Self-reliance and an ability to get things done with little outside support is a big part of how I grew incredibly quickly in my early career – because I could get things done, and do it all pretty independently.
I still like being able to bust out that kind of work from time to time, but it’s rarely a default for me anymore, both as a people manager, and the sheer scope of the projects I now work on.
Most of the work worth doing—the big, interesting projects—all require selling “change” to those outside your team. Rarely are we able to change meaningful processes and systems without convincing others on our views first. There’s an intricate network of stakeholders in the way of you just doing what you want.
You can view these as purely obstacles to overcome. But there’s incredible power in bringing another team on board with an exciting new plan. Everything moves more easily. There’s a shared sense of accomplishment and progress.
I’m increasingly convinced, even for junior roles, that you won’t make it far in marketing ops without a willingness for being diplomatic and collaborative. I look for it specifically for all levels of new hires, and value it as much as technical proficiency.