Promotions and Career Moves
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Astute individuals understand that career success takes more than working harder. Successful executives do take charge with adaptive responses – they continually design their career strategies; share knowledge, connect and collaborate with their diverse networks; work on what truly matters; and examine their choices.
When aiming for that next promotion or a different role it helps to have a well thought out plan. Here's some mentoring advice.
WHAT DO YOU NEED TO THINK OF AND DO DIFFERENTLY AT THE NEXT LEVEL?
Effective executives synergise what the strategy means for their part of the business (purpose and direction); prioritise what needs to be done (focus); know what they need to do within, across, and outside the organisation (connectivity and dependencies); develop customer centricity (processes and service) communicate for clarity and connection (influence); be a maker and giver of talent (capability); manage roadblocks and risks (governance); set and monitor the right performance and information (achieve and evaluate); ‘questions-coach’ style for positive impact with his or her own teams (engagement); shape the organisational tone, behaviour, power-dynamic, conversation and reputation (cultural custodian). (Source: MENTORING FOR A CHANGE by Dianne Jacobs on thetalentadvisors.com)
EVERY EXECUTIVE NEEDS A TRUSTED SOUNDING BOARD
Most executives understand that the higher they are, the more difficult it is to talk about their real issues or concerns – and to do so free from the weight of company expectations. It is even harder to find effective and neutral listeners. Whether the objective is to be more effective in a role, to assess next-level strategies or contribute to a board, it helps to have trusted guidance.
“How do I choose a mentor-coach and what should I look for?" is a natural question. Look for someone who is compatible, but has enough of a contrast to bring new perspectives. Someone who has the expertise you would need to work through the 'how' and the 'why'; that you could trust and respect. You would want a good listener and someone who has your interests at heart to the extent that they will encourage a frank dialogue on both sides and support you through the changes that will need to be made.”- Dianne Jacobs
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