Stop Waiting For Permission And Start Building Your Leadership Path

The promotion you’re waiting for isn’t late—it’s not coming. Greg and I take a hard look at how careers actually advance today and share a practical blueprint to stop waiting for permission and start building momentum, whether you’re aiming for leadership or technical mastery. From shrinking training budgets to selective programs that rarely include everyone, we unpack why relying on your company to develop you can leave you stalled for years—and what to do instead.

We break down small, sustainable moves that compound: stacking affordable education, using AI and recruiter insights to reverse‑engineer required skills, and designing visible “signals” of readiness that matter more than titles. You’ll hear straightforward ways to demonstrate leadership before the promotion—leading by example, mobilizing others, and extending influence across teams through negotiation, consensus, and calm problem solving. If your current role can’t showcase those behaviors, we outline smart entry points like assistant supervisor or team lead that offer exposure without full accountability on day one.

Mentorship and networking round out the playbook. We talk about mentoring that actually works—observing real performance and giving actionable feedback—and how to build a network before you need it through professional groups and shared projects. You’ll also learn how to run a simple energy audit to reclaim focused time for learning, and how to handle a potential move with discretion and integrity: prepare quietly, perform strongly, and protect your reputation. The throughline is simple but urgent: no one is more invested in your growth than you. Subscribe, share with a friend who needs a push, and leave a review telling us the one action you’ll take this month to own your career.

Transcript

SPEAKER_01 0:13

Well, hello, and welcome to our podcast, Success, Secrets, and Stories. I'm your host, John Wondolowski, and I'm here with my co-host and friend, Greg Powell. Greg? Hey everybody. And when we put together this podcast, we wanted to put out a helping hand and help that next generation and help answer the question of what does it mean to be a leader? Today, we want to talk about a subject that I think supports that concept. Today, Greg and I want to talk about the topic that impacts just about everybody in the workforce, regardless of whether you're in your lifelong career or not. What stands out is moving to your first leadership role and trying to figure out what is your next chapter in terms of your career? What does that look like? How do those conversations apply to you? So the title of this episode is Don't Wait for Permission to Start Your Career. And what we really mean by that is simply you should take responsibility for your career development, not your manager, not your company, not human resources, you.

Companies Rarely Develop You

SPEAKER_00 2:33

That is a reaction. As a result, poorly run organizations frequently undervalue the talent they already have. Instead of developing internal employees, they default to hiring from the outside. That's kind of a backdoor approach, right, to career development. Sends a clear message. Your growth is not a priority of that organization.

SPEAKER_01 2:51

And you know what? That's the real issue. What Greg is describing is where organizations know that it hasn't developed people and it doesn't plan to. If you're working in that kind of environment right now, waiting for permission to grow is a mistake. You shouldn't wait for someone else to tap you on the shoulder saying, now it's your turn, because you're going to be waiting a long time. In today's business world, the moment often never comes. If you want to build a career, especially in leadership, you have to start taking responsibility for it yourself.

SPEAKER_00 3:29

So leadership development programs are often the first thing companies cut when those budgets get tight, right? Training and development, leadership development. Even organizations that claim to value training usually fund it only when it aligns directly with their own short-term needs. That kind of training isn't designed to develop you, it's designed to solve their problems. Career development, in the truest sense, is rarely that goal. Another challenge is competition for limited opportunities. Training budgets are small, and only a few people are the chosen ones to participate. If you sit back and wait to be selected, you may find yourself waiting indefinitely.

Make Yourself The Owner

SPEAKER_01 4:08

And nothing like waking up 20 years later saying, How did I get here? And at some point you have to ask yourself the uncomfortable question if the company isn't willing to train me, why would they promote me? So let me be very clear. As of today, you are now in charge of your career. If you believe you need more education, well then start that process. If you think you need new skills, pursue them. Too many people get overwhelmed with the idea of going back to school or getting accreditation. They see it as an all or nothing decision, and that mindset is paralyzing. Excuses start piling up. I let's see, I don't have enough time, I don't have enough money, I have family obligations, and the list goes on. And before you know it, years have passed by, nothing has changed, and there's that magical moment 20 years down the road of how did I get here?

SPEAKER_00 5:07

You know, John, your own experience, your personal experience with education is a great example of that. You didn't take a traditional path, did you?

Breaking The All-Or-Nothing Trap

SPEAKER_01 5:14

No, no. Actually, I took it as being a hobby to try to convince my wife to complete my bachelor's degree. And at first it looked like it was overwhelming, but I broke it down to manageable steps. I started really with a community college approach in terms of keeping the cost down. And then I found a local university that I could transfer the majority of my classes at an affordable rate. I took one or two classes a semester, and I didn't do it consistently. There were breaks in time, but the key is persistence.

SPEAKER_00 5:53

And really, John, no one forced you to do that, right? No company mandated that you go back to school.

SPEAKER_01 5:59

Exactly. I worked for different companies during that process. But at the same time, I spoke to a professional recruiter, and back then they called them headhunters. And I asked a simple question: what do I need to complete or do to be a supervisor, to move into management in a manufacturing kind of environment? Today, AI-driven platforms and analytics can answer the question even faster than a headhunter. But the AI systems can do a better job of analyzing performance data, create clear outlines, and talk about the skills and qualifications for advancement. The information is available. What you have to do is act on it.

Education As A Series Of Small Steps

SPEAKER_00 6:40

So that brings us back to the real point of today's episode. This isn't just about education or even certifications. It's about the signals and initiative you take to develop your own potential. The message is simple. You must take ownership of your career. You know, that sounds a lot like career management by responsibility. Pun intended. True. Wait for your manager to guide you, mentor you, or give you permission to grow is increasingly unrealistic. These opportunities exist, but they're rare.

SPEAKER_01 7:13

You know, for me, the moment in time where I believed I wanted to be in management is when I was being moved as a mechanic from shift to shift, because my supervisor realized that I was getting close to having an associate's degree, something he didn't have. And he could feel that competition starting to kick in. And he was not interested in trying to compete with me. So he found it easier to just transfer me, like after about three weeks or three months on the job, and I'm on another assignment, on another shift at another location. And that was more or less proof for me that I was on the right track. That if that leader was intimidated by my efforts to actually obtain an associate's degree, I was putting in the right efforts in the right direction in order to make my career happen. Was there a moment in time, Greg, where you had that spark of wanting to do something in terms of leadership rather than just doing an hourly job?

Using Data And AI For Career Maps

SPEAKER_00 8:16

It really was, John. It was when I was in graduate school and it kicked my butt for two years. But when I was finished, I'd learned so much. I was just like a little powder keg waiting to explode, wanting to put my mark down, right? I was working with people in this educational process that were just brilliant. I'm not brilliant, but I was hanging with those folks and I learned a lot. And I wanted to turn what I learned into my own legacy. What could I do in human resources leadership for a company or companies? And that was a fire, that was a spark I needed, and it changed my whole trajectory of my career. Yeah.

SPEAKER_01 8:47

I mean, we all have those moments in time where we have that inspiration. So it brings me to my next point. Taking initiative requires confidence. You have to have the belief in the leadership potential in yourself, and it's worth developing. One of the biggest fears I see is when people wake up that whole 12 years, 10 years down the road, and they're trying to wonder how that nothing has changed. And it's pretty easy. They start blaming coworkers and management in the organization. But the hard truth is career stagnation rarely happens overnight. It happens through inaction.

SPEAKER_00 9:29

You know, John, from an HR standpoint, we often call this a career stall, right? It usually means one of two things. Either the individual lacks those technical skills for advancement, or they're they just never demonstrated the behaviors required for leadership. Some of those essential competencies include things like leading by example, motivating others, and extending influence beyond your current role.

Personal Sparks That Shift Careers

SPEAKER_01 10:00

Yep. The U.S. Army. And it defines leadership into three core competencies. Leads by example, leads others, extends influence beyond current assignment. And I want to I want to try to break that down to make it very clear why I think it's a great description. Leads by example means leading consistently, serving as a role model for others. Leads others means motivating, inspiring, influencing others to take the initiative to work towards a common purpose. And three, the thing that really makes a leader stand out is the ability to extend influence beyond the current assignment and to use indirect means of influence. And this nuance, I need you to understand, it was written from a military perspective, but it's dead on in terms of a business application. It entails being able to influence people through diplomacy, negotiation, mediation, arbitration, partnering, conflict resolution. These things should be sparking you as you see these things being actually applied by leaders. They're consensus building, coordinating to influence and create the desired outcomes. Now think about the best leaders that you've ever worked for. Every one of those managers that you admired demonstrated those traits. If you're in a role that doesn't allow you to practice or demonstrate these competencies, you may not be in a role that will support your leadership goal ambitions. Now, I want to take a pause and acknowledge something that's important. Not everybody wants to be a leader, and that's okay. I spent years working alongside highly skilled technicians, mechanics, and maintenance professionals who had no interest in managing people. Their goal wasn't leadership, it was the mastery of their trade. And if that's you and you want to talk about career development, you should focus on becoming the best technical expert in your field. I have never met a great technician who turned down the opportunity for additional training.

SPEAKER_00 12:19

But if leadership is your goal, then you need to demonstrate those competencies intentionally. If your current position doesn't allow that, it may be time to look for one that does. Assistant manager, assistant supervisor, leads, these are often excellent entry points. They've designed to provide exposure, experience, and learning opportunities without requiring full accountability right away.

How Careers Stall And Why

SPEAKER_01 12:47

And an overlooked benefit is usually your education funding. Many organizations offer tuition reimbursement or learning stipends. When combined with on-the-job experience, continued education signals a commitment and an ambition to your management. Two qualities that every employer values. For me, continuous development wasn't negotiable. If I wasn't growing, I knew that I was slowly becoming obsolete.

The Three Core Leadership Competencies

SPEAKER_00 13:21

So, John, leadership development doesn't have to necessarily be formal. There's books, there's courses, there's workshops, podcasts. Resources are everywhere. The goal of this podcast is re to reinforce one message take responsibility for your own career. Now, mentorship is another powerful tool. Many organizations sponsor and support mentoring relationships, but even informal mentors can help guide transitions between career strategies. I was involved with mentorship programs from every side of the topic, both formal and informal programs. I've been mentored and I've mentored others. I've reached out to people to mentor me, and I've had folks seek me out to mentor them. Mentoring topics include presentation skills, executive presence, leadership skills, career planning, and how to stay calm, right? Mentoring seemed to work well when both the mentor and the mentee were compatible. That's kind of key. And it also helped to have both parties committed to this activity. The most successful situations for me, mentoring others, occurred when I could actually observe them in action. And likewise, when I was a mentee, it helped when my mentor could observe me in action. Because as we've talked about before, feedback is a valuable gift that helps identify opportunities and illustrates improvement over time. John?

SPEAKER_01 14:40

And you know, you were one of my mentors. So we we've had that opportunity to share between the two of us. But there's also another element that we should talk about is networking. And networking is a leadership tool that it's you know often misunderstood. People talk about it, but few people seem to be approaching it intentionally anymore. Networking doesn't magically appear. You build it through professional groups, organizations, online communities, especially those with shared interests. Networking is about relationships, it's not transactions. And you need to start networking before you need it.

SPEAKER_00 15:21

Amen, John. Another concept worth discussing is an energy audit. Look at where you actually spend your time. Where does that time go? Are you spending it on high-value activities or are you just staying busy? I remember once when one of my managers had all of his direct reports track their actual work time. And we were under certain kind of categories that were common. Categories like strategic planning, administrative, team development, or even personal reflection. It was interesting seeing how we actually spent our time versus how we thought we were scheduling our time. It was a very sobering experience. Time is the most common excuse people use to avoid development. But when you audit your energy, honestly, you can find more opportunity than you might have expected.

SPEAKER_01 16:02

So what happens when your organization starts development, investments in training, and encourages growth? Are you done? No. Sometimes, despite everything going right, advancement still doesn't happen. And that's when you need to step back and say, is it time to move on? But there is a key here, and it's something that I think is a challenge for our current generation. Never quit on the job until you are prepared to move on. Prepare for the next position, but stay engaged in doing the job that you're doing today.

When Your Role Limits Your Growth

SPEAKER_00 16:43

Leaving an organization, leaving a company is a very, very delicate issue. Not every employer responds well to knowing you're gonna look, you're gonna go somewhere else. In some cases, people are terminated immediately after sharing that information. They give them a two weeks notice to get the pay, turn in your keys, you're out of there. So you have to be strategic and professional when you think about a departure. Interview discreetly, maintain your performance, though, protect your reputation, and ultimately your legacy of that organization.

Technical Mastery As A Valid Path

SPEAKER_01 17:15

So true. And on the point. Every time I prepared to leave a particular company or role, I continued to give that organization my best efforts, especially when the organization had invested in me. I often gave more than two weeks' notice, understanding that I might be released immediately when I gave notice. But that was a personal decision. Only once did I provide months of notice due to my role, my position was in executive management and the circumstances. But in most cases, two to four weeks would be appropriate, and I'd kind of like tilt more towards the four weeks to get people a chance to be able to transition. In today's workforce, one truth remains constant. No one is more invested in your career than you are. This episode challenges the deeply ingrained assumptions that managers or organizations or human resource departments will naturally guide and develop your professional career. While support systems exist, they are inconsistent, often reactive, and frequently driven by short-term organizations that need rather a long-term growth individual plan, and that's not going to occur. Throughout this conversation, we explored why waiting for permission to grow is one of the most common and costly career mistakes. Many organizations lack development pipelines, and even those that value training often reserve opportunities for small select groups. When development budgets shrink, leadership programs are often the first ones to disappear. As a result, employees who are waiting to be chosen for those programs find themselves stalled for years.

Entry Steps Into Leadership Roles

SPEAKER_00 19:15

So career ownership requires initiative on your part. That includes identifying skill gaps, pursuing education or certifications, at a sustainable pace, and intentionally developing competencies that signal readiness for greater responsibility. Advancement is rarely about titles alone. It's actually about demonstrated behavior. We used to say, have they sat in the seat already before they get the seat? Leadership begins long before formal promotion through self-discipline, influence, accountability, and the ability to contribute beyond the limits of your current job description. We also address an important distinction. Leadership is not the only valid career goal. Most organizations offer a technical track and a management track. Technical mastery is equally valuable, and individuals who choose that path should pursue continuous learning with the same intensity and same pride. Growth looks different for everybody, but stagnation benefits no one.

Learn Everywhere: Books To Podcasts

Mentorship That Actually Works

SPEAKER_01 20:19

So let's wrap this up. We've talked about networking, mentorship, and an honest self-assessment emerging as those essential tools that you need. Relationships build over time to create opportunity, insights, and perspective. Often long before they are needed, those kind of opportunities are there for you to actually take advantage of. Likewise, conducting a energy audit helps reveal whether time is being invested in meaningful development or merely consuming your busyness. Finally, we discussed the reality that even in supportive organizations, advancement is not a guarantee. And when growth plateaus, despite consistent effort, preparing for the next opportunity may require a strategic transition, which is code for looking for another job. That guiding principle is simple but powerful. Never quit on the job that you have now, but prepare for the job that you want. The responsibility for your career can't be delegated. There's no roadmap that's coming. No permission slip is going to be required. Progress begins the moment that you decide to take ownership. But commit to moving forward with intent. Most important message is today's the day that you start. So if you like what you've heard, I've written a book called Building Your Leadership Toolbox, and we talk about tools like this. And it's available on Amazon and Barnes Noble and other sites. The podcast is what you've been listening to. Thank you so much. It's also available on Apple, Google, and Spotify. A lot of what we talk about is from Dr. Durst and his MBR program. If you'd like to know more about Dr. Durst, you can find out on SuccessGrowthAcademy.com. And if you'd like to contact us, please send me a line. That's wondo75 periodjw at gmail.com. And the music has been brought to you by my grandson. So we want to hear from you. Drop me a line. Tell me what's going on. What you like, and what you would like to hear about. It has always helped us to create content. Thanks, Greg. This was fun.

SPEAKER_00 22:59

Thanks, John. As always. Next time.

Networking Before You Need It

SPEAKER_01 23:02

Yeah.