If you take on a stretch assignment, don’t let the experience disappear.
Afterward, ask your manager:
“You mentioned earlier that you saw potential in me for this kind of work. After doing the project, what did you notice?”
Now the conversation is based on evidence.
You can ask:
“What should I work on next?”
This creates a useful feedback loop:
feedback → experiment → evidence → feedback → next capability
That’s a much stronger development process than waiting for an annual review.
The Goal Is Not to Become Who Your Manager Thinks You Could Be
This is worth remembering.
Your manager may see a version of your future that is possible.
They don’t get to decide whether it is the version you want.
Their perspective can be valuable.
Your own curiosity matters.
Your preferences matter.
Your strengths matter.
Your definition of a satisfying career matters.
So listen carefully when someone says they see potential in you.
Ask what they see.
Ask for examples.
Test the idea.
Learn what you’re capable of.
Then decide what deserves more of your time.
Because sometimes the most valuable thing another person can give you isn’t a promotion or an opportunity.
It’s a new way of seeing a capability you didn’t realize you had.
And once you see it clearly, you get to decide what to do with it.