Start by asking 'why' - why change is needed, and what 'better career' actually means for you
MARLEQ: How can employees increase their visibility and perceived value in their current role?
Dina: Employees increase their visibility and perceived value by going beyond task completion and actively improving how their role is performed. This includes refining processes, suggesting meaningful improvements, and contributing well-rounded quality enhancements rather than isolated outputs. Taking initiative in innovation and problem-solving, not just execution, strengthens their impact. Volunteering for high-impact or flagship initiatives that extend the scope of their role and connect to broader organizational priorities further demonstrates ownership and strategic contribution.
MARLEQ: Why does personal branding matter in career growth, and where should someone start?
Dina: Personal branding is an ancient human concept; in one reference I read, humans used to carve on stones to express or record who they are. In a career context, this need for identity becomes more important as competition increases, requiring people to understand what makes them unique and how they add value. With AI and increasing saturation in many fields, visibility and differentiation will become even more critical, as it elevates execution while making it harder to identify who is truly designing and contributing at a deeper level. At the same time, digital availability —how accessible, visible, and consistently represented you are across platforms—plays a growing role in shaping professional perception.
MARLEQ: How can professionals effectively communicate (or “pitch”) their contributions and impact?
Dina: Invest in positioning contributions through the right platforms, whether management meetings, informal discussions with decision-makers, internal newsletters, or team forums. Early alignment with stakeholders ensures work is seen in the right context and connected to what matters most in the organization. Contributions become more visible when they are translated for different audiences, from operational teams to strategic discussions. This also involves linking daily work to broader organizational outcomes and clearly showing how it contributes to impact and evolution.
MARLEQ: What differentiates a manager from a true leader in an organization?
Dina: A manager applies skills in resource mobilization, coordination, and operational execution to ensure work flows effectively and objectives are met. This includes organizing tasks, guiding teams, and maintaining performance through structure and processes. Leadership, however, is the ability to understand people, their behaviors, motivations, and team dynamics, and to use that understanding to influence direction, build alignment, and shape mindset. It goes beyond task execution to creating purpose and engagement.
MARLEQ: I feel like I’ve lost my sense of purpose in my career. How can I rediscover it?
Dina: Self-reflection and self-awareness are key starting points. It can also be helpful to work with a skilled and accredited career/life coach who can support you in identifying the real root causes behind this disengagement and help you explore practical tools to regain momentum. The cause may vary—it could be misalignment with the role, lack of challenge, emotional exhaustion, or even external factors such as sleep quality and overall lifestyle balance affecting your energy at work.
MARLEQ: What’s a piece of career advice that is widely accepted, but actually wrong at a global level?
Dina: That jobs are like a “jail,” and therefore the best path is to leave employment and become your own boss as quickly as possible. This framing suggests that being employed is limiting, while entrepreneurship is automatically freeing and superior. In reality, this is an oversimplified narrative. Opening a business does not remove structure or responsibility—it often increases them. You don’t escape management; you become the manager, the strategist, the operator, and the decision-maker all at once. Without the right skills and situational awareness, starting a business can develop more constraints than this bit fluffy unified dream of freedom.
MARLEQ: Can someone be extremely competent and still fail internationally? Why?
Dina: Yes. Even highly competent professionals can fail internationally if they apply technical expertise alone without adapting to context. Technical skill is only one part of performance. International success also depends on situational awareness, cultural sensitivity, and the ability to adjust approaches to different environments.
MARLEQ: What fears do high achievers rarely admit when they step into a new challenge?
Dina: One of the less openly admitted fears is the concern that they may need help from the team they are expected to lead or manage, including needing explanations in areas they are still unfamiliar with.
MARLEQ: If someone had to reinvent themselves for a better career in 6 months, what would you prioritize?
Dina: The starting point is to ask “why”—why change is needed, and what “better career” actually means for that person. From there, it’s important to define both short-term clarity and long-term direction, rather than rushing into action without structure. Next comes setting a clear direction using SMART objectives and measurable indicators, so progress is not vague but trackable. Reinvention should be guided by evidence of where you are versus where you want to be.
MARLEQ: For someone who knows they can do more but isn’t being seen, what’s the key shift they should focus on?
Dina:
1. Clearly define what the “extra” contribution is and how it adds value to a business.
2. Study the organization’s real needs and priorities before acting.
3. Align your added contribution with actual business gaps or goals.
4. Communicate your value in a clear and consistent way—don’t assume it will be noticed automatically.
5. Engage with management to understand direction, priorities, and space for contribution.
6. If the environment is not the right fit or not the right timing to expand internally, shift your focus to applying your strengths outside core working hours —through volunteering, professional memberships, or self-initiated development work. Even if there is no formal structure or immediate adoption, you can still build experience and credibility. Start small if needed, even through personal branding or thought leadership on social media. You will never know where it can lead.
