What moves a career forward when technical ability alone is no longer enough? That was the question at the heart of Capstone: Mentored’s networking and panel event on the 24th of September.

Hosted by Sarah Davenport, the conversation brought together Debora Bastos Bahiense of Ecolab, Swati Mehra of Microsoft and Kalbir Heer of Pure Data Centres Group. Their career paths differed, but a common thread ran through the discussion: growth often begins when someone sees potential in you that you have yet to recognise in yourself.

The challenge is learning to act on it.

Say yes before you feel entirely ready

Each panellist described an opportunity that had taken her beyond familiar territory. Debora reflected on relocating to the UK and being offered a choice of roles, including one that felt like a step up. She initially questioned whether she was ready, but encouragement from the person offering the role helped her take it.

Kalbir spoke about moving from HR into an operations role despite knowing little about the day-to-day work of the team she would lead. She asked for an agreement that she could return to HR if it didn’t work out. She ended up staying in operations for around two and a half years and described it as one of her most valuable experiences.

Swati recalled being asked to lead a global programme involving around 100 people who didn’t  report directly to her. She was comfortable in her existing role and unfamiliar with the new area, but taking it on changed how she understood leadership and influence.

None of these moves required the panellists to arrive with every answer. They required a willingness to learn, ask questions and trust the skills others could already see in them.

Credibility is built through people

When Sarah asked how to lead without direct authority, the panel returned to relationships. Consistently delivering on commitments builds trust, but how you work with people matters too.

The panellists discussed taking time to understand colleagues’ priorities, involving them early in decisions and listening to those who may disagree. They also spoke about staying calm when plans change and being open about problems so teams can address them together. Influence, they suggested, grows through those everyday actions long before a leadership title arrives.

That also changes what it means to be ready for a bigger role. In assessing potential, the panel looked beyond experience alone to self-awareness, resilience, curiosity, a willingness to learn and the ability to work with different people. Passion mattered too: particularly the effort to understand the people or customers your work affects.

Make your ambitions visible

A recurring message was to take an active role in your own development. Put yourself forward for projects, join conversations, identify the skills you need for a role and find ways to build them. Make your ambitions known, and keep track of the work you have done and the impact it has had.

The discussion also challenged the idea that progress must always mean an immediate promotion. A move sideways can broaden your experience and prepare you for an opportunity further down the line. What truly matters is understanding what you want to learn from it.

Mentors and sponsors can play an important part: the panellists described recognising potential in others, offering stretch assignments and backing people as they grow. Just as importantly, they encouraged attendees to ask for support and share what they hope to do next.

Find a way to be heard that feels like you

Audience questions brought the conversation to visibility and voice: how do you contribute in a room where you are talked over, or when speaking up does not come naturally?

There was no single prescribed style. The panel shared practical approaches: speak with people ahead of an important meeting, prepare the point you want to make, or ask a question that prompts the room to reconsider an assumption. They also acknowledged that being assertive can be judged differently depending on who is speaking.

For quieter colleagues, the responsibility does not sit with them alone. Leaders can make space by inviting people into the discussion, listening to their contributions and helping them build confidence over time.

One action to take forward

Sarah closed by asking attendees to write down something they would commit to after the event. It was a fitting end to a discussion full of practical advice. A next step might be asking for a stretch project, speaking to someone doing a role you’re interested in, finding a mentor or making your ambitions clearer to your manager.

The panel showed that career growth rarely follows a perfectly planned route. It comes from building trust, staying curious, supporting others and taking an opportunity even when you are still working out how to do it. Those are the qualities that can carry someone well beyond technical excellence.

Thank you to Debora, Swati and Kalbir for sharing their experiences, and to everyone who joined the conversation. To find out more about future events and Capstone Mentored, get in touch with the team.