| May 2007 |
| By Leslie Stevens-Huffman |
Have you ever dreamed of having executive-level responsibilities? Your wish has been granted. In today’s rapidly changing business world, you are the CEO of your career. So in accordance with this important responsibility, you should take the time to plan for your success and to execute your plan.
Developing a strategy for career success includes making informed choices about when to begin seeking a new opportunity or accept that new position when it comes along. Many people use gut instinct to make “stay or leave” decisions -- which usually isn’t very effective. If you know where you’re headed and why, it will be much easier to evaluate opportunities.
Create your motivational barometer
Knowing what motivates you is vital to making good career decisions according to Sherri Morris, a career coach with Proxima Consulting.
“It could be money, work-life balance, achievement, the opportunity to learn, or a challenge like turning a business around, but you have to know what motivates you,” says Morris. “If you are no longer motivated in your present position, its time to move on because its going to show in your performance and soon they will ask you to leave and you will no longer be in control of your own destiny.”
While compensation is important, most experts say that money is usually second or third on the list of motivators compared to career challenge and working in the right environment. Make a list of your top job motivators and “weight” each one according to its importance to you. This list will become the cornerstone to your career plan and it will be the measuring tool for weighing new opportunities.
The next step is to decide how your present job measures up to your ideal motivational index and visualize two to three years out to estimate if you think your present job will still be motivating. No situation will probably ever score 100 percent, but if your present motivational satisfaction score is 60 percent or below, you could be in danger of crossing over into the “under-performing” zone. This information is also important because successful career moves need to be planned 12 to 24 months in advance.
Really think outside the box and create a “ladder” of possible positions, or new responsibilities that would improve your motivational index. Be flexible in creating your list, because the more opportunities that you give yourself, the better the chances of succeeding.
Sometimes motivation can be achieved by simple things like telecommuting a few days a week or additional time off, but it could also entail a promotion or a new career, which will require some planning.
Lastly, create a career plan. Good career plans contain several elements: they outline your goals, provide a list of actions steps that will take you toward your goals and they are time bound.
“For the most part, there are no gold watches after 25 years any more, so at all times; you need to have a career plan,” says Morris.
Start by building an inventory of your present skills and talents and then use tools like job descriptions to assemble a list of skills and experience that will be required for your next career moves listed on your ladder.
This exercise will expose gaps in your skills and experience inventory that might stand between you and that next position. Your next step is to create a list of activities and a timeline to close the gaps. Education and training are common ways to close gaps, but even more desirable is on-the-job experience, so you might consider volunteering for projects or extra assignments or even a lateral move in your own organization to gain the experience you need for your next job.
The career planning process has value because mapping out your future helps you take charge of your own destiny and should you get a surprise phone call from a recruiter; you have quantifiable data to help you make an informed decision about a potential new position, rather than an emotional one. Also, it will enable you to have effective career planning discussions with your boss. Having a mentor or career supporter is a key component for success and if your boss doesn’t support your growth, it may be time to leave.
Evaluating opportunities
“Most people are visual learners, so I recommend a simple exercise such as putting a line down the middle of the paper and list the reasons to stay and the reasons to go on each side and attach a weight to each one,” says Lorie Lebert, CEO, which stands for “chief encouragement officer” and certified career coach with the Loriel Group.
Here’s a list of items that frequently appear on both sides of the paper.
The top reasons to stay:
- Your motivational barometer is at 70 percent or above.
- It is possible to achieve growth in your present company.
- Your boss is supportive of your career growth, or you have a mentor.
- The corporate culture or climate is a good fit for you.
- You are able to achieve work-life balance.
- Your financial needs are being met.
The top reasons to go:
- Your company is sinking-- don’t ignore signs such as other people are being laid off or services are being reduced.
- Your boss is dishonest or undermining you—without support from the top it’s hard to be effective in your position.
- You are blocked with no where to go in your present company.
- Your skills have become outdated and you can’t be successful—improve your skills quickly or find a job that is a better match.
Reviewing your career plan when a recruiter calls, will help you ask better questions about the new opportunity and laying out your criteria for decision on paper will reduce the chances of being “swept-away” into a poor decision by recruiting tactics resembling “greener grass.”
Morris also suggests using a visual review of the decision ramifications when a job offer is on the table and she offers the following question grid as a tool.
”What would happen if I take this job?” |
“What would not happen if I take this job?” |
“What would happen if I don’t take this job?” |
“What would not happen if I don’t take this job?” |
Leslie Stevens-Huffman is a freelance writer based in Irvine, Calif. who has more than 20 years experience in the staffing industry.
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