In the new normal career transition is more the norm that ever before.
To maximize your career progress, you need answers to three questions that focus on upward mobility — the answers to which are elusive in the vast majority of organizations.
- What are the factors that govern who does — and doesn’t — advance to the senior level?
- How am I currently viewed in terms of those promotional criteria, and what skills and abilities do I need to demonstrate to move ahead?
- How does one navigate the “political thicket” in the company to get things done at the senior level?
In order to tease out answers to these questions, you need to know why they aren’t communicated more explicitly in most companies, who to ask, and how to listen to the responses.
In an attempt to address the first question, many companies publish leadership competency models comprised of a laundry list of skills and behaviors, such as external perspective, customer focus, collaboration, and teamwork. These are all useful, but the models typically apply to a number of different management levels, and they lose credibility when people see managers promoted to senior levels who noticeably lack some of the enumerated skills. As a result, your task is to gain access to the people who make decisions about senior-level promotions to find out what factors truly come into play when such decisions are made. […]
Jim is president of InnoThink Group a human resources and leadership management consulting firm. He has an absolute passion for people development and are constantly refining and adapting his programs in order to ensure that they have the maximum impact on those we serve.