I adapt how I present to different audiences — engineers, PMs, executives — without losing the core message.

I leave design reviews and presentations feeling like I clearly conveyed the "why" — not just the "what."

I proactively document and socialise my team's wins in a way that builds real visibility for design's impact.

I have genuine, trusted relationships with cross-functional partners — not just transactional ones that activate when there's conflict.

I know who the key decision-makers and informal influencers are in my organization — and I have real access to them.

When I disagree with a decision, I know how to push back constructively — without damaging the relationship or going quiet.

I understand how decisions actually get made at my company — including the informal conversations that happen before any meeting.

I actively seek out executive sponsors for initiatives I care about — rather than waiting for leadership to notice my work.

I frame design proposals around what business and product leadership actually prioritize — not just what I find most compelling.

I actively seek high-visibility projects and opportunities rather than waiting to be assigned to them.

I feel comfortable taking credit for my contributions — and I know how to do it without it feeling gross or self-promotional.

Leaders outside my immediate team know what I'm working on and what I'm capable of.

I regularly initiate strategic conversations about product direction — rather than responding to what others bring to me.

I lead cross-functional initiatives that go beyond design's traditional scope — and feel confident doing it without formal authority.

I can connect my design work to the company's broader strategy and communicate that clearly to senior leadership — not just my immediate team.

I understand the business metrics my company actually tracks — revenue, retention, growth targets — and I can credibly connect my design work to them without it feeling like a stretch.

When I propose a design direction, I can articulate the business case for it — including trade-offs and risks — not just the user case.