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What to do.
If -- got a job and how you can stay -- get promoted in it Jon -- author of the unwritten rules extent she need to get promoted to the executive level.
Is here patiently waiting actually -- -- -- and scheduling mix -- that's a -- John it's tough these days because -- -- and you want to advance on the.
Other hand you worried that -- five become too argumentative or push push too much and I lose my job.
-- -- true.
You know obviously given the equity the economy people been focused on just keep -- their job right right.
As the economy strengthens I think they're going to be a lot of opportunities for those people who would like to move up in their careers.
So I'm suggesting is be patient but be persistent take those steps to position yourself to be what I call first off the bench when those job.
Does come open.
We are staring and they seeing and they called they should shove it roll.
But basically means -- of -- -- employers finally to just take this job and shove it because there they are.
Getting the feeling that there's opportunity elsewhere -- that -- instead you get people that do start to leave that creates opportunity.
Had has built when those people leave that will gonna create opportunity when the economy strengthens those baby boomers who have been.
Delaying their retirement you know trying to recoup their portfolio losses they're gonna continue to depart the stage.
So when the economy strengthens there will be opportunities the question is can you take the steps now to position yourself to be a prime candidate for one of those -- what are some of the things that you should do.
I think you have to start off by understanding some basic truths about getting ahead to the next level -- -- are the organization.
One is that simply doing a great job producing strong -- your current job won't necessarily get to promote it.
Those are table stakes that gets you into the game if you will to be considered but for my experience just doing a great job.
Those are not the things that get you promoted to the next level so that's number one a -- It's so get look at but what is.
And it it depends on the level and obviously the skills required.
At one public going to be different you know so if you think about senior executive level was a very different -- -- middle level of management for example.
The key thing though is to take the steps to understand firstly what are those factors.
That more senior level people are gonna use to make a promotional decision for the -- you want.
That's the first thing then the second thing is to get a good sense of how you're perceived by those people in your organization who make those promotional decisions.
OK so it's all about perception.
About perception but it's about perceptions around skills.
OK so it's not just stylistic does -- mean -- back to school and get another degree or certificate or -- -- that.
When I find is usually the things that really make the difference in terms of who gets promoted who doesn't aren't the things you take training programs for.
There -- the skills that people at different levels need to have and again.
Displaying those skills so you breed confidence.
On the part of those people that you can succeed at that Ireland so what -- some of those skills then.
We give an example that the book got the unwritten rules focuses specifically on those aspiring managers who would like at the executive level.
Obviously got a strategic skills you've got to be able to chart a sense of direction.
You've got to build a strong team -- a surround yourself with the talent that helps you succeed.
You need to show not only an openness to -- -- to innovation and change there should -- ability to lead it.
So those are some of the things that ever but I reflect on the book.
But -- it it's a tough it's a tough time how important is it for you mean to not only build skills with in or contacts and then but.
Your external network at as well in these days is really important is -- It is critical for a number of different reasons like I mentioned this in the book.
Partly it is having an external network that gives you put up broader perspective about the industry if -- -- -- -- -- strategic -- -- -- change in your organization you need -- know what's going on outside your company.
But your point it's a very good one having an external network provides the eyes and ears that you will need if and when you decide checked the outside market.
You basically have them -- the back burner and I guess that's a good thing when you come down to negotiating.
Let me put it this way when people think about promoting their first instinct is you know I gotta get from my boss like -- figure out how -- get voted tomorrow.
In most organizations that I work with that doesn't it doesn't happen that way they're -- for a number of different reasons but if you begin the conversations now.
Going back to us that before what are the factors that people are going to be looking for how to they see me today.
-- have a great job today to demonstrate -- -- it I need to do I need to get into a new job to better demonstrate that.
You can basically put together a plan it may take you 612 months but my argument is that this is the time to begin taking the steps.
OK and so.
-- one new year god willing we have tax tax rates in place everything kind of looks like it's a sunny side up doesn't it.
I wouldn't go quite that far especially January 1 you're probably better economist loud enough -- I didn't expect that.
It looks to me like things are beginning to firm up.
And it may take we -- we don't know could be twelve months could be eighteen months.
I'm confident though going back to we've said before that as the economy begins to -- -- as the baby boomers depart the stage -- some of those people go to new jobs.
The opportunities will be there so the question is what can you do now to position yourself for one of those first off the bench position.
Is getting involved in the organization only pay -- our charity level of getting on the -- baseball team -- teaming -- that it is.
The federal help.
It doesn't hurt but I don't think it's central that's I think there are other skills.
For example the the ability not only to be a team player.
But also to show the ability to get things done across organizational lines.
That's pretty important at least it managerial levels so it's not just being a team player it's understand how the organization works influencing persuading people.
Those things when people see that they get this looks like a leader -- this is the person who could succeed at a higher level.
The book is called the unwritten rules -- six skills you need to get promoted to the executive -- done these in here and given us the lowdown on it.
Take it out and certainly stuff that we're all gonna need at some point sir thanks for being here thanks -- we.
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