How To Get Out of the Tender Trap
Q: I have been positioned as the "finance specialist" in our division. I am doing really well in my position, I am well-respected, and the work needs to get done. While I have excelled in this area, I feel a strong need to move in a more strategic direction. How do I break out of this internal brand that I am stuck in? A.T., Calgary
A: This is one of the key issues in formulating a career strategy: You have become blocked in by your strengths. This is often one of the tougher situations in a career. You are no longer in your sweet spot -- but you are in the organization's sweet spot.
The obvious response, and often the most likely, is to look for a new job with another company. However, it seems you still see a lot of opportunity in your current company. Having a strong internal brand has both challenges and risks. The good news is you have built up professional capital that you can leverage to move forward.
You have already taken the first step, which is to recognize your need to take control.
The second step is to take control. Your boss and your peers need your contribution for the company's projects and their own professional success. Look for special projects where you can contribute in a unique way, so you still contribute in your current role while you build bridges in other areas of the organization and get exposure to new challenges. This will keep you engaged while extending your brand within the company and exposing you to other executives.
Ask yourself this question: "Is there someone else on my team with a similar skill set who could replace me?" Do you have someone else who could step up to the plate? If you do, make sure you promote their work, mentor them and help them build bridges. Finding your replacement is one of the key things you need to do. If you don't have such a person, get hiring.
You can also ask your company to sponsor you for an executive education program, which is offered by many business schools, or to sponsor your executive MBA. We often use the term "disruptive technology." Sometimes education can be disruptive in a positive way. A discussion about education will test your company's long-term view and create an opportunity for a conversation with your boss and others on where you want to head in your next phase.
Finally, put in place a timeline for change. It is easy to get lulled into a comfortable role. If you hit your deadline and things have not changed, get your resume up-to-date, and start connecting to your headhunter and your network.
A: This is one of the key issues in formulating a career strategy: You have become blocked in by your strengths. This is often one of the tougher situations in a career. You are no longer in your sweet spot -- but you are in the organization's sweet spot.
The obvious response, and often the most likely, is to look for a new job with another company. However, it seems you still see a lot of opportunity in your current company. Having a strong internal brand has both challenges and risks. The good news is you have built up professional capital that you can leverage to move forward.
You have already taken the first step, which is to recognize your need to take control.
The second step is to take control. Your boss and your peers need your contribution for the company's projects and their own professional success. Look for special projects where you can contribute in a unique way, so you still contribute in your current role while you build bridges in other areas of the organization and get exposure to new challenges. This will keep you engaged while extending your brand within the company and exposing you to other executives.
Ask yourself this question: "Is there someone else on my team with a similar skill set who could replace me?" Do you have someone else who could step up to the plate? If you do, make sure you promote their work, mentor them and help them build bridges. Finding your replacement is one of the key things you need to do. If you don't have such a person, get hiring.
You can also ask your company to sponsor you for an executive education program, which is offered by many business schools, or to sponsor your executive MBA. We often use the term "disruptive technology." Sometimes education can be disruptive in a positive way. A discussion about education will test your company's long-term view and create an opportunity for a conversation with your boss and others on where you want to head in your next phase.
Finally, put in place a timeline for change. It is easy to get lulled into a comfortable role. If you hit your deadline and things have not changed, get your resume up-to-date, and start connecting to your headhunter and your network.
posted by Alan Kearns at 12:45 PM
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