Managing A Career

Layne Robinson

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SEMANAL

I help you navigate the path to professional success. Whether you're a recent graduate still searching for your place or a seasoned professional with years of experience, the knowledge and insights I share can show you how to position yourself for growth and career advancement.

4 DE NOV.

Developing Skills - MAC076

When it comes to career advancement, all skills are not created equal. In this week's episode, we look at a framework for evaluating and prioritizing the skills that you should focus on for development. To begin this assessment, you will need to build two different lists of skills: the skills needed for your current role and the skills needed for your next role. When building each list of skills, evaluate how those skills are actually used; especially for those soft skills such as leadership, storytelling, or executive presence. Use this insight to rank your abilities in those skills as weak, strong, or competent. If a skill appears on both lists, consider how the use of that skill will change as you progress towards your next role. If you need help identifying the list of skills, review job postings for your role and look at the list of skills that are identified there. You can also use one of the various AI resources such as ChatGPT or Bard to ask what the primary and secondary skills are for each role. If you have a good relationship with your leader, you can ask them, but this might be misconstrued as you not knowing how to perform your duties. Now that you have a list of skills, you are going to place them on a quadrant map. For the left to right axis, the left represents skills that you need to have and the right represents skills that are nice to have. For the top to bottom axis, the top represents skills that you need now and the bottom represents skills that you need later. If you are unsure whether a skill is a nice to have or a need to have, consider that earlier description of how the skill is used in the role. Primary skills are usually need to haves and secondary skills are usually nice to haves. Now that you have classified the different skills from your lists, you can focus on the skills that are weak in the upper left quadrant. These are the ones that will hold you back from success in your current role. Put a plan in place to augment your abilities in these areas as soon as possible through training and direct mentorship. You should dedicate a minimum of an hour each week to work on these skills until you are competent or strong in these skills. The next tier of skills to address would be those in the lower left quadrant that also appear in the top half of the chart. While the form of the skill may be different between your current role and your future role, the fact that the skill is used in both roles emphasizes the importance of the skill. Even if you are currently strong in the skill, it is important to continue to build this skill in preparation for the next role. Since you are often expected to display the ability to do a job before you are promoted to that job, building these skills will provide you a path to faster advancement. The third tier of skills would be those that appear in the lower left quadrant and do not appear in the top half of the chart. These should be considered growth skills that you should work on as time allows. These skills will be the ones that set you apart from other peers that are competing for the same promotion. If you have worked through those three groups of skills and have not identified at least three skills to work on, only then should you extend your view towards the nice to have skills. Be selective from the nice to have list and only picks skills that put you in a position to be assigned to strategic projects that can provide additional visibility that can help put you in a position for a promotion. Once you have a list of skills to work on, put a learning plan together. Any in tier one should have a plan to address any deficiencies within the next quarter. For skills in tier two or three, take a longer range view towards building them. Use a multi-pronged approach that includes working with your leader on stretch assignments that allow you to use the skill as you g

6min
28 DE OUT.

Junior to Senior - MAC075

When it comes to career advancement, one of the hardest transitions is from junior level to senior level. This isn't because the change in responsibilities is difficult, but because this is the first significant change in someone's career and they usually don't have a full understanding of what it takes to make the transition. When talking about junior roles vs senior roles, each company could have different titles and number of positions between those levels. For instance at one company, you might find it easy to progress through titles of Analyst I, Analyst II, and Analyst III, but then feel like your career hits a wall because your current company considers Analyst IV to be a protected senior position. At another company, they may only have positions of Analyst and Senior Analyst. Regardless of how many steps there are between them, this episode is focused on that transition from junior to senior level roles. Those early promotions are often some of the fastest in your career. Back in Episode 017, I discuss the Corporate Ladder (https://www.managingacareer.com/17) and rough timelines that people are typically at each rung. Promotions within the first few years of your career are often driven by just growth in skill and competence at your role and being capable of taking on more work. When your company has several titles within the junior level, you may even receive promotions every year or two setting unsustainable expectations for the rest of your career. It's these expectations and the fact that the role is changing that makes this transition exceptionally difficult. Those making the transition often don't have the corporate maturity to understand the fact that what has worked in the past is not what will work now. This leads to a situation where a person attempts to take on more and more tasks and gets frustrated when that doesn't lead to the desired promotion. Why this approach doesn't work When you are making the transition from junior level to senior level, it becomes more important to take on the right tasks and not focus on more tasks. If you are just taking on more tasks, you will eventually find yourself spread too thin which means that your ability to deliver will be impacted and your previously strong performance reviews may begin being impacted -- compounding the problem of obtaining a promotion. Alternatively, if you maintain your performance levels, it could come at the expense of your work/life balance or your mental health, all leading to burnout. You might also lead people to have the perception of your lack of strategy or focus if the additional tasks you take on do not represent your core responsibilities and don't align with the goals of the company. So, if taking on more work is not the path to advancement, let's define what it means to take on the right work. The biggest change from junior to senior is changing your focus from the work at hand to understanding the why of the task and how that work fits within the overall process. It's this shift towards more Strategic Thinking (see Episode 049 for more thoughts - https://www.managingacareer.com/49) that shows that a candidate is acting more senior in their approach. Focus on these higher level tasks that have the most impact on the wider, organizational goals. As you move up the tiers -- junior to senior to management to executive -- you work shifts from doing to influencing and impacting; you shift towards being a force multiplier. When you are task focused, your efforts produce results in a one-to-one ratio. But, there are some ways that you can become a force multiplier where your efforts have a much larger impact. By mentoring your coworkers who are less knowledgeable or experienced, the effort spent helping your teammates grow is multiplied by their increase efficiency. Another way is to work to remove roadblocks that your teammates face allowing them to complet

8min
21 DE OUT.

Acting on Feedback - MAC074

In Episode 12, I discussed some strategies for soliciting effective feedback (https://www.managingacareer.com/12). However, feedback is only as good as what you do with it. This week, I'm going to take a look at how you can best act on the feedback that you receive. The first step in acting on feedback is understanding what is driving the comment. In the previous episode, I suggested that when receiving feedback, you should ask clarifying questions along the lines of "Can you explain that in more detail?" or "Tell me more." The goal with this clarification is to turn high-level, generic comments into something more specific. If you receive feedback that you need to "improve your communication skills", there could be several underlying causes and each one would be addressed differently. If the source of the feedback is because you don't provide regular updates or hold back on negative news, you may need create a weekly report that you send to your superiors; you can hear more by reviewing Episode 44 (https://www.managingacareer.com/44). However, if the source of the feedback is based on recent presentations, you may need to practice presenting more so that you become more comfortable or you might need to work on the content of your presentations (see Episode 56 - Presenting to Leaders https://www.managingacareer.com/56). Without knowing the underlying reasoning for the specific comment, you may not work on correcting the right behaviors. If you've received feedback, but are unable to coax additional details about what they mean, the next approach you can take is to reach out to other people that can comment on the same topic. Continuing on the example above, if the feedback you received is about your communication skills, reach out to those that you have presented to or that you regularly provide status to. Ask each of them specifically about the area in question. Look for patterns in the feedback they provide and use that insight to target your improvement. As you consider the different elements of feedback that you have received, how does that feedback align with your career trajectory as well as your personal career goals? Prioritize anything that advances you over things that apply to your current level. If you've created your IDP, these items should be represented on your Assessment and Next Role sections. Review Episodes 36 through 40 for details on your IDP (https://www.managingacareer.com/36) and if you need an IDP template, drop me a note requesting one via the Contact form on the ManagingACareer.com website (https://www.managingacareer.com/contact/). Now that you have a list of feedback to address, talk with your mentor or coach and develop an action plan. They can help you identify training and activities that will help you develop the skills that you need. Be sure to define goals and deadlines to ensure that you put appropriate focus on addressing the feedback. Episode 47 covered some goal setting frameworks that you may find useful here (https://www.managingacareer.com/47). As you reach the identified milestones, update your IDP and discuss your progress with your leader and anyone who participated in giving you feedback. Request updated feedback based on your progress. A career coach can help you identify activities to address feedback. If you need a career coach, reach out to me via the Contact Form at ManagingACareer.com (https://www.managingacareer.com/contact/). I'll schedule an introductory session where we can talk about your career goals and determine if we would be a good fit for coaching. If we are, we can arrange regular sessions to help you put your career on the fast track to advancement.

5min
14 DE OUT.

Put Yourself In Their Shoes - MAC073

When it comes to dealing with people, it can be difficult when they don't share the same opinion you do as to how to handle a specific situation and that can often lead to conflict or complications. The fastest way to move past those differences and get back to moving forward is to put yourself in their shoes. If you can understand people's thoughts and motivations it goes a long way towards formulating an argument that sways them to your side. How well can you read them? Some people will mask their true thoughts and feelings, especially when it comes to professional relationships. To really understand them you might need to rely on your observational skills and not just listen to the words that they say. Start with how they are speaking. When someone is excited about something, even if they are trying to suppress it, they will speak slightly faster and with a higher pitch. Conversely, if they are unsure, they will slow down and be more cautious as they speak. Even their word choices can give you a clue as to their mindset. Open language will indicate a higher level of trust. Strong, clear language indicating confidence. If you find that their words are not in alignment with their body language, it becomes even more important to observe them closely. Visually, watch their body language and look for micro expressions that may clue you in to something that they aren't saying. Whether they are smiling genuinely or politely says a lot. Is their stance closed with their arms crossed or are they open and receptive or possibly even leaning in with excitement? When you say something new, is there a flash of humor or anger in the corners of their eyes? Some of these visual cues will be easier to spot, but the more nuanced actions can be more revealing. In general, people are not malicious in their actions, but, the actions they take may come across that way. For instance, I have seen multiple times where Person A feels like Person B is purposefully undermining the ability for Person A to perform work. But, in reality, Person B is just focused on taking steps that they think will let them reach their personal goals that they never even considered how that could impact Person A. Once Person A sat down and spoke with Person B and everyone's views were communicated, both people were able to be more productive and reach their goals quickly. The easiest path to knowing someone's motivations is to come out and ask them. But, sometimes, you don't have that type of relationship with them and it may take a little bit of detective work. For example, how have their current projects been going recently? If positively, their mood probably reflects that. Though if they are experiencing project stress, they may be taking it out on everyone around them. The "no" to your request may be coming from this type of stress more than anything else. Looking for these types of factors can help you find the motivations of someone that you would not ask directly. No matter how you gain the insight, how can you use this understanding to your advantage? When you understand someone, you can build a stronger relationship with them. Stronger relationships lead to stronger networks. And I can't stress enough how powerful a strong network can be. (https://www.managingacareer.com/29) If someone's actions are not in alignment with what they say, you can look towards their secret motivations for guidance on how to bring them back to alignment. Someone who accepts tasks but looks for ways to avoid them may be missing key knowledge or resources and does not want to admit that weakness. Understanding this, you can provide the tasks as well as information on how to close the resource gap so that they can be successful without looking weak. If you are making a proposal to someone, you can tailor your pitch accordingly based on how they feel about the idea. If

7min
7 DE OUT.

Relationships of the Office - MAC072

If you want to be successful in your career, you will need to build relationships with the people at work -- peers, superiors, and subordinates. Strong relationships build strong networks. This week, we look at the different types of relationships you'll find in the office and key aspects to building them. Unless you're the CEO, everyone has a boss, a manager, a leader. When it comes to career growth, this is probably the most important relationship to build and maintain. A good relationship with your boss will ensure that you get the assignments you need to develop. The first step in building this relationship is to spend time understanding your leader. What is their preferred form of communication? What is their approach to leadership? What are their priorities and how does your work support them? Once you understand these factors, you will need to adjust your communication approach to match theirs. Knowing their priorities allows you to focus that communication on the right messaging. If your leader is customer focused, talk about the impact of your work on customer satisfaction. If your leader if driven by the financials, report your status in terms of dollars saved. Your goal is to have your manager view you as a partner; someone who supports them and their goals. Clear, frequent communication that addresses the things that they care most about will help them view you as someone who "gets it". If your manager is the most important relationship, the next most important is with your peers. A great relationship with your peers will lead to more productive efforts on your projects. When it comes to peers, the focus is on collaboration and cooperation. People respond favorably towards people that help them. If you focus on the competition side and take steps to undermine your peers, they will react in kind and make it more difficult for you to complete your projects. In the event of a conflict between you and your peers, it's important to handle them calmly. Don't attack the person, but, instead, address the issue. If you are unable to separate the issue from the person, take a break and document your reasoning so that you can present it later. If you are still unable to come to a resolution, bring in someone else to act as a mediator. Handling conflict professionally will improve the relationship with your peers even when you disagree. If you are a manager, yourself, a positive relationship with your subordinates builds a team that performs better and directly leads to your personal success. When it comes to your team, your relationship relies on some key aspects. Be open and honest in your communication, this transparency will help you build the second aspect -- trust. But, trust is a two way street. Showing your team trust by guiding and empowering instead of commanding and micromanaging allows them to trust your leadership in return. So far, I've focused on professional relationships. But, when we spend as much time at work as we do, you are bound to develop social relationships as well. These friendships can help make your time in the office more enjoyable and can even extend beyond working hours into personal time, too. But, be careful that these friendships do not lead to cliques that exclude other members of your team. This can erode any positive relationship you've built within your team. Draw a line of professionalism when performing your duties and save the personal interactions for downtime and breaks. By maintaining a boundary between your social relationships and your work, there will be no impediment to continue growing your relationships with the rest of your team. The final relationship type to address is that of a romantic relationship. Like friendships, keep your relationship professional at work so as to not disrupt the performance of the team. But a rom

6min
30 DE SET.

Breaking Past the Peter Plateau - MAC071

In the 1960s, Dr. Laurence Peter defined a theory known as the Peter Principle. This theory states that people in an organization are promoted until they reach their level of incompetence. This usually happens when someone is promoted from a position that requires one set of skills to a new position that relies on completely different skills that the person is not equipped with. While they may be quite competent at their previous position, in their new position, they don't have the competency required to be successful and their career stalls. The story typically goes like this. You start your career and begin learning the skills you need to be successful in your field. As you become more competent, you'll progress from junior roles to more senior roles where you have larger responsibilities but are still leveraging the same skill set. Eventually, the next rung on the ladder will rely on different skills. As you progress through the ranks, the available training diminishes and as an experienced team member, you're expected to just figure it out. It's at this point in the story where you face two different paths. The first path is to continue to struggle and face the fact that you have reached the Peter Plateau. The other path is find ways to break past the plateau to put your career back on track. The most common reason for reaching this plateau is when the role transitions from using hard skills -- those more quantifiable in nature -- to soft skills -- which usually involve interactions with other people. Hard skills are easier to teach because they can be shown as right or wrong. When it comes to soft skills, success is a lot more fuzzy and results involve a lot of "it depends". Because soft skills involve people, what works with one person may not be effective with another person. When you reach a position that relies on soft skills, training resources become more difficult to find and you will need to find other methods for building these skills. If you've been following this podcast for any length of time, you'll know that I'm a big proponent of creating your Individual Development Plan or IDP. If you need a refresher on building your IDP, review Episodes 036 through 040 (https://www.managingacareer.com/36). Those episodes walk you through a description of the sections of the IDP and the process of integrating it into your discussions with your leader. If you need a free copy of my IDP template, reach out via the Contact form on the ManagingACareer.com website (Contact | Managing A Career). If you have your IDP created, your Assessment section should detail what skills you need to work on in order to reach the next level. If you find that you have reached a career plateau, review the items here to determine which skill or skills are holding you back. This would be an ideal time to speak with your coaches, mentors, and leaders to do an honest assessment of your current progress on building these skills. Review the items in your Action Plan to make sure that they are addressing the skill gaps that are holding you back. Work with your leader to find assignments that can help you focus on those specific skills. If you can pair up with someone strong in that skill -- especially in the context of what is successful within your organization -- it can help you grow faster. For example, if you struggle with executive communication, start by pairing up with someone who excels at that skill so that, together, you prepare a presentation. As your skill grows, take more of a lead of creating those presentations, but review it with your co-worker. Eventually, when you have gained skill and confidence, create and deliver the presentation on your own. This pairing will ensure that you have clear examples of what constitutes "good" within your company and the direct hands-on approach can help identify specifics that you need to work o

6min
23 DE SET.

Sphere of Influence - MAC070

When you speak up at work to offer your ideas, have you considered how loud is your voice? I'm not talking about volume, but how many people hear your message? How much weight does your opinion hold? How large is your sphere of influence? A management position comes inherently with influence over the team that you lead based on being in a position of authority. But influence does not necessarily mean power or authority. This week, we look at some strategies for how you can grow your sphere of influence. As you consider these strategies and the steps that you will be taking, keep in mind where you are in your growth and your career. While the strategies apply no matter what level or position you're at, the targets of those strategies may be closer or further away from you within the organization. The same can also be said based on how much influence you already have. When your sphere is small, start closer to home, but the strategies will apply no matter how large your sphere already is. When it comes to building influence everything starts with relationships. In Episode 029, I covered Building a Network ( https://www.managingacareer.com/29), but influence is not just about creating connections; it's about building trust and collaboration. Identify those that you seek to influence and reach out to them regularly. Ask them how you can help them, especially with cross-team initiatives. If you don't have the skills to help directly, learn to be a connector. Helping them resolve their problems -- or connecting them to people who can solve their problem -- will increase their level of trust in you. More trust will lead them to listen when you present your own ideas or suggest solutions to those cross-team projects. Another way that you can build your influence is to become the resident expert on some process, technology, or resource. The goal isn't to be a gatekeeper, though, that is a form of influence. Limiting access to a resource will lead to resentment and a possible loss of the trust that you are working to build. Instead, by being the expert on a piece of technology and being collaborative, people will seek out your opinions and solutions when that technology is involved. The third strategy for growing your sphere of influence is to become involved in critical problems. If the problem has already been identified, this could mean volunteering to work on the project to address it. However, you may need to apply some Strategic Thinking as covered in Episode 049 (https://www.managingacareer.com/49) to find a critical problem where you can contribute. By solving a high-impact problem, you will build your reputation and have people reaching out to you in order to grow THEIR network. The final strategy for increasing your sphere of influence is communication. Whether communicating up the management chain or across departments, information is a valuable resource. Being seen as someone who both has and shares information will help keep you in the loop on what is going on within the organization as well as give you early notice of areas where you can apply the other strategies. There have been several episodes covering different communication top

6min
9 DE SET.

It's a Struggle - MAC069

Advancing your position or getting promoted at work can sometimes feel like a struggle. If you are feeling stuck and wondering why you aren't advancing, this week's episode will help you understand the key misconception that most people face and learn some strategies you can put in place to get past it. As we go through childhood, we are often told that through hard work, we can be successful. While this is true in large part, just by working hard and being good at your job is not always enough to get promoted. Early in your career, when advancement is focused on learning and growing, competence can lead to a promotion. But, once you advance beyond the junior phase, you may find yourself stalled no matter how much you increase your skills. The biggest factor that is holding you back could be visibility. When the organization is deciding on who is promoted and who is not, the leaders need to know who you are and what value you have provided to the team. If you are unsure if you have a visibility problem, consider the following: Does your boss just know the status of the project, or does your boss also know what you contributed to the project? How often are your projects mentioned in the wider organization? Do you have a relationship with your boss' peers and leaders? If you can't answer yes to each one of those questions, any struggles you experience when it comes to advancement can be traced back to the lack of visibility. When promotion discussions are held, it's a lot easier for your boss to justify the promotion to their peers when you are visible. When it comes to visibility, everything starts with actually performing your duties. But, after that, you have to sell yourself. Most people are uncomfortable with self-promotion because it can feel awkward or like you are bragging, but if you want to progress, you will need to get past those feelings. It's not about bragging as much as it is about factually stating your accomplishments and the value that they provide. Review Episode 018 - Selling Yourself (https://www.managingacareer.com/18) and Episode 044 - Reporting Status (https://www.managingacareer.com/44) for insights into how best to communicate your value to various management levels. One way to ensure that your status does not come across as being braggadocious is to communicate it regularly. If you send status focused on larger items either irregularly or only when asking for a promotion, it will appear to be insincere. Instead send a weekly status to your boss and communicate progress on assignments of all sizes. Once per month or once per quarter, include a recap where you highlight the larger items that were reported on previous status reports. Beyond just reporting status, you need to make yourself known to other teams throughout your organization. Part of being known is creating a Personal Brand as covered in Episode 043 (https://www.managingacareer.com/43). But you must also engage with those other teams. Organize cross-team sessions where you share ideas and techniques. Participate in departmental social events. And, through it all, build your brand. The last thing you need to do in order to build visibility is to build relationships with your manager's peers such that you find an advocate or sponsor. When you've identified someone that will support you, meet with them regularly and talk about how the work that you are doing aligns with their goals and how you can help them. When your manager elevates your name as a promotion candidate, your sponsor will add their support increasing the chances that your promotion will be approved. Is visibility something that you struggle with? I'd love to hear about how you've overcome this. And if there is something else that is keeping you from the advancement you seek, let me know and I'll cover that topic on a future episode. You can send your storie

6min

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de 5

3 avaliações

Excellent!

24 de jul.

riddikuluspatronus1

Really unique that each episode is a quick tip to building your network and growing throughout your career. Great host! Really focuses on self empowerment and owning your mistakes and taking action, fun and a must add for everyone whether it’s for a career or just motivation in life. Great show!

Criado por

Layne Robinson
Anos de atividade

2023 - 2024
Episódios

77
Classificação

Livre
Site do podcast

Managing A Career

Managing A Career

Developing Skills - MAC076

Junior to Senior - MAC075

Acting on Feedback - MAC074

Put Yourself In Their Shoes - MAC073

Relationships of the Office - MAC072

Breaking Past the Peter Plateau - MAC071

Sphere of Influence - MAC070

It's a Struggle - MAC069

Classificações e avaliações

Excellent!

Sobre

Informações

Managing A Career

Episódios

Developing Skills - MAC076

Junior to Senior - MAC075

Acting on Feedback - MAC074

Put Yourself In Their Shoes - MAC073

Relationships of the Office - MAC072

Breaking Past the Peter Plateau - MAC071

Sphere of Influence - MAC070

It's a Struggle - MAC069

Classificações e avaliações

Excellent!

Sobre

Informações