CARLOS COLENETZ

3 ๐—ฆ๐—บ๐—ฎ๐—น๐—น (๐—•๐˜‚๐˜ ๐—˜๐—ฎ๐˜€๐—ถ๐—น๐˜† ๐—™๐—ถ๐˜…๐—ฎ๐—ฏ๐—น๐—ฒ) ๐— ๐—ถ๐˜€๐˜๐—ฎ๐—ธ๐—ฒ๐˜€ ๐— ๐—ผ๐˜€๐˜ ๐—ฃ๐—ฒ๐—ผ๐—ฝ๐—น๐—ฒ ๐— ๐—ฎ๐—ธ๐—ฒ ๐—ช๐—ผ๐—ฟ๐—ธ๐—ถ๐—ป๐—ด ๐—œ๐—ป ๐—œ๐—ง

April 3, 20252 min read
3 ๐—ฆ๐—บ๐—ฎ๐—น๐—น (๐—•๐˜‚๐˜ ๐—˜๐—ฎ๐˜€๐—ถ๐—น๐˜† ๐—™๐—ถ๐˜…๐—ฎ๐—ฏ๐—น๐—ฒ) ๐— ๐—ถ๐˜€๐˜๐—ฎ๐—ธ๐—ฒ๐˜€ ๐— ๐—ผ๐˜€๐˜ ๐—ฃ๐—ฒ๐—ผ๐—ฝ๐—น๐—ฒ ๐— ๐—ฎ๐—ธ๐—ฒ ๐—ช๐—ผ๐—ฟ๐—ธ๐—ถ๐—ป๐—ด ๐—œ๐—ป ๐—œ๐—ง

Carlos Colenetz

Getting promoted oftentimes isn't about being "the best." It's actually far more about being reliableโ€”and people being able to trust that you won't make little mistakes. For anyone working in IT, these are the 5 small (but easily fixable) mistakes most people makeโ€”and why, if you can avoid these, your career is going to accelerate exponentially: ๐— ๐—ถ๐˜€๐˜๐—ฎ๐—ธ๐—ฒ #๐Ÿญ: ๐—ฃ๐—ฒ๐—ผ๐—ฝ๐—น๐—ฒ ๐—จ๐˜€๐˜‚๐—ฎ๐—น๐—น๐˜† ๐——๐—ผ๐—ป'๐˜ ๐—ฅ๐—ฒ๐—ฎ๐—น๐—น๐˜† ๐—Ÿ๐—ถ๐˜€๐˜๐—ฒ๐—ป Very often we don't focus on listening to what our teammate, our manager, or even our client is saying. By not paying attention we lose important information, and also an opportunity to help them. We might sometimes lose the opportunity of learning something new, because we're thinking about what I must do next. Instead of being 100% focused on that meeting or call. It's not hard to fix that, you just need to follow these 3 simple steps: โ€ข Step 1: Before the meeting or call, decide what you would like to get from that meeting. Write the possible goals down on a piece of paper. โ€ข Step 2: Close all the other messaging apps to be 100% focused. โ€ข Step 3: Remember this, you are always learning something new, even if it seems you're not. ๐— ๐—ถ๐˜€๐˜๐—ฎ๐—ธ๐—ฒ #๐Ÿฎ: ๐—ฃ๐—ฒ๐—ผ๐—ฝ๐—น๐—ฒ ๐—™๐—ผ๐—ฟ๐—ด๐—ฒ๐˜ ๐—ง๐—ผ ๐—š๐—ถ๐˜ƒ๐—ฒ ๐—™๐—ฒ๐—ฒ๐—ฑ๐—ฏ๐—ฎ๐—ฐ๐—ธ ๐—ข๐—ป ๐—ง๐—ต๐—ฒ ๐—ฃ๐—ฟ๐—ผ๐—ด๐—ฟ๐—ฒ๐˜€๐˜€ ๐—ข๐—ณ ๐—ง๐—ต๐—ฒ๐—ถ๐—ฟ ๐—ง๐—ฎ๐˜€๐—ธ๐˜€ When you are assigned a task, not providing feedback is the worst thing you can do. I've been managing multicultural teams for the past 3 years, and I can tell you, there's nothing more annoying than figuring out later that something wasn't done. Can you imagine if you don't get any feedback from your manager or your clients? How would you know what to improve, in order to achieve yout goals? That's why you should follow these 3 pieces of advice: โ€ข Ask your manager or boss: How often would you like updates on the progress of this task? โ€ข Then, provide the updates even if they're not good. โ€ข If you're struggling to keep up with the progress, don't hesitate to ask for help. It's far better to seek assistance than to miss the deadline entirely. ๐— ๐—ถ๐˜€๐˜๐—ฎ๐—ธ๐—ฒ #๐Ÿฏ: ๐—ฌ๐—ผ๐˜‚ ๐—”๐—ฟ๐—ฒ ๐—ง๐—ต๐—ฒ ๐—ข๐—ป๐—ฒ ๐—›๐—ฒ๐—น๐—ฝ๐—ถ๐—ป๐—ด ๐—˜๐˜ƒ๐—ฒ๐—ฟ๐˜†๐—ผ๐—ป๐—ฒ Especially if you're starting in IT, you might want to help as many teammates as you can. Well, this is a mistake. I'm not saying you shouldn't help someone once in a while. What is wrong is not delivering "your" tasks, because you're spending time doing someone's tasks instead. What I do is ask myself these following questions: โ€ข How long is it going to take to help this person? โ€ข If I say yes, will it jeopardize any of my own tasks? โ€ข Am I the right person to help? โ€ข Is this person someone that I can learn something from? Based on the answers you should be able to decide.