Exit 5's Head of Community secured his job by sending a YouTube video outlining his top five ideas for the role before his interview. This pre-interview effort demonstrated his value and initiative, making him a standout candidate despite lacking direct experience.

Many skilled professionals are overlooked for promotions or new roles not because their work is subpar, but because they fail to articulate a compelling narrative around their accomplishments. How you frame your impact in interviews and promotion documents is as crucial as the impact itself.

The leap from a hands-on marketing leader to a C-level executive is less about tactical skills and more about personal growth. It demands a shift from execution ('doing the work') to leadership ('inspiring people'), which requires self-awareness, authenticity, and dropping 'professional walls' to build genuine connections.

Tim Ellis recognized that league-level marketing wasn't enough. He diagnosed competency gaps across the 32 teams and provided a blueprint for a modern club marketing organization, elevating the entire ecosystem.

When presenting their rebrand strategy, Ford's CEO encouraged his team to transparently share challenges they hadn't yet solved. This demonstrated deep, critical thinking and built more confidence with the board than a perfectly polished presentation would have.

Tim Ellis doesn't just approve creative briefs; he actively participates at every stage, including sitting with editors. He believes this deep, hands-on involvement is crucial for shaping work that connects with audiences on an emotional level.

For leadership roles, the interview itself is a critical test. If the candidate isn't teaching you something new about their function, it's a red flag. A true leader should bring expertise that elevates your understanding. If you have to teach them, they will consume your time rather than create leverage.

Instead of just asking players to promote the NFL, Tim Ellis focused on their personal goals (e.g., fashion, gaming). By consistently making them "look cool," he earned their trust and enthusiastic collaboration.

For high-level leadership roles, skip hypothetical case studies. Instead, present candidates with your company's actual, current problems. The worst-case scenario is free, high-quality consulting. The best case is finding someone who can not only devise a solution but also implement it, making the interview process far more valuable.