Getting Ahead In Your Career

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Getting Ahead In Your Career!
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Take Charge of your Career

• Career success means attaining twin goals of
  organizational rewards and personal satisfaction.
• Find out how to move up in your career.
  Researching the job is the first step.

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Take Charge of your Career

• Be aware of the jobs which are peripheral to
  yours. This is called horizontal growth.
• Strive to be promoted in a leadership position.
  This is the same as a temporary leadership
  assignment.

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Take Charge of your Career

• Cultivate work relationships with prospective
  colleagues in the department you hope to join.
• Attend all the training or workshop opportunities
  offered. This is what continuous learning is
  about.

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Take Charge of your Career

• Spend time searching for paid opportunities in
  order to learn transferable skills. The Know-How
  present skill abilities and the Learn-How
  learning capabilities that one has.
• Get promoted by learning more is the new trend.

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TAKING CONTROL OF YOURSELF

• Develop Outstanding Interpersonal Skills
• Develop Expertise and be Passionate about Your
  Work
• Perform Well on All Your Assignments
• Create Good First Impressions

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TAKING CONTROL OF YOURSELF

• Document Your Accomplishments
• Be Conventional in Your Behavior
• Take a Creative Approach to Your Job
• Keep Growing Through Continuous Learning and
  Self-Development

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TAKING CONTROL OF YOURSELF

• Observe Proper Etiquette
• Develop a Proactive Personality
• Take Sensible Risks
• Learn to Manage Adversity
• Develop the Brand Called You

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Develop A Flexible Career Path

• Traditional Career Path
• Series of positions, each reaching a higher level
  of responsibility than the previous one.
• Clarify your values
• List your Personal Goals and modify as you go
  through life.
• Have contingency plans.

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Develop a Flexible Career Path

• The Horizontal Career Path
• You might move sideways before you move up
• Shows flexibility
• Could show dedication to the organization
• Possibly work same level for two or three
  organizations before promotion.
• Contingency Plans

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Have An Action Plan

• Set Useful Goals with Logical Plan for its
  Attainment
• Avoid being too rigid
• Career Paths and Plans are only tentative.

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Practice Networking

• Cybernetworking
• Work the Party Scene
• Active in Community/Church
• Learn Golf
• Nepotism
• Fraternity/Sorority
• Carry business cards

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Achieve Broad Experience

• Try to do it early in your career.
• Achieve more career portability and flexibility.

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Practice Self-Nomination

• Courage to ask for a promotion or transfer.
• Lets management know you want more
  responsibility.
• Ask/volunteer for challenging assignments
• Be Visible
• Sell yourself

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Find A Mentor or Mentors

• Try to find one immediately
• Need a voice to help you
• Personal Board of Directors
• More the merrier
• Keep in contact

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Manage Luck

• Everyone needs it
• Seize The Opportunity
• Using luck also means clarifying your goals.
• Luck is a Dividend of Sweat, the more you
  sweat, the luckier you get. Ray Kroc, former
  president of McDonalds.

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Balance Your Life

• Balancing your life among competing demands of
  work, social life, and personal interests can
  help you balance your career.
• Without balance, you run the risk of burnout and
  feeling that work is not worthwhile.

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Statistics.

• 95 of senior managers of fortune 500 service and
  fortune 1000 industrial are men
• 97 of them are white
• In fortune 2000 companies only 5 of senior
  managers are women

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The Glass Ceiling Commission

• Works to identify
• Barriers that prevent qualified individuals from
  advancing within their organizations
• Barriers Include
• Invisible barriers
• Artificial barriers

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The Glass Ceiling Commission

• Created in 1991 in Title II of the Civil Rights
  Act of 1991
• Consists of a 21 member board
• Members are appointed by congress and the
  president
• Chaired by the secretary of labor

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Glass Ceiling Commission Findings

• Report published in March of 1995
• The commission identified three levels of
  barriers that continue
• Societal barriers
• Governmental barriers
• Internal structure or business barriers

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Societal barriers

• Corporate leadership cannot make society culture,
  gender or color blind. It can, however, demand
  and enforce merit-based practices and behaviors
  as a fundamental principle of how to dobusiness.
  

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Governmental barriers

• Most important, there needs to be vigorous and
  consistent monitoring and enforcement of laws and
  policies already on the books.

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Internal structure or business barriers

• Without access to such opportunities in the
  managerial pipeline, too many qualified people
  are stopped short before they fulfill the promise
  of their abilities.