| That's not an easy question to answer. After all, a | | | | in mind, can you know when you've arrived. Only |
| new job might bring you higher pay, more authority, | | | | with a plan, can you be confident that you'll arrive on |
| greater responsibility, a better chance for | | | | schedule - or at all. |
| advancement -- even a better working environment. | | | | To choose a fitting goal, candidly assess your |
| On the other hand, making a move for the wrong | | | | experience, skills, interests, strengths, weaknesses, |
| reason can send you down a treacherous path and | | | | enthusiasm and aversions. If you find self-assessment |
| away from your ultimate goal. | | | | difficult, have a close friend help you, or consult a |
| Consider the tales of two former clients. Their names | | | | career counselor. Once you have a clear picture of |
| are changed, but their stories are true. Jim Peters | | | | how you best operate, you can select a career goal |
| dreamed of becoming Sales Manager for a national | | | | that conforms to your character. |
| construction firm. Having spent five years as | | | | Questions, questions |
| salesman for a Georgia-based construction firm, he | | | | Try to get a feel for the day-to-day reality of the |
| believes it's time to move on. He's feeling underpaid | | | | post to which you aspire. Research is paramount |
| and is seeing no room for advancement. After quietly | | | | here. Spend time at the library. Read relevant books |
| talking to a few local firms (who are hiring sales | | | | and magazines. Talk to executive recruiters. They |
| people with his level of experience), he accepts a | | | | know what it takes to flourish in a given role. As you |
| higher-paying job with an architectural firm. | | | | begin to clarify your goal, interview people who have |
| Four years later, Jim is ready to move again. While he | | | | achieved it. Find out if you really want their |
| enjoys his boss, the work is more difficult than his | | | | responsibilities and hard work. (Either way, it's best to |
| former job, and the chances for advancement are | | | | know beforehand). |
| non-existent. What's worse, the 10% raise Jim | | | | To begin establishing your job plan, ask your role |
| engineered by job-hopping was also paid to his | | | | models how they rose to their present positions. |
| successor at his former construction sales job. | | | | Chart their career histories and consider the |
| Given his disenchantment with architectural sales, Jim | | | | composite result to be a very rough road map. You |
| opts to return to construction sales. Learning that | | | | can't follow their advice verbatim, because the career |
| Washington, DC is one of the hottest building | | | | landscape is always slightly shifting. For example, |
| markets, Jim starts to hunt there. But no firms are | | | | foreign languages may become important as your |
| willing to increase his salary because his experience in | | | | business or industry becomes more international. You |
| architectural sales commands no premium. One firm | | | | may need expertise in a process or technology that |
| offers a job with no salary increase. Jim accepts, | | | | didn't exist when your mentors were at your stage. |
| rationalizing there will be opportunity for | | | | Therefore, be sure to ask your role models two |
| advancement later. Jim relocates to Washington. But | | | | additional questions: What qualifications was his |
| disappointment surfaces a few years later when his | | | | successor expected to have and what knowledge |
| hoped-for promotion fails to materialize. Jim | | | | did he lack - but wish he had - when he began this |
| eventually purchases a fast-food franchise with his | | | | job? As you begin to see the path to your goal, |
| brother-in-law. | | | | interview people who hold the jobs along your way. |
| Bill Doyle, a civil engineering student with top | | | | The better you understand what lies ahead, the |
| academic honors, dreams about heading a design | | | | better you can meet the challenge. |
| team for one of the top national engineering firms | | | | When you're ready to go ahead with your plan, |
| that design luxury hotels. But no civil engineering firms | | | | timing becomes paramount. You should seek each |
| recruit at his college. His resumes generate no | | | | new job as soon as you're prepared to succeed in it. |
| interviews from his target employers. Instead upon | | | | Moving before you have the skills and confidence can |
| graduation, he settles for an offer from a local | | | | be disastrous to your career and your company. |
| power utility company. | | | | Besides, there's no need to move too soon or too |
| Three years later, Bill hears of the exceptional salaries | | | | high just because an outstanding opportunity comes |
| civil engineers are earning in the Texas oil fields. This | | | | prematurely. There are always opportunities for |
| time, a resume mailing yields an offer and 25% salary | | | | outstanding talent. |
| increase with a major oil firm. Bill bites. Five years | | | | Likewise, there's no career benefit in staying on your |
| later, the oil slump hits, and Bill is laid off. After six | | | | present job once you've prepared for another one. |
| months of searching, he finds a job designing pulp | | | | Loyalty and stagnation are two different things. As |
| and paper plants for a 20% pay cut. Eventually, Bill | | | | soon as you're ready for more responsibility, seek it. |
| finds his way back into hotel design -- as an individual | | | | As you advance, keep abreast of changes in your |
| designer - not a Manager - for a national chain of | | | | industry. Changing regulations, technology and |
| rather boring hotels. | | | | business conditions have the potential to alter both |
| Unfortunately, both Jim and Bill made fundamental | | | | your path and destination. Remain flexible and |
| and common mistakes. They were willing to change | | | | periodically review your plans and goals. |
| jobs for better offers, but their moves never | | | | Keep a high profile |
| advanced them towards their ultimate career goals. | | | | Your reputation within an industry is highly influential in |
| The end result was a lot of movement that didn't | | | | gaining interviews and securing new positions. Never |
| lead to a desired destination. | | | | assume that doing good work is enough. It's simply a |
| Don't let the same thing happen to your career goals. | | | | good start. The best way to develop your reputation |
| With basic career planning, you can find the right jobs | | | | (and keep up with the job market) is to become |
| and know when to accept the right offers. | | | | active in a trade association. Serve on a committee in |
| The following career planning method uses | | | | the area of your interest, write articles for your |
| straightforward common sense. Don't be fooled by | | | | group's journal and agree to speak when invited. |
| the simplicity. The difficulty comes in execution. You'll | | | | These initiatives advertise your commitment to your |
| need discipline, self-evaluation and commitment. | | | | field. |
| A two-step, sure-fire plan | | | | Cultivate a network of successful people within your |
| My advice boils down to two points: adopt a career | | | | industry. Make it clear that you respect their |
| goal and then develop plans to execute it. These two | | | | attainment and want to emulate them. Most people |
| steps allow you - not fate - to control your | | | | will be flattered and happy to help. This network will |
| advancement. | | | | provide an early warning of the best openings, which |
| Your career goal should be a specific position within a | | | | are rarely advertised. |
| specific industry (i.e. you might wish to be an | | | | If you have the choice, it's better to remain |
| Executive Editor of a technical publications company | | | | employed and learn about openings through your |
| or the Chief Engineer of a major auto parts | | | | network than to quit your job and sleuth full-time. |
| manufacturer). | | | | Your attractiveness as a successful employee is |
| Your job plan will have two elements. Your long-term | | | | worth far more than extra hours to shop. |
| plan will be a list of all the jobs you must hold to | | | | To review, effective career management requires a |
| reach your career goal. This plan should include not | | | | goal, a plan and good timing. Choose a goal that is |
| only job titles, but all the skills and experience needed | | | | worthwhile yet attainable. Develop a plan based on |
| for each post. Your short-term job plan will list the | | | | thorough, up-to-date industry knowledge. Seek your |
| skills and experience needed to move up the next | | | | next job as soon as you have the skill and |
| rung of the ladder. | | | | confidence to advance. Do these things consistently |
| For most of us, there is no shortcut. Only with a goal | | | | and well. You will realize your true career potential. |