Ben Rotenberg, a Gen AI consultant who has spent two years advising organizations from the outside rather than working within them, shares a perspective that is often missing from career advancement discussions: how to engage in organizational politics in a healthy, authentic way. Observing organizations from the outside makes certain patterns easy to recognize that are difficult to see from within.
Why Brilliant Work Alone Is Not Enough
Rotenberg's core argument is that excellent work disconnected from leadership's agenda is invisible work. Many people in organizations invest significant effort in projects that go unmeasured and unrecognized, then find themselves stalled. The solution is not more work, it is better-aimed work.
Step One: Find Out What Your Manager Is Measured On
The first step Rotenberg recommends is asking your manager directly in a one-on-one meeting: "What numbers do people ask you about most?" and "What problems does leadership expect you to solve?" These questions feel uncomfortable, but they provide a clear map of what actually matters inside the organization.
Without this information, it is easy to work hard in the wrong direction. Knowing your manager's priorities makes it possible to ensure that your work always connects to what is being evaluated at the level above.
Step Two: Propose Projects Rather Than Wait for Them
Rotenberg argues that people who wait for assignments do not advance. Instead of waiting for a manager to assign work, the better approach is to proactively propose what you want to work on and then verify that it connects to senior leadership priorities. Projects that do not touch what decision-makers care about can easily be redirected to someone else.
Step Three: Two Sentences Every Thursday
The simplest tactic Rotenberg offers is sending a brief Slack or email update every Thursday: what was accomplished this week and what is planned for the week ahead. Five minutes of effort that keeps your work visible and allows managers to track impact over time.
Rotenberg notes that the number of people who actually do this is far smaller than it seems, despite how straightforward the practice is. The simplicity is part of the insight.
The View from Outside
Rotenberg acknowledges that he made the same mistakes he describes when he worked inside organizations. The understanding that excellent work alone is insufficient is a lesson most people learn in hindsight, usually at some cost. The clarity that comes from observing organizations from the outside makes these patterns recognizable before they cause damage.