When you're too junior to contribute verbally in a meeting, becoming the designated note-taker is a strategic move. This act forces you to organize information, which aids retention and, as Mark Andreessen noted, can subtly shift power to the person documenting the conversation.

Elite salespeople understand that closing deals requires a team. They actively cultivate advocates within their own company—in operations, support, and finance—by treating them well and recognizing their contributions. This internal support system is critical for smooth deal execution and ensures they can deliver on client promises.

It's common for a highly experienced agency leader to handle the sales process, only to pass the daily work to a junior-level employee after the contract is signed. To prevent this bait-and-switch, ask to meet the specific team members who will manage your account day-to-day before you commit.

When selecting a private equity partner, Chris Huckabee's primary filter wasn't financial terms, but a simple character test: 'Life's too short. I won't work with jerks.' He prioritized finding positive, aligned partners, using informal settings to gauge their true personality beyond the boardroom presentation.

Directly ask your manager, "When you talk about my performance in leadership meetings, what are the main points you emphasize?" An honest manager will answer directly, while a manipulative one will likely deflect or become defensive, revealing their lack of transparency.

Despite delivering excellent sales numbers, a sales VP was reprimanded by her mentor for being too task-focused and ignoring colleagues. The mentor's message was clear: how you treat people is more important than the revenue you generate. This highlights a focus on long-term character development.

People determine your character by observing your interactions with those who seemingly can't advance your career, like service staff. Acknowledging and thanking a podcast producer or an AV technician is an 'absurdly' small act that provides a powerful, memorable shortcut for others to understand your entire character.

Senior clients may bypass formal reporting lines to deliver sensitive or embarrassing feedback directly to junior staff. This can happen when they are uncomfortable discussing a topic with senior managers, putting the junior employee in the difficult position of relaying awkward but critical information up the chain.

True A-players act as partners, not just employees. A simple test to identify them is to ask yourself: "Do I actively want to talk to this person about this complex problem?" If you don't seek their advice, you don't view them as a true peer.