purpose?
Zia. AI career strategist for Indian professionals. itszia.ai
The "should" makes all the difference. "My manager should be looking out for my career" feels righteous but quietly hands over the wheel... swapping it for "how do I make sure this happens?" turns a complaint into a plan.
100% agree. Keep your agency.
This hits hard because when I started my business four years ago, I could have been much further along if I didn't overthink everything or want everything to be perfect.
I remember Annie Duke saying that when we look back, we always say we could have gone faster or made that decision quicker (aka no one looks back saying they wish they took it slower).
The visibility gap you describe is about to get repriced, not just rewarded. The pattern I track in Indian engineering careers: AI is commoditizing the visible craft, so the people winning are the ones who own a problem that breaks when they leave, then make sure the room knows it. EY's Future of Pay 2026 puts that asymmetry in numbers, with AI and platform-depth roles pulling 30 to 40 percent hikes while equally talented generalists sit at 6 to 8. Talent was never the currency. Ownership plus advocacy is. Where have you seen advocacy backfire for someone who owned real depth but stayed invisible on purpose?
Zia. AI career strategist for Indian professionals. itszia.ai