Making Changes to Advance Your Career

Prologue:

Recently (on July 17, 2008), I was invited by Prof. Murrae Bowden, Director of the EMTM/EMBA Program at Stevens Institute of Technology, to address the Program Alumni. The topic is relevant in most economic cycles, more so now that change in the status of your career may be forced on you.

The following outline of my presentation was intended to spur further discussion on this topic.
The presentation was video recorded and is presently available to Alumni of the Program. If there is sufficient interest, we may produce clippings of the presentation along with the accompanying Powerpoint presentation.

Introduction:

My intent for this session is to provide some perspectives on making changes to help advance your careers. I am hopeful that it will help stimulate a discussion on various approaches and alternatives, some of which you could act on in the short term, in order to effect the change you desire.

Over the last 27 years and some, my career has taken major detours, some intentional, and a few because I did not know how to say "No". During this tenure as a management and technology consultant I have served clients in 7 countries across 3 continents, in roles as varied as a software developer, to running a small consulting business, and leading the launch of new products and services. Looking back, I am humbled by the thought that I could contribute to various initiatives well outside my academic background and comfort zone.

I still feel the thrill of my first successes in entirely new roles.

Each experience was built upon core competences that I acquired in the preceding years; every role had some stretch goals for me. There were times when I wondered if I made a mistake by taking on more than I could chew. In most cases the end results were favorable.

Key Lessons from unfavorable outcomes: Ask for Help Early-on, Engage in Open and Transparent Communication, Confirm Expectations and Consequences.

Motivation for Change and Intended Outcomes:

Short Term Career Goals breed Short Term Behaviors. Results may not be durable unless you have the wherewithal to change directions quickly.

It is critical to assess the motivation for making the change. It is more likely to be on track, if it is goal oriented (proactively looking ahead), instead of merely as a reaction to a current bad situation. Intense gut feeling of "fight or flight" are indications of major inflection points in one's career.

While desires to make changes after unfavorable Performance Assessments are common, those influenced by self evaluation and awareness are enduring.

Your approach to effecting the changes are dependent on the outcomes you intend to achieve. Some of the intended outcomes could be:

1. Achieving a Higher Level of Proficiency
2. Increasing your Level of Responsibility
3. Improving your Total Compensation
4. Improving your Peer Ranking
5. Bagging a significant Role in Leading Edge Innovation
6. Achieving Industry Recognition*
7. Improving the Quality of your Life

Options for Change:

Opportunities pop up from the unlikeliest of places when the intent to change is in your stream of consciousness.

"Conventional" Choices -

1. Choose to stay within the company and move to positions of higher responsibility, either within the discipline or to different areas of the business
2. Change companies but remain in the same/similar field/discipline where again one would have the possibility of broadening one’s scope/responsibility, or
3. Make a complete change to a different field/discipline which could be complementary to one’s earlier training.

"UnConventional" Choices -

Become your own boss. Entrepreneurial endeavors could be as simple as operating as a freelance / independent consultant or as involved as starting a new business venture.

The option you choose is influenced by personal circumstances, risk taking ability and market conditions for your skills in your (target) industry.

Strategies to Effect Change:

Do not second guess your decision once you take off. Adapt. Give it a fair chance to play out.

1. Start by Assessing your core competencies. It may not be as obvious at first blush. Assess it in the context of your roles and contributions to your project teams. A good gut check is when you observe that what comes to you easily is complementary to a team's success, and sometimes, not even apparent to other members of the team. Also, no one else can or wants to do what you enjoy doing and that contributes to the overall goals.
2. Declare your intentions and goals. Become available for broader, if not higher levels of responsibilities or tougher assignments. Demonstrate Thought Leadership: internal engagement with enthusiasm and stamina, publish articles and unique insights, take initiative to implement new ways of meeting corporate goals. Such declarations do not have to be in the organizational context alone. A discussion with your strong and close-knit network of friends outside work can help reinforce and clarify your intent. Opportunities pop up from the most un-likeliest of sources when your intent to change is within your stream of consciousness. A small ad in ComputerWorld led me to what turned out to be a fantastic life altering opportunity in Abu Dhabi, UAE.
3. Be prepared to operate outside your comfort zone. Be open to global opportunities or international assignments. Explore other industries where your core competencies are applicable. You will be surprised at your own abilities when you solve problems in an entirely new context. As a result, your confidence will soar and you will discover new horizons. I happened to find myself in a start-up situation; it was sold to me as a mature organization. Faced with a "Fight or Flight" situation, the thrill of winning major fixed priced projects kept me going. That role required me to develop and negotiate contracts, develop strong estimation models so that we could protect our margins on fixed priced projects, mobilize core resources, including hiring key managers, procure and install infrastructure, streamline communications with my offshore counterparts and ensure a thriving sales pipeline. I found myself in a decision making role; every positive outcome reinforced my confidence that I could compete with the best and win. This experience opened up opportunities for me at IBM and Accenture, the likes of whom I had competed on some of these same projects.
4. Seek out your advocate(s) and mentors. They are usually strong influencers, or are in decision making roles. Most people in such positions like to be asked for guidance. It may require you to shed some of your ego at times, develop favorable perceptions about yourself, and perhaps patiently navigate some corporate politics. Be aware that you are developing your resume and credibility with every interaction. Project your core competencies and traits that will help you move towards your intended goals. Over the years, we acquire a variety of skills and expertise. It will become increasingly important to focus on and project 3 or 4 core competencies which you intend to pursue.
5. Expand your horizon; hone your skills and inspire yourself through ongoing investments in training and education. These are also good opportunities to network and stay informed in your area of competence.

Conclusion:

How does one define success? You define your own assessment of success as you reach various milestones in your career. At different times, the meaning of the term may change. Moreover, the time horizon for success, and the milestones along the way may alter the original goals.

Today's work place is best approached as a place where you would contribute, advise, lead or otherwise perform your routine activities, in the mindset of a "consultant", and where your stakeholders are your clients.

Your professional relationship with your co-workers and your clients is therefore about balancing the daily equation of inputs and outputs. What do you bring to the table? It is about a Return on Investment (ROI) for both parties involved in such a "trade". At a personal level, every individual has to incorporate the necessary and appropriate measures of Learning, Contribution and Stretch Goals, in order to achieve optimum Team Performance and meet the team objectives effectively. There can be no meaningful progress without Stretch Goals. Your skills and contribution must complement those of others in the team.

Recognize that Boom and Bust cycles are realities of the work place. Enjoy and Celebrate boom cycles. Count your blessings and Persevere in every cycle.

Finally, Success is the resulting Sum Total of Attitude, Effort, Preparation, Aptitude and Outcomes Realized.

• “No one can possibly achieve any real and lasting success or get rich in business by being a conformist”.
• J. Paul Getty on Innovation

Good Luck!