A Career Within a Career?

Recently there have been several articles published about the value of working for huge companies and moving from field to field and department within those companies. I would discourage most employees from doing so unless that is part of their “career path” as guided from at least two levels of management above them.

Why are moves within a large company not career enhancers?
• Everyone needs an area of expertise until they hit middle management. By moving from department to department, you only have a moderate level of expertise and will be judged as such.
• Moving from department to department labels you as a short timer rather than as someone on the way up. Staying in one department or field and creating a record of success in that department or field will get you noticed. If you just move around, odds are you will not build a period after period set of performance results and accomplishments.
• Whether it is marketing, sales, operations, IT, finance or another area, to become middle management or higher requires both knowledge and performance over time. A few years in each just creates as career patchwork.
• If you are unhappy with your company, moving to another department will not change things. If you are truly unhappy, stay in your field and find a job with another company.

Rather than moving from department to department, spice up your career – and your resume with:
• Additional education and certifications.
• Professional organizational participation.
• Actively network within and outside of your company within your industry and your field.
• Volunteer for task forces and special projects which will have a major impact on the business and which have executive level sponsorship and visibility.

After all of this, if you still have time and energy, follow your passion through your hobbies and avocations outside of work.

Ten Steps to Becoming a Better Leader in 2008

New Years is a time for many people to evaluate where they are, where they want to and what they need to change in their day-to-day lives. For leaders, whether they are supervisors, managers, mid-level executives or senior executives in any field, being more effective is the key to success – for themselves and their organization. The New Year is a good time to evaluate what leadership skills and traits are working and which ones are inhibiting success. Here are ten of them for your consideration.

Start

By learning at least ten facts about each of your “direct reporting” employees. Take time to know more about them, and their lives in and out of the work place makes them more human and builds respect and rapport between the two of you.

Stop

Micromanaging the daily activities of your employees at any level in the organization. Micromanaging decreases productivity, creativity and motivation. If you give them clear objectives and then monitor their attainment of those objectives on a periodic basis, most employees perform at higher levels.

Start

Having a direct face-to-face conversation with your people at all levels in the organization about what is and – more importantly – what is not working. The key here is to listen rather than to talk. But asking lots of questions is good. While you may not act on every point, issue or idea, it is important to gain a more a front line perspective of what is going on in the organization.

Stop

Putting off writing and giving performance appraisals to your direct report employees at the last minute. Most managers at any level make this mistake. As a leader of people, continuous feedback which culminates in the comprehensive and thorough performance appraisal is essential.

Start

Being more candid about all feedback. Do not say something is good if it is mediocre. Do not say something is adequate if it is poor. Whether it is a product, a presentation, a report, an advertisement or a strategy, being more honest and candid is the right thing to do for yourself and for your organization. Far too many people are generous with praise and accept substandard work.

Stop

Interacting with people by email. Face-to-face is ideal. If not face-to-face then over the telephone. The last resort should be by e-mail. Too many managers at all levels hide behind e-mail rather than dealing directly with their peers, bosses, employees or even customers. There is nothing like the personal touch for a leader.

Start

Encouraging your people to get more training and education. The natural instinct is to say “no”. You cannot afford for them to be away from the office. But more training and education will make them more effective, more creative and more valuable when they are at work. Invest in your people.

Stop

That fake “rah-rah” program of the month type initiatives. They waste everyone’s time, energy and the organization’s budget. Understand your vision, your mission and your values. Ensure your objectives and clearly and quantified. Then focus on getting your time energized about what needs to be done to meet those objectives.

Start

Being a real “coach” by making sure that you communication the goals and objectives clearly. You should be able to ask any member of your team about their objectives and you should get a clear and concise response including where they stand relative to achieving them to-date. If they cannot to this, then you have not been clear enough about their objectives.

Stop

Accepting recognition for yourself. Direct all recognition to your people. The soldiers on the front lines deserve the medals. Not the pencil pushers behind the desks at Headquarters. When something good happens, make sure the right person gets recognized – and promptly.

Being a “boss” is not easy. It is really about being a leader – not a manager – regardless of the title. To be a more effective leader in the New Year, starting and stopping the behaviors and actions outlined above will provide a good new beginning.

George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com