3

Managing your career

What you will learn in this chapter

• How to manage your career and move onward and upward
• How qualifications help develop skills
• How to use social media, branding and other techniques to make yourself attractive to new employers
• How to handle redundancies and second careers

Careers today are very different than they were 100 years ago, or even ten years ago. The internet almost takes geography out of the equation. You can apply for an internship in London if you are sitting in a small town somewhere in North Carolina. If you are based in Europe and looking to hire a bookkeeper, you could find the person in India. There have also been shifts in attitudes. The parents of baby boomers (Westerners born between around 1945 and 1962) expected a job for life, but later generations have experienced waves of downsizings.

Switching careers is more common – not only out of necessity as one job disappears, but also because people are living longer and retirement savings may be insufficient, so people extend their working lives. I’m a good case in point: I’ve switched careers, sectors and countries several times over the years, having gone from being a European general manager at Procter & Gamble based in Germany to writing this book, and have been a FTSE 100 executive board member, an entrepreneur in America, a global business services director and social enterprise CEO in between.

I’ve always learned things from previous positions I can apply in new roles. Equally, I can say with conviction that the principles and practices of good management – and bad – are very consistent across sectors, cultures and careers.

How to move onwards and upwards: getting promoted

When you join an organisation you should always ask about career opportunities within it. Many organisations, including professional services firms and multinationals, will have set, transparent career paths and promotion levels – so make sure you ask this question before joining and before any job transition, so you know what it looks like. Smaller, growing firms also have career paths, although these are much less predictable. But whether you are in a large or small organisation, one common characteristic applies: you own your promotion opportunities.

The people who spend their time working hard, head down, hoping to get noticed will almost always lose out to those who keep their head up, market themselves and their results and actively seek out new opportunities and challenges.

Here are five simple things you can do to maximise your chances of promotion:

1. Keep track of your accomplishments When you are in conversation, you can refer to your contributions. Don’t brag, just be factual. Know the value you have added and be able to express it in terms of outcomes: I saved £X or grew the business by Y per cent.
2. Be visible Attend your organisation’s events and social outings, and volunteer to help on important projects. Don’t take on more than you can handle, but being a ‘can-do’ proactive person will help far more than being the one who never contributes outside their immediate remit. This will bring you into contact with others in different areas. When it comes time to discuss promotions, people will always favour those whom they perceive have been active and whom they recognise. By contrast, ‘invisible’ employees are harder to endorse.
3. Complement your boss with your work skills If your boss is a whiz at presentations but hates detail, try to complement him or her by being in charge of the detailed reporting. He or she will appreciate your value even more
4. Apply! When new opportunities come up, most companies today post them internally. Even if you are not sure you are ‘ready’ for the promotion, give it a go. You will get yourself noticed and you will also build your profile and flag you are interested in advancement (NB: This is especially true for women – put yourself out there!). Use the ‘matching checklist’ – see the box below – to help you prepare for internal job interviews.

   Matching job requirements to your experience: the matching checklist

   When you apply for a job, one of the best techniques you can use is a matching checklist. This takes the key requirements in the job description and lists them on the left-hand side of the page. For each of these, list on the right-hand side of the page your relevant examples and experience. This is a very effective technique as it impresses recruiters with how well you have thought through your suitability for the job and provides them with concrete examples of why you’re the best choice.

   Source: As adapted from Stork & May

5. Consider advancing your skills By taking on better qualifications through your employer’s programme or other relevant offers, you signal that you are willing and able to learn new skills.

Switching jobs

Today’s managers are far more mobile than their predecessors. Indeed, the average manager will change jobs every three to five years, and even CEOs only last an average of two and a half years. In part this reflects a more global, plugged-in workforce; and in part the climate of economic austerity that makes redundancies and downsizings more prevalent. These same factors make job switching easier than ever before. So if you are stuck in your current job, have discussed advancement opportunities and done the above all to no avail, it may be time to look elsewhere.

Management qualifications

As mentioned above, gaining additional qualifications can signal that you are interested in developing yourself and hence ready for promotion. They are also a great way to help make you better at managing.

Less than one in five managers in the UK is qualified, and that percentage is about the same globally. So what are your options if you aim to be one of those in the qualified elite? The most common is the MBA; however, there are also other qualifications, including undergraduate degrees in business studies, professional qualifications, and other sector specific awards and certificates. In a recent survey, managers rated MBAs and professional qualifications such as Chartered Manager the most effective.¹ Here I offer a brief summary of the most popular.

The MBA

Back when I was in business school in 1985, most considered the MBA an automatic entry ticket to a high-paying management job. No more. According to the Wall Street Journal, the number of MBAs in the US has risen by 75 per cent in the last decade, and the costs have risen by almost 25 per cent in the last three years.² Increasingly, competition comes from a rising number of global business schools and online offerings. Some of the most common reasons given for doing MBAs include:

• The breadth of management education available on MBA programmes.
• It is valued by employers.
• Networking and business opportunities with fellow students.
• A chance to reflect and potentially refocus your career.
• Better career and pay prospects.
• The best MBAs give an international outlook.

MBAs are still regarded by most as the most worthwhile business degree, but it is important to examine what the main reason is for choosing your MBA, and that you do some thorough research. The FT ranks all business schools, and maintains separate rankings for global business schools, European business schools and executive education MBAs. Studies have shown increases in salary post-MBA,³ but these are not as great as they once were. If you are not fortunate enough to be able to gain admission to and afford a top-tier business school, you may want to consider other qualifications. There have also been several criticisms of the MBA, most notably by the management guru Henry Mintzberg. He argues that there needs to be more focus on learning from and using one’s practical experience.⁴

Professional management qualifications: Chartered Manager

Many of the advantages of MBAs, such as making contacts, can also be gained by undertaking alternative qualifications. One interesting alternative to consider is a professional qualification in management such as Chartered Manager. Research by professional bodies shows that the public trust the chartered designation more than any other. The UK offers a broad palette of professional bodies, as do many other countries. Many of these are recognised internationally. There are also numerous short course, executive courses, and, increasingly, specialised courses to consider.

Using social media: personal branding and network building in the digital age

Today you can search for information on any company, almost anywhere, from work or your own home. You can locate decision-makers, potential customers, suppliers and subject-matter experts and contact them. You can highlight your interests on LinkedIn, job sites, and alumni associations. You can build your own brand by posting blogs, or tweeting regularly. A 2011 report from Experian found that 91 per cent of online adults used social media at least once a month⁵ – but how many of us really reflect on the networks we are using and what we use them for? Social media can be a powerful tool for career advancement and continuing professional development. So how do you make sensible use of technology in managing your career?

Use online resources to help cultivate good relationships externally. Take industry associations, professional bodies and the trade press, for example: offer to be helpful in connecting them with others, joining, providing background information, and contributing to message boards. If you are in a position of responsibility, identify the key associations and trade journalists in your space and share information that you think will make their lives easier. If you are given the opportunity, offer to speak at events, or help to organise them, or summarise their outcome and share with the organisers. You are creating content for others that will also build your brand.

Whether you are looking to recruit, find a job, build customers or network, a LinkedIn profile is vital. It will bring you to the attention of others. When you create your profile, look at others’ – find one you like and emulate it. You might want to consider keyword searches; people are looking for concrete key words. Recruiters are typically looking for information on: job title, job sector or industry, function, and size of budget, staff, or other concrete dimensions of responsibility. Terms like: CMO, CEO, IT Software programmer, leading innovation, global, are more likely to get searched.

Building a network

Think about people you know. They are easy to find on LinkedIn. You can then send out invitations. And most profile settings will give you access to their connections. Scroll through those to see if there are people whom you know that you can connect with. It’s always best to connect with people you know. This is because otherwise your connections may not be meaningful. Of course, if you have a specific request for information, LinkedIn allows you to send a message asking for advice. Look for quality not quantity. And don’t be afraid to reach out to your contacts when it is useful. If you use the endorsement feature, be wary of having too many.

A learning tool

Continuing professional development shouldn’t just mean attending training courses.⁶ Via social media you have the chance to learn from some of the best people in business and public life. You can read blog posts from thought leaders in your industry; you are also able to gain a real insight into the views and opinions of colleagues, employees and stakeholders. Consider taking part in online conversations via Twitter or the groups on LinkedIn. You can also sign up for and get regular free content from thought-leadership institutions such as McKinsey and the Harvard Business Review. Try Googling what you are interested in – B2B marketing, for example – and you will find free white papers to download, emails to sign up for and discussion forums to join. Of course they are using this to generate leads but that is not necessarily a downside; there may be material that is worth paying for. This kind of use of the web can lead to genuine ‘win–win’ connections.

Online reputation

It is vital that you consider carefully what information you put online, and who can access it. For example, do you want to add your colleagues as friends on Facebook and have them see personal photos and communication with your non-work friends? It is well known that most employers will Google anyone they are thinking of hiring. There is no right or wrong answer to what information you share, but you need to think about how your manager or a recruiter might perceive your online profile, and whether your organisation has a social media policy. The safest rule is: if you wouldn’t want your boss or grandmother to see it, then don’t put it there. More companies are springing up that allow you to manage your own online reputation. They do this by allowing you to place your preferred content higher up on Google.

How to cope with redundancy, getting fired and job search

Every good manager I know has been fired at least once! I’ve been fired for reasons such as a boardroom coup or cost-cutting. It does not carry the stigma it may have once done. Try not to take it personally – bounce back and do something better! Take time to do so. The following tips can help:

1. Let go Say goodbye and accept that your employment has ended and see it in perspective, with both the good and the bad.
2. Don’t burn bridges Unless you are truly the victim of discrimination and have strong evidence, then try to maintain a good relationship with your former employer. Discrimination suits may result in more money in the short term, but it can hamper the ability to get a good reference. Nor should you underestimate the trauma that fighting your employer will put you under. If your relationship with your boss was not the best, try seeking a reference from a supportive peer, or even a boss of your boss.
3. Make a positive transition Sort out the practicalities for your new life – your legal entitlements, your finances, and focus on establishing a new routine and getting yourself organised; build your confidence – focus on your skills and achievements. Do the things that were difficult while you were employed – go to the gym, take up yoga, learn a new language.
4. Move forward Take stock of who you are: likes and dislikes, skills, experience, training needs, values, priorities and family constraints. Start redesigning your future and considering different options, such as starting your own business, studying, travelling, or a career break.⁷
5. Seek out new networks and old colleagues/friends for mutual benefit This is a great opportunity to get in touch with former colleagues and friends and explore possibilities with them. Avoid asking them for a job – instead, ask them how they are, and then share your current situation. Ask them if they can make an introduction. Also, think about ways in which you might be able to help them.
6. Consider joining or forming a support group When I found myself wanting to re-enter the job market after a family sabbatical, I teamed up with senior women in a similar position. We called ourselves CREW – Career Renaissance for Executive Women. It was great to share experiences. We are still good friends today, and we have all been through several career transitions since.
7. Wait until you are in a positive frame of mind before beginning your job search Potential employers and head-hunters will pick up on a defensive or victimised attitude. Also, you will need to think about what you will say about why you left your last position. Write it down, and practise it. Similarly, you should think about what your previous employer will say. Counter any negative references with positive ones from previous employers, colleagues and direct reports.
8. Consider Career Outplacement This refers to support that your employer provides, usually via an external company, which helps you find new employment. Support services vary but can include counselling, assistance with writing a CV and interview preparation. They will help you to be proactive and prevent you from falling into the trap of feeling sorry for yourself. The best will also have contacts, content and networks. If you are interested in outplacement don’t forget to ask your employer to make it part of your settlement package. Most employers will want to see you land on your feet and will be willing to consider this.

Job sources

Most of us are aware that job hunting, like much else, has been transformed by the internet. But plan your approaches as if you weren’t online. Think about what you want to do and why. Write down your activities and things you have done; be sure to focus on results, outcomes and stories you are proud of and can share. Focus on your strengths; the things you are good at. Make sure you have facts to prove this.

Think about the kind of job and company you would like: Are you looking for freelance virtual work? Or are you looking to join a company? Large or small?

Think about companies that might fit your bill. And then search for information on the people that might run the areas you are interested in.

Once you’ve got their names, see if you can find a way in using your networks. If not, consider approaching them directly, by doing your research about them and highlighting an area of shared interest or expertise. Email them a personal cover note and your CV, and follow up with a phone call. Ask for their advice rather than a job. If you can get in to see them great, otherwise, a phone call can work. This is more likely to work than posting your résumé on countless job sites.

There are a number of other tools and methods that could be of use:

• Networking Make use of contacts you have in previous jobs. Two-thirds of jobs are said to be found this way. See ‘The power of networking’, in Chapter 5.
• Head-hunters and recruitment agencies Find out about the key head-hunters and recruiters for your industry. There are two types of search consultants: those who operate on a retained basis and those who do things on a speculative, success-fee-only basis. The first are the reputable search consultants and include all the big global names. Most of these recruiters belong to AIESC and you can join this organisation as well and gain access to them. You need to be wary of the second, as they will be attempting to aggressively market you, often to the wrong sorts of people.
• Interim or temporary assignments This will get you into an organisation in addition to building your esteem; it will make it easier for you to transition into full-time work. Interim management is offered by many leading head-hunting firms.
• Social media Many companies now advertise their vacancies on social media. You can also use social media to let people know you are looking; however, you might want to do that in a targeted fashion rather than broadcast your availability too publicly. You can also attend networking events and create a profile for yourself online. Offer to speak at conferences in your industry, or contribute content to online forums.
• Maintain good relationships with head-hunters even if you are not looking for a job It is always a good idea to stay in touch with head-hunters. Often, they will call you asking for your recommendations of potential candidates for a position. It’s in your interests to oblige. The more you help them, the more likely they are to reach out to you. Then when you need them, or are thinking of switching, they are more likely to take your call, meet with you, or suggest others with whom you might speak.

Career changes

Very few people have the same job or work for the same organisation throughout their career, and some seek a career change. Members of the armed forces, and of the police and fire services, for example, have always retired early enough to have time for a second career. This could include starting your own business or becoming freelance: one former executive I know successfully reinvented herself as a children’s book author. Another former retail professional pursued her dreams of becoming a scuba diving instructor in the Maldives. More commonly, many professionals choose to enter into careers as executive coaches, consultants, charity workers or teachers. As you plan your second career, ask yourself these questions:

• Do you really want a second career?
• What is it that you like doing and what skills would you like to develop?
• Will future career changes require you to undertake further education or training?
• Are you willing to move down the ladder in order to enter a new field?
• Are you able to support yourself financially in the short-, medium- and long-term?
• What do people around you think?

So-called ‘parallel careers’ can end up creating second careers. The term ‘parallel careers’ relates to a secondary job or activity that is undertaken by an individual alongside their existing career. There are many examples of people whose second career remains a rewarding hobby – such as the CEO who coaches little league baseball – or those whose second career eventually overtakes the first, such as the TV producer who became a bestselling author having begun writing fiction as a hobby, and self-published Fifty Shades of Grey.

Top tips, pitfalls and takeaways

Top tips

• Use social media to build your personal brand and expand your network.
• Do a ‘matching checklist’ when applying for jobs to ensure you highlight relevant experiences.
• Reach out to others in the same boat for support during career transitions.

Top pitfalls

• Burning bridges when you experience a difficult change, such as being made redundant.
• Forgetting the reality of a career transition will often result in a loss of status, success and ‘starting over’. Make sure you factor this in; don’t be too romantic about your switch!

Top takeaways

• Changing careers is increasingly common and can be very rewarding.
• Careers today are more fluid than ever before. You need to be adaptable, be prepared to move to different organisations and continually learn new skills.

¹ Value of Qualifications, CMI, 2012.

² Wall Street Journal, 12 Dec. 2012.

³ Walker, L., The MBA Equation, Professional Manager, 2012.

⁴ Mintzberg, H., Managers Not MBAs, Pearson Education, 2004.

⁵ http://www.experian.com/assets/simmons-research/brochures/2011-social-media--consumer-report.pdf

⁶ See Hyland, L., ‘Move aside CPD – UPS is on its way!’, Training Journal, June 2009.

⁷ Adapted from Dealing with Redundancy, CMI Checklist Series, no. 218, 2011.