Q. My boss and I have different styles, and this affects my performance reviews. my boss is action-oriented and gets annoyed when I take time to think things through. To get better evaluations, do I need to be more like my manager?

Mary Lynne: We need balance on teams. You look before you leap. This balances your manager’s penchant for action. Effective teams and managers capitalize on different work styles. If your boss is an experienced manager, she knows this. She probably forgets from time to time because she’s eager to get things done.

Make an appointment to meet with your boss about your work style and performance. Don’t do this on the fly. You are thoughtful, so you will naturally prepare for the meeting. Consider making the following points: Tell her that you two have very different styles and that you want to blend in a way that will be the most effective for the team.

Explain that you are wired to think things through and strategize before acting. Thinking things through can add value to an action-oriented team. Give examples of how your approach has caught glitches in execution before they occur.

Let her know that you also recognize that there are times your style can slow things down. Ask your boss to let you know when she needs quick action. And then be ready to step up your pace. Moving fast isn’t natural for you, but you can develop in that area with focus and practice—and it will help you in your career.

Make sure you ask her to consider the times when she can use you as a strategist and planner. Ask for and listen to her point of view and adjust accordingly.

Q. I feel stuck after six years in the same job. I want to keep moving up the ladder but don’t stand out enough to get more responsibilities. How can I get a promotion?

Pamela: Sometimes we can get stuck on autopilot. Shake things up by changing how you see yourself. If you don’t stand out, ask yourself whether you’re doing high-impact things each day or whether you’re doing pretty much the same things you’ve always done. You may want to update your identity from “I am someone who makes a solid contribution” to “I am someone who is a visible leader.”

First, make an appointment with your boss to ask about what she sees as the top-priority needs of the organization today. Next, make sure you listen to her recommendations. Balance these with what you know needs to be done. Then ask yourself what high-impact thing you can do in the next 30 or 60 days. Make a list of the top projects you want to tackle. Do this again in another 60 days. Not only will your capacity to achieve expand, but you will also be more and more visible in your company.

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Mary Lynne Heldmann, a high-level executive coach, is a senior consultant at the Mark Cunningham Group.

Pamela Jennings, a performance coach, lives with her daughter in Greenwich, CT.