Top 3 Career Advice I Got from My Managers
The best career advice doesn’t always come in performance reviews—it’s in the moments that make you stop and rethink everything.
Sometimes, we aspire to be like our managers. Other times, we use them as examples of the leaders we don’t want to become. And occasionally, we’re just trying to survive the experience of working with them. Regardless, our managers inevitably shape our management style.
We learn from them by observing how they lead, and hopefully, we also learn from their feedback. But the thing that always sticks with me—the one that truly makes me think—is a great piece of advice.
I’m sure you’ve received advice in your life that you’ll never forget. Maybe you’ve received unforgettable wisdom from a parent or teacher. My mom, for instance, often shared advice about independence, like, Your husband doesn’t need to know how much you earn, or, Always keep your own rainy-day fund. It was shaped by generations of women in her family who lacked autonomy.
On the professional side, I’ve received incredible advice from past managers that helped me grow into a leader. I’m not talking about feedback from performance reviews, but those golden nuggets of wisdom that stick in your mind and make you rethink how you do things. That’s why I wanted to share my top three career advice with you!
#1 Find Your Successor
I’ll never forget my confusion when my manager asked me, “Who is your successor?” My first reaction was, “What do you mean?”
At the time, I was trying tirelessly to get promoted, juggling strategy, senior leadership alignment, execution, and supporting my junior team, who relied heavily on me. It was exhausting.
My manager explained that for me to grow and take on more senior responsibilities, I needed to identify and develop someone who could take over my role. The idea wasn’t just about growth; it was about building a team dynamic where I could rely on a sparring partner.
Since then, I’ve made it a priority to always look for my successor—someone ambitious, capable, and ready to step up. It’s not just about delegation; it’s about creating space for growth—for me and my team.
Why is this important for Product Managers?
For product managers, the ability to develop successors demonstrates leadership maturity and readiness for higher responsibility. By empowering others, you’re not only building trust but also creating space to focus on strategic initiatives that are crucial for your next step.
#2 Don’t Overexplain Yourself
One day, I had just finished a detailed reply to a client, politely explaining why adding a new feature wasn’t as simple as “just adding a button.” You know the kind of email where you’re trying to sound knowledgeable without coming across as a smart-ass.
Thirty minutes later, my manager took me out for coffee. What I loved about her was how direct she was. She said: “Anela, do you seriously think someone has 15 minutes to read your essay? Keep it short. If they have questions, they’ll ask. If they’re still confused, offer a quick call. Even then—don’t overexplain yourself.”
She pointed out how strong leaders communicate. They keep their statements concise and impactful.
It’s human nature to overexplain, especially when we’re doubted or want to demonstrate our expertise. But over time, I’ve realized that brevity signals confidence. If you ramble, people will sense you’re uncertain—or worse, tune you out.
Fifteen years later, I still practice this advice—and I share it with others. Recently, I told a colleague to limit her responses to three sentences and work towards just two, to keep the attention. It’s a lifelong exercise, like perfecting your elevator pitch.
Why is this important for Product Managers?
Whether it’s influencing stakeholders, explaining trade-offs, or aligning teams, your ability to distill complex information into impactful statements can make or break a project. By mastering brevity, you signal confidence and competence—key traits that help you gain trust and establish authority as you grow in your career.
#3 Ask for Support
During one presentation to senior leadership, I highlighted my team’s success in building relationships with stakeholders. When they asked, “How can we help?” I was taken aback—I hadn’t come to ask for help. I was demonstrating that we had everything under control!
My manager later said, “Always ask for support. That’s their role. They unblock, advocate, and influence. Use it strategically.”
For a long time, I thought asking for support was a sign of weakness. I feared it would make me seem incompetent.
This advice changed my perspective. I began observing other leaders who strategically asked for resources and support. They often succeeded where others struggled.
Not asking for support can also send the wrong signal—that you don’t value collaboration or shared success. Asking, on the other hand, makes people feel involved and appreciated.
Now, I proactively ask for support when it matters and encourage my team to do the same. It’s not about dependency; it’s about collaborating for shared success.
Why is this important for Product Managers?
Whether it’s securing resources, navigating roadblocks, or influencing stakeholders, strategic asks can help you deliver better outcomes faster. It also shows your awareness of the broader organization and your ability to leverage its strengths.
Closing Thoughts
The advice I’ve received from my managers has shaped the leader I am today. Whether it’s finding your successor, keeping it concise, or knowing when to ask for support, these lessons have stuck with me and continue to influence how I work.
Your Turn
What’s the best career advice you’ve ever received? Share it in the comments—I’d love to learn from your experiences!
Did we have the same managers? :) This is a great post, thank you Anela!
Those are really top notch pieces of advice! I'm so happy that I've received similar ones years ago too! I've had two great managers (I see them as mentors too), and indeed, their best nuggets of knowledge came from impromptu conversations or "walking to the next meeting" moments.
One manager taught me to be frugal: spending my time, energy and attention to things that matter. Teaching me that before I take care of others I need to take care of myself. That to be valuable to others, I need to listen first, and a lot, as it does open a lot of doors when you listen more than you speak. And that I needed to apologize less.
The other, earlier in my career, already a director at age 28, told me that to manage a product/ stakeholder well, you need to show them all your attention when you're together. Even if you're not the main person in the product and you don't know what people are discussing, seeming uninterested will not make you friends.
She was a great manager, teaching me that assertiveness and confidence are something you need to have even with the most difficult stakeholders, as standing your ground will be important down the line. If you blur the lines on what is or not acceptable, you'll get stepped on more frequently.
"By mastering brevity, you signal confidence and competence—key traits that help you gain trust and establish authority as you grow in your career."
This resonates with me - especially over the last few years when we're often in the digital space where it's easy to have your messaging skipped over because people are afraid of a big body of explainer text.