Gibson Biddle's model for reflecting on career progression: a product person's scope of impact widens in stages — first build something, then build something great, then build an organization capable of repeating that, then build a company, then, at the far end, shape an industry. He offers it alongside the Product Stage as the Primary Fit Factor for Product Leadership Starters/Builders/Super-Scalers typology as a way to audit whether a given role is actually the next rung for someone's career, rather than a lateral move or a regression in scope.
Tamar Yehoshua collapses her advice on doing a great job into one word: "if I were to put this into one word, it's impact — drive impact." Concretely, this means driving impact across the organization, not just completing the specific tasks you were assigned — the scope of "doing your job well" is defined by organizational effect, not by the literal boundaries of your ticket or role description.