Four Shifts That Separate Managing Corporate Affairs From Leading It

Most corporate affairs careers stall at manager, and it is almost never a skills problem. It is a definition problem. The behaviours that made you an excellent manager — owning the work, being the person who delivers, getting the question answered well — are the same behaviours that make a hiring committee read you as "not a director yet". This session names the four shifts that actually separate a manager from a director in corporate affairs, and shows you which one you have not made. What you'll learn: - The four shifts that separate managing corporate affairs from leading it — and why skill is rarely the missing piece - How each shift shows up in your file, your CV and the way you talk about your own work - What a director genuinely gives up in exchange for the title — the honest version - Where you personally sit, and the one shift that is blocking you Details: 30 minutes — a short talk followed by open Q&A. Bring your specific situation; this is a conversation, not a lecture. I'll draw on 20+ years across journalism, government, agency and in-house corporate affairs, including leading corporate relations for a 30+ market region. This is Part 2 of the Corporate Affairs Career Series.