Owning Your Career on IWD

Authored by Charlie Wagstaff, Managing Director, Criticaleye

At Criticaleye, I’ve seen at first-hand how high-performance capability is built and established and the techniques that work well.

Fundamentally, it is built on a foundation of trust, accountability and a diverse range of perspectives to draw on, but in essence it does require owning it yourself.

Creating a truly even playing field, particularly one of inclusion, is a two-way street that requires active ownership from those seeking to advance themselves.

Here are four key responsibilities for individuals looking to drive their own success:

Set the Agenda: Don’t wait for a roadmap. Explore and proactively seek out where the delivery gaps lie, that might open up an opportunity.

Be an Active Leader: Leadership broadens your ability to understand how to motivate and build relationships with people, being unaccountable for people, lessens your ability to manage relationships

Seek to step up: Advocacy is earned. Your primary role is to deliver consistent, high-impact results that justify a sponsor’s public support of your advancement

Seek Radical Candour: Don’t wait for a formal review. Actively ask for feedback on your blind spots to ensure you are constantly evolving

True inclusion isn't a "tick-box" exercise—it's a shared commitment to excellence. When we all take personal responsibility for our growth and the culture we inhabit, we build stronger, more resilient individuals and organisations.

To gain the most, individuals seeking support must move from a passive role to being the active driver of their own development.

Strategic Proactivity

Set Clear, Specific Goals: Explore what you want to achieve (such as a promotion, skill or project) to provide a roadmap for your supporters

Initiate and Lead: Don’t wait for an invitation; proactively seek out opportunities, mentors, sponsors, peers or training opportunities

Own the Relationship: In mentorship, connections, the mentee/initiater is responsible for setting agendas, scheduling meetings and following up on agreed actions to respect the supporter's time

Keep it fluid: Understand and identify the skill sets you have gained and their application beyond the industry or discipline you currently occupy, for instance, selling capabilities transcend all types of jobs

Self-awareness and Feedback

Reflect and Pivot: Regularly evaluate your progress, acknowledge and own your strengths and weaknesses and adjust your development plan as your career evolves

Practice Vulnerability: Be willing to engage in honest, sometimes uncomfortable, conversations about your lived experiences and the perceptions of the potential barriers you face

Reciprocity and Professionalism

Deliver High Performance: Any sponsor’s reputation (alongside your own) is linked to your success; your primary responsibility is to demonstrate the commitment and results that justify their advocacy and your own growth

Foster Mutual Learning: Support is a two-way street. "Peer and Reverse mentoring"—where you share your unique perspective or technical skills—provides valuable back and insights

Build Your Internal Network: Proactively get to know colleagues from different backgrounds and levels, to find common ground and deepen mutual respect

Finally, support comes from the most unexpected places, just ask and do not close doors.

Be open minded.

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