Leadership
Reactive or Proactive? Fast-track Your Career by Taking Charge Today
2009 found most executives consumed by workplace demands. Fewer people with fewer resources faced increasingly complex challenges. And the prospects for that scenario to play itself out again in the coming year are strong. But 2010 can and should be different, says executive coach Deb Giffen. "Taking just a small amount of time to step back and examine the bigger picture will reap benefits to both your organization and your career. You can continue to react and rely on crisis management, or you can change gears and become proactive. I recommend the latter."
Giffen outlines a three-step approach, one that breaks down the process into manageable increments.
No one else is going to ask you to grow. You might be pushed to make your numbers, or to meet deadlines, but taking control of your success, and in turn adding greater value to your team and your organization, is up to you.
Deb Giffen, Wharton Executive Education director and executive coach
Step 1: Identify Your Growth Areas
"First, you'll need to set aside one hour. Put it on your calendar in early January — if you don't block out the time, it will get filled by something else." Giffen says to use that time to ask and answer key questions. "Begin by asking, 'what aspects of my job are most rewarding?' Those are typically the ones that are a good match for your strengths and talents. Ideally, you want to target your growth in those areas so you can spend more time doing what you excel in and enjoy."
In addition, think about where you want to be in five years. What knowledge and skills are needed to get there? "2010 is a great year to build that foundation," says Giffen. "Consider what you need to learn to be ready for your ideal next step."
Then shift the focus to external factors. "Look at your environment, both in terms of your organization and your industry. What are the new challenges and opportunities emerging? How can you be the person who understands and addresses them well? Companies are always eager to find people who can tackle the new issues, so this will put you in a strong position for future advancement."
Step 2: Find the Right Resources
Schedule another hour to identify good learning resources. Where can you gain the skills you need to grow in the areas identified in Step One? Consider the source when looking to fill knowledge gaps, recommends Giffen. "At Wharton, we continuously update our Executive Education programs and content to provide the latest knowledge, resources, and tools for addressing today's business challenges — and tomorrow's. Our professors understand the current business climate, as well as what to expect next (see Top Business Trends of 2010). They share that knowledge through their publications, their teaching, and also through new media such as Knowledge@Wharton’s free podcasts. These are all potential resources.
"You can also create your own learning initiatives by forming a Mastermind Group with other executives with similar growth plans. Sharing resources, discussing the latest book on leadership, or attending a program together are all ways to grow your knowledge base. People meet a wide range of global colleagues at Wharton, and the bonds that form here lead to value that lasts long after our programs end.
"If you're not sure which growth area to tackle first, consider this: companies consistently tell us that they want more strategic thinkers. In fact, this is the number one skill CEOs are looking for. Can you make fast and effective decisions in a challenging environment? Programs like Critical Thinking and Strategic Thinking and Management for Competitive Advantage can help you sharpen your strategic skills and develop new ones."
As an ongoing trend, Giffen adds, "We also see consistent communication challenges between the finance and marketing departments in companies. If your career path is in either of these functions, understanding the 'other world' makes it far easier to gain cooperation and get things done. Marketers might consider attending Finance and Accounting for the Non-Financial Manager and financial managers might investigate a program like Essentials of Marketing. Or for an integrated approach, teams often attend Wharton Marketing Metrics™: Linking Marketing to Financial Consequences. Where are the challenges in your function or division, and what knowledge do you need to resolve them?"
Step 3: Take Action
"Once you've identified the right resources," says Giffen, "the third step is to take immediate action. Buy the book, schedule the Mastermind Group, or enroll in the class. If you put it off, all your good intentions will follow the path of most people's New Year's resolutions. By March they will be a distant memory of a good idea.
"If you'd like to proactively manage your career," she adds, "start now by blocking out one hour to analyze where you are, and where you'd like to be. Then target the resources you need for your growth, and take some immediate action to bring them into your life.
"As you consider implementing this proactive approach to your career in 2010, keep this in mind: no one else is going to ask you to grow. You might be pushed to make your numbers, or to meet deadlines, but taking control of your success, and in turn adding greater value to your team and your organization, is up to you."
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