21:46
Shaun
This is the fifth installment of
our six-part series aimed at
providing the framework for
building a successful career management
plan.We’ve explored the
components and application of
the four pillars: networking, leveraging
self-awareness (situational
assessment), skill excellence, and
personal branding. As 2012 comes
into view, it still isn’t too late to
build a career management plan.
An effective plan will optimize
application of technical and relational
skills within your current
work environment as well as provide
a solid network and foundation
should circumstances require
you to launch an external job
search.
In August, we discussed how
personal branding combines with
your technical and relational skill
sets to create a powerful personal
value proposition in the workplace.
Your value proposition will
differentiate you with decision
makers in the organization so you
become the candidate of choice
for opportunities and assignments.
Now let’s examine building
a strategy to target and achieve
long-range career goals.
Breaking Through One Step
at a Time
At some point in time, everyone
starts at the entry level of an organization.
From there, skill application
and development combines
with network connections and softskills
acumen to significantly influence
your path and trajectory.
Having a vision coupled with wellplanned
strategy is essential for you
to be selected for role opportunities
that build an internal knowledge
base and business acumen required
for higher-level roles.
The majority of senior-level
executives in a functional area
arrive in their roles via a shared
career path. It’s important to identify
the underlying roles and
processes that drove their progression
and then plot a high-level
view of the experience and organization
support you would have to
gain in order to arrive at a targeted
level or area of the organization.
The main factors driving success
in your organization most likely
will be tied to gaining experience
within certain functional areas and
geographies and working with certain
key functional leaders. This
sounds obvious, but you must take
ownership for managing relationships
and acquiring the development
necessary to gain access to
the roles you need to move up in
the organization. Evaluate the pillars
of your career management
plan, and assess if you are building
the network, skill excellence, selfawareness,
and personal branding
to compete successfully.
Consistent and Persistent
You won’t always be first in line for
roles needed to move up in the
organization. Understanding and
acquiring the technical requirements
for targeted roles, consistent
demonstration of skill excellence in
current roles, and taking ownership
for building relationships with the
decision makers will significantly
increase your career momentum
and prevent stagnation or stalls.
Table 1 highlights the key competencies
for job levels and how the
factors within the pillars of your
career management plan should
evolve and mature to satisfy them.
The emphasis and mix of
required technical and relational
skills changes with each level of
progression. Some people will rise
through the organization quickly,
some will plateau at a certain level,
and some will leave the organization.
The combination of technical
skills developed and soft-skills
tools from your career plan will
optimize your success within your
our six-part series aimed at
providing the framework for
building a successful career management
plan.We’ve explored the
components and application of
the four pillars: networking, leveraging
self-awareness (situational
assessment), skill excellence, and
personal branding. As 2012 comes
into view, it still isn’t too late to
build a career management plan.
An effective plan will optimize
application of technical and relational
skills within your current
work environment as well as provide
a solid network and foundation
should circumstances require
you to launch an external job
search.
In August, we discussed how
personal branding combines with
your technical and relational skill
sets to create a powerful personal
value proposition in the workplace.
Your value proposition will
differentiate you with decision
makers in the organization so you
become the candidate of choice
for opportunities and assignments.
Now let’s examine building
a strategy to target and achieve
long-range career goals.
Breaking Through One Step
at a Time
At some point in time, everyone
starts at the entry level of an organization.
From there, skill application
and development combines
with network connections and softskills
acumen to significantly influence
your path and trajectory.
Having a vision coupled with wellplanned
strategy is essential for you
to be selected for role opportunities
that build an internal knowledge
base and business acumen required
for higher-level roles.
The majority of senior-level
executives in a functional area
arrive in their roles via a shared
career path. It’s important to identify
the underlying roles and
processes that drove their progression
and then plot a high-level
view of the experience and organization
support you would have to
gain in order to arrive at a targeted
level or area of the organization.
The main factors driving success
in your organization most likely
will be tied to gaining experience
within certain functional areas and
geographies and working with certain
key functional leaders. This
sounds obvious, but you must take
ownership for managing relationships
and acquiring the development
necessary to gain access to
the roles you need to move up in
the organization. Evaluate the pillars
of your career management
plan, and assess if you are building
the network, skill excellence, selfawareness,
and personal branding
to compete successfully.
Consistent and Persistent
You won’t always be first in line for
roles needed to move up in the
organization. Understanding and
acquiring the technical requirements
for targeted roles, consistent
demonstration of skill excellence in
current roles, and taking ownership
for building relationships with the
decision makers will significantly
increase your career momentum
and prevent stagnation or stalls.
Table 1 highlights the key competencies
for job levels and how the
factors within the pillars of your
career management plan should
evolve and mature to satisfy them.
The emphasis and mix of
required technical and relational
skills changes with each level of
progression. Some people will rise
through the organization quickly,
some will plateau at a certain level,
and some will leave the organization.
The combination of technical
skills developed and soft-skills
tools from your career plan will
optimize your success within your