Determining Your Own Value Inside the

Company
by BNET Editorial
Tags: career.professional development, salary
Just pay me what Im really worth! That, of course, is not what you would say to a current or
prospective employer, but it is what everyone is thin"in#$especially when as"ed, %hat are your
salary e&pectations if we offer you this 'ob(! New 'ob or possible promotion, its hard to ta"e emotion
and e#o out of such matters) yet thats e&actly what you have to do in order to present yourself
honestly when it comes to salary considerations. *our ability to be paid the salary you want depends
entirely on your understandin# how much value you brin# to your employer$and how effectively you
can communicate that value to the person who controls what you are to be paid.
Thin" of it this way+ unless you possess some e&tremely rare and speciali,ed s"ills, you are -to many,
if not most, employers. part of the vast labor pool. Thus, many factors can affect your salary level$the
e&perience you have, your communications s"ills, your confidence level$but it all starts with a true,
ob'ective self/assessment of what your worth is to your employer. Thus its important to thin" throu#h
and pin down 0uestions such as the followin#+
1ow can you accurately assess the true value of what you have to offer an employer(
1ow does your or#ani,ation pay its employees(
2an you levera#e the or#ani,ations salary lo#ic to your advanta#e(
%hat other levera#e do you have as a "ey contributor within your or#ani,ation(
What You Need to Know
Arent salary strutures a losely held seret!
In #eneral, yes. 3ost or#ani,ations dont li"e to broadcast their pay structures simply because their
compensation and benefits plans can be a valuable competitive tool. 1owever, there are ways of
findin# out your or#ani,ations salary structure. 4irst, you can chec" the posted salary ran#es for 'obs
that are publicly announced or advertised. 5uch postin#s are rou#h benchmar"s for the 'ob youre
considerin#. 5ometimes all it ta"es is simply to as" someone who does hirin# and salary reviews for
the company to e&plain the salary scales and the reasonin# behind them.
I" the ompany has a "ormal salary struture# doesnt that limit my a$ility to negotiate
a higher salary!
No. Those salary ran#es are set based on the companys research of the mar"ets supply and demand
for people with abilities li"e yours. Beyond that, you can emphasi,e to the employer your special
e&perience and institutional "nowled#e -how lon# youve been at the or#ani,ation and how much
valuable information you have in your head.. 6emember that salary ran#es are set for so/called
avera#e! employees.
Will the organi%ation always o""er me a salary within the range that is assigned to my
&o$!
7 salary ran#e is a pre/determined start point for a be#inner at a certain 'ob -someone with the barest
0ualifications to do the wor" assi#ned. and a seasoned pro. 5o your initial offer may be a fi#ure that
your employer thin"s you will accept, not necessarily a fi#ure that is fair! in terms of the salary
structure. Therefore, an initial offer to you could be well below the ran#e that is officially assi#ned to
your position or well below the level of your true competence within the ran#e. 3any mana#ers will
concede in private that settin# salary levels is more art than science, despite all the charts and tables
that often accompany pay decisions. Then a#ain, its important that everyone concerned "now what
you have to offer in comparison to anyone else who mi#ht be a candidate for the same 'ob.
What to Do
'o# What Do You (a)e to O""er!
The first thin# to do is catalo# your assets+ They include your education, talents, trac" record for
success -it helps to be able to 0uantify the financial value of your successes if you can., contacts,
public reco#nition, and passions. This list shows your fast/movin# merchandise!$the #oods that
your employer already "nows you have and routinely relies on for the value that they brin# to the
or#ani,ation.
3a"e sure you stress the assets you possess that arent bein# used to their fullest potential at present.
Then create another list of ideas you have had to benefit the or#ani,ations future, as well as interests
and s"ills you have that could be put to or#ani,ational advanta#e even thou#h theyre not necessarily
applied in your current 'ob. This list represents your upward mobility, either within your e&istin# ran#e
or into an entirely different ran#e.
'tress *eha)iors# '+ills# and Knowledge 'ets That Your Organi%ation ,ost Values
Every company has star! employees, people who are considered standouts in their wor". 8oo" around
you and observe how these stars wor" and behave. There you will find a clue to the informal, unwritten
values in your company. Basic s"ills and "nowled#e are often what set the be#innin# criteria for
selectin# someone for a 'ob) however, in reality, the company may pri,e such behaviors as happily
wor"in# late or #oin# to official receptions$and, if youre willin# to do such thin#s, stressin# that will
help you #et noticed by the "ey decision ma"ers who decide what 'ob is ri#ht for you. 9eep in mind
that its never too early to start preparin# yourself for the ne&t 'ob you mi#ht want. That means that
see"in# out 'ob assi#nments and:or si#nin# up for formal trainin# may provide your r;sum; a critical
boost a year from now when youre see"in# a promotion.
-nderstand the Organi%ations 'alary 'truture
If you are already employed inside a company, then you have indirect access -and, perhaps, direct
access. to the salary structure the company uses for pay decisions. The salary structure is not public
"nowled#e, so you must as" around. 5omeone you "now will "now how the compensation is arran#ed
within the or#ani,ation. If you are considerin# a new 'ob in a new part of the company, as" fran"ly
where the offer falls within the ran#e assi#ned to your 'ob title. E&pect an answer somewhere around
the midpoint of the ran#e. If the answer is va#ue or dismissive, that could be a si#n that you are bein#
offered a salary not within your ran#e at all. 7nd thats e&actly when you need to ne#otiate in earnest.
(ith Your Wagon To An Organi%ational 'tar
*our prospects are limited -or e&panded. by the prospects of your boss. 7#ain, unless you possess
some uni0ue and hard/to/find s"ills, you typically will not ma"e more than your supervisor earns. 4ind
a positive, respectful, successful, and supportive boss, and your own career boat will rise with theirs.
If, by contrast, you are stuc" with a boss who is out of favor or in a department that is routinely
underfunded, your own perceived value could diminish by association. In such cases, bein# loyal to
your e&istin# boss maybe admirable, but it wont be advanta#eous to your career prospects.
Thin+ Outside the Company
<ont limit your research and e&pectations 'ust to the company you currently wor" for. Trade and
professional associations conduct salary surveys that reflect both local and national trends, and salary
computation tools are available online. <evelop a networ" of peers and associates, people you "now
and trust. It would be tac"y to as" point blan" for a specific fi#ure -1ow much do you ma"e(!., but
tal" in terms of ran#es of salaries paid by other or#ani,ations for 'obs li"e yours. 2ollect enou#h ran#e
information from enou#h people, and you will be#in to #et a picture of how much you could be
ma"in# in the wider mar"etplace.
Write Your Own .o$ Desription
Job descriptions may seem li"e humdrum lan#ua#e assembled by 1uman 6esource #nomes, but dont
discount them. 5uch humdrum is often the root of the system that sets everyones paychec". 5o, any
time youre as"ed to create a 'ob description for the 'ob youre doin# -or the 'ob you want., its an
opportunity. 5ei,e it. The more strate#ic the role that you create for yourself, the hi#her you will be
placed within your ran#e$you mi#ht even be bumped up a #rade. The "ey is, as always, dont stretch
the truth. If you advertise that youre doin# special wor", addin# special value, or possessin# special
"nowled#e$and then dont deliver, your chances for promotion and hi#her pay will evaporate.
Dont /orget These /our Traits
=ver time, what you will earn inside a company often comes down to whether you are+
%ell/li"ed and trusted as a team player who is both productive and cooperative
7n ac"nowled#ed performer amon# all the others who hold, or who have held, your 'ob
1ard to replace because you possess uni0ue s"ills, talents, contacts, or reputation in your
industry
5uccessful$your trac" record is superior to those of your peers and collea#ues
What to A)oid
You Assume Youre 0owerless
Everyone in the wor"place is a pac"a#e of s"ills and behaviors. *ou can almost always increase your
salary, either by elevatin# your stature, boostin# your perceived and real worth, and increasin# the
respect you hold within the or#ani,ation. Then a#ain, you can usually increase your salary by chan#in#
employers alto#ether. If you choose to stay with the same employer, you may have to wait for re#ularly
scheduled increases. But when the time comes, you can ta"e a proactive role in determinin# what your
increase will be.
You Ta+e Things Too 0ersonally
<ont confuse your perceived worth to the or#ani,ation with your intrinsic value as a human bein#. If
you are dissatisfied with your salary, reflect calmly and systematically on the ways better/paid
employees mana#ed to attract hi#her incomes. Then follow their lead.
You O)erloo+ Non1"inanial Compensation
Every 'ob is more than a paychec". 6emember that there are other valuable ways of bein#
compensated+ the opportunity to wor" with a presti#ious or cuttin#/ed#e or#ani,ation, the chance to do
somethin# that is meanin#ful and important to your personal set of values, access to tuition
reimbursement while you are studyin# for an advanced de#ree or paid sabbaticals, and the chance to
learn important s"ills that will position you for accelerated career pro#ression later. In the last analysis,
the person who most determines what you are paid$is you.
Disussing Your 'alary and *ene"its
by BNET Editorial
Tags: 'ob, career, professional development, benefits, salary, ne#otiation
Its not easy to do. It can create much concern. It can even #enerate a sense of panic. 5ittin# down to
ne#otiate your salary and benefits is #uaranteed to be a tense time. 3ore than that, the way you handle
such a ne#otiation will ma"e a ma'or difference in your career. Its important to learn how to as" for
what you thin" you really deserve. *et its e0ually important to prepare for such a discussion by
thorou#hly preparin# for the ne#otiation. *ou can start by preparin# answers to 0uestions such as+
<o you have a sense of your mar"et worth(
1ave you learned the potential salary ran#e of the 'ob you are applyin# for(
1ave you factored in the sta#e of your career(
7re you ready for the 0uestions the interviewer is li"ely to as"(
What You Need to Know
What is the most important thing to remem$er when I am negotiating "or salary and
$ene"its!
1avin# a sense of self/worth is the most important thin#. This re0uires that you do your homewor",
both mentally and emotionally, so that you feel confident. Bein# fully prepared is the best way to avoid
bluster, which can only hurt you in the ne#otiations.
This will $e my "irst &o$2 Isnt the salary pretty muh predetermined!
No. 7ll 'obs have a salary ran#e. The hirin# mana#er will probably try to offer you a startin# salary at
the low end of that ran#e, but there is always room to ne#otiate.
Dont I ha)e to ta+e whate)er they o""er me!
No. %hile its not at all li"e the e&pected #ive/and/ta"e of buyin# a car, when it comes to settin#
salaries and benefits, almost everyone considers it a ne#otiation situation. Thus, its unusual for
someone to accept the first offer from a company.
What to Do
Know Your Worth on the ,ar+et
Everyone brin#s a number of thin#s to a new 'ob that can affect the salary thats paid. 4irst, of course,
is your set of s"ills. Those s"ills are amplified if you have some level of e&perience doin# the wor"
that will be e&pected of you. Then there is your openness to wor" hours, possible assi#nments, wor"
locations, and other variables that can affect what a company is willin# to pay for your services.
But before these can be assessed and converted into a proposed salary, its important to pin down the
salary ran#e for the 'ob youre considerin#. If you are 'ust #raduatin# from colle#e, your university
career development office will have lots of information on the startin# salary ran#es for people with
various de#rees and for different types of career. If you are currently wor"in#, it is a #ood idea to #o on
at least two 'ob interviews per year, even if you are not loo"in# to chan#e 'obs. This is an e&cellent
way to find out whether your s"ills and e&perience are valued outside the or#ani,ation that you wor"
for, allowin# you to #et a sense of your worth from any salary offers put forth. These are, of course,
e&ternal measures of worth.
Its also important to have an internal sense of your worth. *ou should "eep up/to/date a list of the
stren#ths, s"ills, and e&periences that you can offer any or#ani,ation. %ith this in mind, you will be in
a better mental and emotional position to ne#otiate your salary and benefits.
Other Ways to Determine the 'alary 3ange
There are %eb sites that have salary calculators, but theyre not always reliable since the numbers are
predicated on #eneric 'ob criteria. There are several other ways to discover the pay earned by people
doin# this "ind of 'ob+
Industry publications$most have an annual report on salaries in the field
Industry or professional associations$you can use its networ" of contacts to #et an idea of the
salary ran#e for this type of 'ob
=ther people who wor" in a similar position to the one you are loo"in# at$you can dialo#ue in
person or by 'oinin# online discussion boards. In some cases, people will share their "nowled#e
of salary ran#es for the "ind of wor" they do.
*ear in ,ind That the 'tage o" Your Career A""ets 'alary and *ene"its
The three basic sta#es of anyones career are early, middle, and late. If you are in the early sta#es of
your career, you may be willin# to ta"e a lower salary in e&chan#e for the opportunity to wor" for an
e&citin# and #rowin# company, the chance to learn valuable s"ills, or to wor" on a pro'ect that is
deeply meanin#ful to you.
If you are in the middle of your career, you may be more interested in benefits such as healthcare and
retirement than you are in salary. *ou also may be as"in# yourself 0uestions about how much further
you want to #o in your career and how you want to balance wor" and family issues.
If you are at a late sta#e in your career, salary may or may not be that important to you, dependin# on
how well you have been able to prepare for retirement. 7t this sta#e, you are focusin# more on
en'oyin# your wor" -and wor"place. or on leavin# your own personal le#acy.
0repare Answers to 4uestions a$out 'alary 56petations
5ooner or later youll be as"ed, %hat are your salary re0uirements(! *ou must be prepared to answer
this 0uestion. Its not a #ood idea to fire bac" a comment li"e, %ell, what are you offerin#(! Instead,
consider the salary ne#otiation as an opportunity to demonstrate your professional ne#otiatin# s"ills.
Its your first chance to impress the company you may soon be wor"in# for.
If you accept the first offer, you may actually convey a lac" of self/confidence and an inability to #o
after what you deserve. If this is your first 'ob, you also should be aware that raises are based on a
percenta#e of current salary) so if you start low, you limit your ability to increase your overall salary
over time.
9nowin# three thin#s can ma"e you more comfortable in startin# a ne#otiation. 4irst, you should "now
what the avera#e! be#inner or veteran ma"es for this "ind of wor". 5econd, you should "now what
would be the least amount -in terms of base salary. that you would accept and still feel ade0uately
paid. 8astly, beyond base salary, you need to be aware of the benefits that you re0uire.
%hen as"ed about your salary e&pectations, you could re0uest that the interviewer share any thou#hts
he or she has about the e&istin# salary ran#es, but be prepared in case you have to be the first to
su##est an acceptable ran#e. If so, ma"e sure your lowest ran#e amount is sli#htly above the minimum
that you would accept, and the hi#hest is reasonably more than you really e&pect them to offer. This
hi#h/end amount shouldnt be too outra#eous or you will seem out/of/touch with the mar"etplace. *ou
could also come across as havin# an inflated view of your worth.
%atch the interviewers body lan#ua#e closely to assess whether your stated e&pectations are ta"en as
bein# reasonable. If the interviewer bal"s, be prepared to remind him or her of the uni0ue stren#ths,
s"ills, and e&perience that you brin# to the or#ani,ation. *ou could also spea" about the results you
e&pect to help them achieve. Remember to keep the focus on your worth to the company, not your cost.
3eei)ing Their /inal O""er
*ou mi#ht receive a final offer durin# the interview. 7s" for a day or two to thin" about any offer,
especially if you have concerns about it. This is not an unusual re0uest, and you have the ri#ht to as"
for time because acceptin# a 'ob offer is an important life decision. *ou also want to avoid appearin#
overly ea#er or desperate. If you have honest concerns about the offer, then be sure to state them when
you call bac") but state these concerns before you #ive the company your decision. To accept a new 'ob
and immediately start to whine is a bad way to be#in a new wor" relationship.
What to A)oid
You Ca)e In When You Are Told 7This Is the /inal O""er#8
The term final offer! usually refers to the base salary offer, but there may be room to ne#otiate for
better benefits. If that also seems li"e a closed door, then as" if you can come up for review within
three to si& months with the potential for a raise, based on your performance. Its far easier to set a date
for a salary review when you start a 'ob rather than havin# to as" for one after you have been wor"in#.
You (a)e -nrealistially (igh 56petations
This is a fairly common mista"e amon# youn# people who are fresh out of full/time education. 7 visit
to a universitys career development center can be very helpful for settin# realistic e&pectations and
can usually provide concrete information on typical startin# salaries. Even if you have been out of
school for a while, your alma mater will still be #lad to help you with current salary information. It
also helps to chec" out your pac"a#e e&pectations with other people in the field before you #o in to
ne#otiate. If you appear to have unrealistic e&pectations about pay, you can seem unrealistic about
other wor"place matters, and companies are seldom ea#er to employ a person who is hard to wor"
with.
You Aept the (ighest O""er# 5)en Though Youre Not 'ure A$out the .o$
Be careful. Every 'ob is more than a paychec". *ou spend a hi#h percenta#e of your wa"in# hours at
wor") if you dont love what you do and care about the or#ani,ation, it can really affect your overall
0uality of life. 9eep in mind, always, that youre not only ne#otiatin# a salary, youre also ma"in# a
decision about how you will be spendin# your life$perhaps for years to come.
Winning Your Ne6t 0romotion
by BNET Editorial
Tags: team, career
7fter Jac" %elch retired as the le#endary 2.E.=. of >eneral Electric, he wrote a boo" on %innin#.
Now, one would thin" he was sharin# advice in that boo" for the benefit of other chief e&ecutives) but
he states up front that he is more interested in how to ma"e winners! out of middle mana#ers, people
runnin# factories, line wor"ers! and others who too often discount their own chances for #ettin# ahead.
In more ways than you mi#ht ima#ine, #ettin# ahead in the business world is so often a case of you
ma"in# yourself more valuable, ma"in# yourself promotable.
To move up the career ladder, whatever or#ani,ation you wor" in, you need to draw to#ether your
professional s"ills and competences with your business sense and ability to build #ood relationships,
thereby creatin# the widespread impression that youre someone who will be valuable at increasin#ly
senior levels. This is more than 'ust bein# e&cellent at your craft. The best en#ineer, or accountant, or
salesperson isnt necessarily the one who sna#s the open mana#er slot in his or her department. =ften,
its other personal attributes that will be ta"en into consideration when your boss decides whom to
promote. To be promotable, youll need to demonstrate business acumen, political sensitivity, the
ability to mana#e chan#e, and loyalty to your employin# or#ani,ation. -7ll of those thin#s you dont
see in fact, in an avera#e episode of The Office.. 7nd alon# with these traits, you must focus on the
need to communicate and networ" effectively while cementin# critical relationships with those who
will sponsor and support you as you move alon# your career path.
Its 'ust as ?eter <ruc"er said+ 2ompanies today arent mana#in# their employees careers) "nowled#e
wor"ers must, effectively, be their own chief e&ecutive officers. Its up to you to carve out your place,
to "now when to chan#e course, and to "eep yourself en#a#ed and productive@ To do those thin#s
well, youll need to cultivate a deep understandin# of yourself$not only what your stren#ths and
wea"nesses are but also how you learn, how you wor" with others, what your values are, and where
you can ma"e the #reatest contribution.! 1ere are the classic 0uestions and answers often as"ed by
those who want to increase the chances of winnin# the ne&t promotion.
What You Need to Know
Id li+e to get promoted and ha)e done a lot to $e ready "or the ne6t assignment2 *ut
there are so many others doing the same thing2 (ow do I inrease my hanes o"
getting notied!
7dvertisin# that you want to be promoted is usually unbecomin#. =n the other hand, bein# clear about
what you want and why you deserve to be promoted is very important, but a subtle approach can also
reap rewards. *ou could, for e&ample+
find a mentor or sponsor in the or#ani,ation with whom you can wor"
approach your line mana#er and discuss your development plan in the li#ht of your conviction
that you have more to offer the business
observe those who have been promoted and as" yourself if youre mirrorin# similar attitudes
and behaviors
Try to become more visible by ensurin# that you ta"e the opportunity to mi& with decision ma"ers and
by sharin# stories of your success at appropriate times. 7#ain, dont ma"e too much of your
achievements or you may turn off the very people you need to court.
No matter how hard I wor+# I "eel that Im $uried in my organi%ation in terms o"
getting )isi$ility2 (ow an I hange this!
=ften your or#ani,ational visibility #oes up when you increase your visibility in other arenas. %hy not
publish articles in trade or professional ma#a,ines or accept invitations -or volunteer. to spea" at
conferences( If you want to raise your visibility closer to home to demonstrate your commitment to the
community, you could #et involved in local politics. The point is that a nose/to/the/#rindstone
demeanor isnt always the best way to win a promotion. 7s" yourself what you can do to #arner
acclaim in your industry or profession.
,y organi%ation has dropped "rom a do%en le)els to &ust a "ew2 'hould I "orget a$out
$eoming a manager here!
It sounds as if youre wor"in# in a flat or#ani,ation -where there are fewer levels in the hierarchy. or in
a matri& or#ani,ation -where the business is structured accordin# to common activities rather than
discrete business units.. ?ro'ect teams are often made up of specialists across a business. In such cases,
promotability! can ta"e on a new meanin# as there is often no lon#er a clear succession route. In such
cases, the person who can most successfully lead a team stands out as mana#ement material when the
time comes to name a new mana#er. 4latter or#ani,ations still have mana#ers, 'ust not as many.
8earnin# to lead teams well is your best path to winnin# a mana#ement 'ob.
What to Do
%innin# the ne&t promotion re0uires, first and foremost, that you thin" more widely. Bein# a technical
#enius or sub'ect matter e&pert is critical to someone who mana#es a tas" or a function, but the traits
needed for mana#in# an or#ani,ation or a business are more broad. Thus, if you choose to pursue this
path, you will face a very wide development a#enda. 7spects of this include familiari,in# yourself
with the broader business arena and #eneral mana#ement issues, developin# social and political s"ills
that enable you to build effective relationships, and findin# a personal leadership style that youre
comfortable with and can develop into a distinctive personal brand! in the lon# run.
But watch out+ The personal s"ills and attributes that have carried you to the point in your career where
youre loo"in# at a more senior appointment are the very s"ills and attributes that can sabota#e your
success at this level. These include havin# too hi#h a dependence on your specialist e&pertise, an
individualistic approach that differentiates you from your peers, and an inclination to challen#e the
or#ani,ational status 0uo. In this sense, you mi#ht have to let #o of what has propelled you so far in
order to #et further ahead.
*et, you also need to thin" ahead in the sense that 'ust #ettin# a mana#ement position does not mean
that you will succeed. Thus, you need to start now to build the s"ills that youll need as a mana#er. =ne
way to create a development chec"list for yourself is to loo" at the dominant reasons why so many
mana#ers fail. 2ommunications, motivation, trust$these are s"ills seldom covered on the path to
becomin# a top/notch accountant, en#ineer, or transportation specialist.
<ecide now that you have to learn more about mana#ement areas such as #rowin# interpersonal
relationships, meetin# business ob'ectives, buildin# a team and adaptin# to chan#e and transition. The
most important of these include the followin#+
De)elop 9ood Interpersonal '+ills
7s you pro#ress throu#h your career, a shift occurs in the balance between the e&pert contribution you
ma"e and your ability to build relationships. 3ore senior positions demand a hi#her level of political
and personal sensitivity, because at this level relationships #o beyond the or#ani,ational settin# and are
more li"ely have an impact on the lon#/term viability of the business. This is so much more than
"nowin# how to ma"e a #reat presentation to a sales meetin#. >ood interpersonal relationships be#in
with a hi#h level of personal authenticity. Theres no substitute for #enuine self/confidence) people can
#enerally see throu#h bluff and bluster, so its as well to devote personal development time to really
"now yourself well, understand your values, and create a clear picture of what you want. %ith this
"nowled#e in place, #ood communication and an easy manner will follow naturally and authoritatively
because it will #enuinely reflect who you are.
,eet *usiness O$&eti)es
1ow up/to/date is your business acumen( In order to ma"e yourself promotable, not only do you have
to meet the ob'ectives of your role, but you have to contribute to the wider business, too. This means
showin# initiative and ta"in# an interest in areas outside your role boundaries. Bein# supportive of,
and passionate about, the business is a fundamental way to become noticed as someone who could add
value at a more senior level. It may be out of your comfort ,one to wor" on pro'ects that deal with
or#ani,ational functions other than your own, but do it, with passion, if you hope to be seen as one
who can mana#e a business.
*uild and :ead Teams
=ne of the essential s"ills of a senior e&ecutive is the ability to build and lead teams. %hats most
important to thin" about in this re#ard is that you can learn the s"ills that most often result in
successful team pro'ects. 3uch of a persons success in this area depends on his or her ability to
communicate clear ob'ectives as well as understandin# the s"ills, motivations, and personal values of
those in their team. 6elationships must be open with a healthy ebb and flow of feedbac" to ensure that
everyone is ali#ned with the purpose of the team. 3ilestones and mar"ers need to be part of the plan so
that pro#ress can be monitored and successes celebrated. 7nd there a few 'oys in business #reater than
havin# a #roup of people share a #oal$and succeed
:earn to ,anage Transition and Change
1arvards John 9otter wrote an e&cellent boo" on leadin# chan#e. Its a s"ill, he says, that too few
people have in the business world. *et, chan#e is the order of the day. Business and or#ani,ational
models chan#e in response to developments in the mar"et and economy. The ripple effects of these
chan#es are felt throu#hout the or#ani,ation and have an impact on everyone. Bein# able to field such
chan#es and use your "nowled#e and insi#ht to direct peoples creative ener#y towards ma"in# them a
success are valuable attributes of a leader. 7s soon as you face the reality that chan#e is a permanent
fact of or#ani,ational life, the sooner you can lead others who would rather entrench themselves in the
past. To win the ne&t promotion, you need to show that youre prepared to "eep people motivated and
learn from the new e&perience rather than demonstrate resentfulness or obstinacy. In short, remainin#
fle&ible and actively see"in# ways of ma"in# -sometimes difficult. thin#s happen, "eepin# people
motivated, and learnin# from the new e&perience are all/important characteristics of those in the top
team. 8oyalty and solidarity are values that are pri,ed in cultures that are sub'ect to transition and
chan#e.
*uild an 5""eti)e Networ+ o" Champions or 'ponsors
?eople who #et ahead in the business world believe in networ"in#. But this is not about co,yin# up to
one senior e&ecutive and becomin# his or her fan club leader. Its important to build a robust networ"
of relationships that will support you purely because of your potential and personal inte#rity. Thin"
about your networ" and identify role models, potential coaches, and mentors for different aspects of
your development plan. 7s you approach them, be open with your re0uest for assistance but beware of
pro'ectin# self/interest above the interests of the or#ani,ation. 4rame your re0uest in development
terms by statin# that you feel you have more to offer the business and would appreciate their #uidance.
9eep in mind that you are not tryin# to enlar#e your circle of friends, althou#h you probably will ma"e
some new friends whenever you networ". The main purpose of networ"in# is to identify people who
share common interests and concerns about the business and who reco#ni,e that the business will #row
stron#er if your own s"ills can be developed in ali#nment with business #oals. In this way, networ"in#
is always a win/win proposition.
What to A)oid
You Irritate 0eople Who Could (elp You
5ometimes, people loo"in# for a move up the career ladder ma"e such a fuss about their ambitions that
they ma"e a lot of noise around the people who they thin" can promote them. This is very irritatin# and
counterproductive. *ou must "eep in mind that your chances at a promotion will be 'ud#ed on whether
it will help or hurt the lar#er or#ani,ation and business. %innin# the ne&t promotion means pro'ectin#
a winnin# personality and avoidin# behaviors that will assuredly "ill your career.
Youre Not Willing to Change
Anless youve been asleep since the BCDEs, youll "now that every ma'or business on the #lobe has
committed to the concept of Total Fuality 3ana#ement -TF3.. 7nd a central belief of TF3 pro#rams
is that systems and processes -and products and services. should be considered candidates for
continuous chan#e and improvement. Its sad, then, when someone who wants to be promoted to a
hi#her level of responsibility resists chan#e. The 2hinese philosopher, 8ao T,u, said it best+ 6esistin#
chan#e is li"e holdin# your breath) if you persist, you die.!
You Ignore Your Team
=r#ani,ations and businesses e&cel based on the performance of many. Jac" %elch, alone, did not
build todays powerhouse >eneral Electric, and he would be the first to admit that. Its temptin# to
focus on yourself as you loo" toward your career hori,on and plan for your own success. But ma"e no
mista"e+ youll be 'ud#ed on your ability to develop the talent on your team. *ou wont succeed by
s0uashin# those on your team who also have potential, so you must trust in your own abilities and let
your best team members flourish as well. It may seem counterintuitive at times, but the winners pic"ed
for the most promotions help others to become winners too.
,ar+eting Yoursel"
by BNET Editorial
Tags: 'ob, career
Its an interestin# thin# to thin" about+ %hen it comes to your career, every step of the way, you are
ma"in# choices about how to present yourself as someone who can help a company succeed. This
means that, principally, youre ma"in# choices about what s"ills you have to offer, s"ills that
presumably add value to the competence of a company. To the e&tent that you have mar"etable s"ills$
and that you ma"e them widely "nown where you wor"$your career will either flourish or fla#.
5o, its always a #ood time to assess your life and wor" e&periences so that you can assess which of
your s"ills are the most mar"etable. The best place to start is with these three areas of your professional
life+
*our personal and professional #oals
The educational, wor" and leisure e&periences that tie to these #oals
The plans you have -or need. to close any #aps
What You Need to Know
Why is it important to identi"y my mar+eta$le s+ills!
8ets start with your r;sum;. 4or many people, this document is a have/to/do tas", a chec"/off/the/bo&
step to #ettin# a 'ob. *et, from an employers point of view, a r;sum; is, in essence, an advertisement
of what someone has to offer the company. Identifyin# your most mar"etable s"ills will help you build
the most powerful r;sum; you can. 3ore than that, understandin# your mar"etable s"ills will help you
feel confident about what you have to offer a company) this can only help you sell yourself better.
What i" I dont want to +eep on doing what I am s+illed at now!
7 persons s"ill set is almost always transferable to a different 'ob, perhaps even a new career #oal. It is
important to reali,e that you may have many transferable s"ills that will be mar"etable in a new
position. =r you may have s"ills that you havent used for some time that could be very useful in a new
position. 7 set of mar"etable s"ills ma"es you dynamic, not fi&ed, in todays employment world.
What to Do
-nderstand the Importane o" 'el"1mar+eting
To be sure, focusin# on whats most mar"etable about you, or anyone else, is no easy tas". 7fter all,
you have a lifetime of e&perience to thin" about, then distill. *et, while this is not an easy tas", it is one
of the most important you can underta"e because it helps you to plan your 'ob campai#n and to tar#et
the best potential employers. It also #ives you a stron# sense of confidence in what you have to offer.
*egin with the 5nd In ,ind
%hat can hurt you the most is personal confusion about what you want to achieve in life. In order to
identify the mar"etable s"ills that you have, you must "now what "ind of a position you are searchin#
for. Its a lot li"e findin# your dream 'ob+ *ou have to be able to tar#et two thin#s+
B. where, in terms of a career, youd ultimately li"e to be, and
G. what you possess$or need to possess$to #et you to that #oal.
Write a *rie" :i"e;Wor+ *iography
?erhaps the best place to start is by writin# the story of your life.! That can sound overwhelmin#. It
will help if you scale down the tas" by committin# to write a HIJ pa#e history of your life that includes
si#nificant events when you were #rowin# up, important educational e&periences, and a summary of
your wor" e&periences. Thin" hi#hli#hts! as you assume this tas") you want to profile only the most
si#nificant events. 7nd dont fret over the 0uality of the writin#) you can always edit it later, or find
someone who can help you ma"e the writin# more polished. This writin# e&ercise is mainly for your
benefit ri#ht now.
7s you write about each of these e&periences, describe what you li"ed, what you didnt li"e, and what
you accomplished. %hat were you most proud of( %hat is your hi#hest professional achievement(
%hat was your #reatest career failure( 1ow have you balanced your wor" and personal life( 7re there
non/professional achievements you should include, perhaps ma'or #oals you achieved in sports or
hobbies( 3a"e sure that there are at least seven "ey events in your bio#raphy.
%hen youre done, ta"e at least HE minutes to ponder this 0uestion+ %hat, if anythin#, did writin# your
bio#raphy tell you about potentially mar"etable s"ills that you mi#ht have( Now, in one para#raph,
write a summary of this writin# session.
5duational Assessment
Every career starts in a classroom. Just to be sure you did not pass over a "ey moment in your formal
education, consider these 0uestions as you proceed+
%hat teachers did I li"e best and why( 1ow did they help me learn about myself(
%hat teachers did I li"e least and why(
%hich sub'ects did I li"e best and why( <o I see any connection to my current career #oals(
%hich sub'ects did I li"e least and why(
%hich sub'ects did I #et the best #rades in and why(
%hich sub'ects did I #et the worst #rades in and why(
Based on what you have written, identify five "ey s"ills or "nowled#e areas that you mi#ht li"e to use
in your ne&t position. <o not limit yourself to the 'ob you now have) try to list s"ills that could be
applicable to many different 'obs.
Wor+ 56periene Assessment
Now its time to thin" about all the wor" e&periences you have had. No matter how short or lon# in
duration, thin" about the 'obs you have held and as"+
%hat was my favorite 'ob and why( %hat did I achieve in this 'ob(
%hat was my least favorite 'ob and why(
%hich of the 'obs would I do even if I didnt #et paid( %hy(
%hich 'obs really challen#ed me and helped me to develop personally and professionally(
%hy(
7#ain, based on what you have written, identify five "ey s"ills or "nowled#e areas that you mi#ht li"e
to use in your ne&t position. 4or now, do not compare this list to the one you 'ust made. 9eep movin#
on your thin"in# and writin#.
:eisure Ati)ity Assessment
*ou "now what they say about all wor" and no play@ In the times you are not wor"in# -whether
evenin#s and wee"ends, or lon#er periods of time when you have been between 'obs., what do you
really en'oy doin# with your leisure time( 1ere are some wor":life balance 0uestions to consider+
%hat s"ills have I developed from a hobby that mi#ht be mar"etable(
%hat s"ills have I developed from travels(
%hat s"ills have I developed from other leisure activities(
Is there somethin# I have done for fun that I always dreamed of #ettin# paid for( %hat is it
about that activity that pleases me so #reatly(
7#ain, identify the five most mar"etable s"ills you have from your leisure activity assessment.
'ynthesi%e Your Ahie)ements
Now #o over the lists that you have written and create a new master list of at least BE ma'or
achievements in your life. These do not have to be wor"/related. %hen you have completed the master
list, ran" your achievements in order, with number one bein# your most important achievement,
number two bein# your second most important achievement, and so on.
0ut It All Together
The ultimate #oal of all this effort is to create a s"ills inventory, one that you can ultimately use as a
self/mar"etin# tool. To do that+
3a"e a list of all your s"ills that are related to mana#ement in any way. 7lthou#h your current
'ob title may not classify you as a mana#er,! you may still perform some activities that are
considered mana#erial. These can include policy formulation, policy implementation,
conductin# performance reviews, hirin#, firin#, pro'ect responsibilities, problem solvin#,
bud#etary responsibilities, plannin#, or#ani,in#, presentin#, and so on. Even if you dont desire
mana#erial wor", this step is important as it can affect the level of responsibility a company can
entrust you with.
3a"e a list of all of your trainin# s"ills, includin# any informal trainin# you may have had.
Trainin# can be for individuals or for #roups. 7lso list any certifications you may have received
for teachin# pro#rams. Include any other professional trainin# pro#rams, seminars, and
symposiums you have attended. 1ere, a#ain, you may have no aspirations in this re#ard. But
this will help you corral your communications s"ills, which are always important.
3a"e a list of all of your documentation s"ills on those occasions when you have prepared
reports, manuals, summari,ed research, conducted studies, and so on.
3a"e a list of all your technical s"ills, which may include operatin# machines or computers,
any speciali,ed "nowled#e, any manufacturin#, sales, en#ineerin#, human resources, or other
s"ills that have not been mentioned in any of the cate#ories above. 5o many 'obs have a
technolo#y component to them that this step bears special importance.
3a"e a list of all your interpersonal s"ills. 7lthou#h they are harder to define, these s"ills can
ma"e or brea" an application for a new position. This list could include any of the followin#
s"ills+ communication, facilitation, coachin#, conflict resolution, ne#otiation, team buildin#,
and many others.
2reate a cate#ory of other s"ills! for s"ills that dont fit into the above cate#ories. =ften, these
s"ills are somethin# uni0ue that you have to offer, ma"in# you more attractive than other
candidates.
Compare the :ist with Your Career 9oals
If you are li"e most people who have done this e&ercise, you now have a very len#thy$and perhaps
sli#htly disor#ani,ed$list that ties to you, your wor", your talents, and your li"es and disli"es about
wor". 7re you ready to sell yourself! to an or#ani,ation( Not yet.
>o bac" throu#h this list and chec" or hi#hli#ht the s"ills that most closely match your career #oals.
4rom this list, choose the five/to/ten s"ills that you thin" are most mar"etable. 7s" yourself, If I were
tryin# to hire someone for this 'ob, are these the s"ills I would be loo"in# for(! If you are lac"in# any
essential s"ills for the 'ob you desire, you should develop a plan to ac0uire these s"ills.
Ta"e each of the top s"ills you have listed and write a sentence describin# how you have actively used
this s"ill. 4or e&ample+ Ased conflict resolution s"ills to solve a ma'or problem between production
and sales!) or 2onducted 0uality trainin# in the billin# department, leadin# to a BJK decrease in
billin# errors.!
Condut a 3eality Che+
The five/to/ten s"ills -and summary sentences. should be the most persuasive advertisement! that you
have ever drafted about your own wor". Now, lets see how it stri"es someone else. Throu#h your
networ"in#, identify someone who is doin# the 'ob that you would li"e to have. 7s" him or her to
review your list+ 7re your s"ills a match for this "ind of position( If not, as" what s"ills you need. =r
as" what "ind of a 'ob would be a better match for someone with your s"ills. 7nother reality chec" is
to as" those closest to you to review your s"ills and to see if you may have overloo"ed somethin#
salient about yourself that they have noted.
The /inal 'tep
The best thin# you can do now is to draft, or revise, your r;sum; -and a cover letter. so that the ma'or
s"ills you have to offer$and how these s"ills have benefited past employers or bosses$are
emphasi,ed.
What to A)oid
You s+ip this proess and &ump into writing your r<sum<
This happens fre0uently, and it usually leads to companies politely declinin# the chance to employ you.
%hy this happens is no #reat secret. %hen a prospective employer sees a r;sum; that does not truly
lin" critical s"ills to the 'ob at hand, theres little reason to discuss possibilities with you.
You disount early li"e e6perienes
3any often say, It doesnt matter what I did in hi#h school or in my first 'ob. That was so lon# a#o.!
This could be a ma'or mista"e. %hats critical is to match s"ills you have$no matter when they were
ac0uired$to whats needed to perform a 'ob today.
You are unrealisti a$out the math $etween your s+ills and your areer goal
The e&ercise recommended here hin#es on how honest you are with yourself about what you have
done and what you want to do in your wor"in# life. If you have not ri#orously pinned down your true
capabilities and matched them to a realistic career #oal, you have no other choice but to start over. =ne
fact is hard to deny, however+ Those who #et the 'obs of their dreams never lose si#ht of whats
realistically possible.
:ea)ing a .o$ on /riendly Terms
by BNET Editorial
Tags: career, professional development
3aybe you have made the decision. 3aybe your boss, or the company, has made the decision. In the
end, it doesnt matter. %henever you are leavin# a 'ob, its an aw"ward moment. That is, it can be
aw"ward. If you "eep some important points in mind, you can mana#e yourself so that you end your
employment with style and di#nity. If youre facin# such a situation, here are the two "ey 0uestions to
be thin"in# about+
1ow do I want to be remembered by my supervisor and collea#ues(
%hat can I do to demonstrate my professionalism, even thou#h Im leavin#(
What You Need to Know
Is this really important to me! A"ter all# Im leaving=
%hoever first said never burn your brid#es! -in a 'ob sense. had his or her priorities ri#ht. *ou should
always leave a 'ob on the best possible terms. 7nd there are many reasons for that. ?eople from the
or#ani,ation you are leavin# may be called to #ive you references. *ou may be as"ed, or you may as",
to return some day to the company you are now leavin#. *ou may end up servin# as a peer with your
e&/boss or e&/associates on the committee of a professional association.
In sum, even in lar#e industries, it is still a small world. ?eople -especially at hi#her levels. "now each
other and may casually in0uire about a former employee. 5taff members from your former
or#ani,ation may #o to conventions or conferences and meet people from your current or#ani,ation. If
you left a ne#ative impression at one company, your ne&t employer may very well hear about it.
Then a#ain, theres an increasin#ly common occurrence+ 5uppose your new or#ani,ation were to be
bou#ht by or mer#ed with your old one( *ou could find yourself wor"in# for -or with. some of the
same people you left a year or more a#o. It 'ust ma"es sense to ma"e sure you can face former
employers with your head held hi#h.
,y $oss has $een impossi$le to wor+ with2 'hould I tal+ a$out this!
If you have not already e&pressed #rievances with your current boss, then theres little advanta#e to
doin# so at this time. If you are involved in a formal e&it interview, it is far better to be accurate and
truthful$stressin# the positives about your boss -and co/wor"ers.. 9eep in mind that the person you
are sharin# any ne#ative thou#hts with could be the person who mi#ht be decidin# whether to hire you
bac" someday. <o you want to leave the impression that you have been a malcontent, even if your boss
was the reason for your dissatisfaction( 7lthou#h it may be hard, its important to "eep a lon#/term
perspective as your prepare to leave a 'ob.
'hould I help my employer to "ind my replaement!
%hy not( If your boss as"s you to interview candidates for your 'ob, doin# it well can #o a lon# way to
leavin# a positive lastin# impression. %hen tal"in# to candidates for your 'ob, its very important that
you do not discuss ne#ative aspects of the 'ob, cowor"ers, supervisors, or the or#ani,ation. This is the
time to be as positive as possible, without bein# insincere or stretchin# the truth. Tal" about the
positive facets of the wor" and the or#ani,ation. 6emember, the person you are interviewin# may #et
the 'ob, and you want his or her impression of you to be that of the consummate professional. 9eep
thin"in#+ Its a small employment world.
If the interviewee as"s you why you are leavin# the or#ani,ation, restrain from tal"in# about how
much more money you will be ma"in#, or how much better the wor"in# conditions are supposed to be
at your new 'ob. Its best to answer such 0uestions by focusin# on the advanta#es your new 'ob has for
your career. Tell your potential replacement that you were offered an opportunity with some interestin#
challen#es that will build on the s"ills that you have attained in your current position.
If your replacement will not be 'oinin# the company until after youve left, seriously consider offerin#
your boss the option of your communicatin# with your replacement at a later date. The fact that you are
willin# to help your boss even after you have left the payroll will leave a lastin# positive impression.
What to Do
0repare Your :etter o" 3esignation
There are many steps to leavin# a 'ob without burnin# brid#es. 7lways #ive ade0uate notice to your
employer in writin#. *our letter should be brief and professional and contain the date of your last day
of wor". End your resi#nation letter on a positive note by commentin# briefly on the valuable learnin#
challen#es or #rowth opportunities the position you are resi#nin# from has afforded you. Thats it. <o
not #o on about how much better the new 'ob is.
,eet with Your Immediate 'uper)isor
Never submit your resi#nation by slidin# a note under a mana#ers door or by sendin# an e/mail or
leavin# a voicemail. Its 'ust not professional. 7rran#e a time to meet with the person to whom you
report directly. *our immediate supervisor always deserves the courtesy of a face/to/face meetin#.
<urin# this meetin#, you should tell your supervisor that you have decided to ta"e another position and
when you will be leavin#.
<o not whine. This is not the time to tell your boss all the thin#s that are wron# with him or her, how
low your salary has been, or how awful the wor"in# conditions are in your present or#ani,ation. %hen
as"ed why you are leavin#, simply state that an e&citin# new career opportunity has presented itself,
one that you 'ust could not refuse.
7lways be professional in this meetin#. If you have had any problems with your supervisor, for#et
about them now. The best advice ever #iven about this meetin# is let your supervisor save face.! *ou
want your boss to feel as comfortable as possible durin# this meetin#. *ou also want to assure him or
her that you will be finishin# certain pro'ects, continuin# to meet with customers, and so on. ?erhaps
one of the most difficult aspects of e&itin# with di#nity is to "eep this meetin# positive and upbeat.
Continue to Wor+ As I" You Were 'taying
This is critical to e&itin# with di#nity and leavin# an e&cellent lastin# impression. 2ontinue to wor" as
if you were tryin# for a promotion. 4inish as many pro'ects as possible) attend all meetin#s) be an
active participant in your wor". This is not the time to let thin#s slide. 4inish with style.
What to A)oid
You Dont 9i)e 5nough Notie
7t the top of the list of thin#s to do, and not do, when leavin# a 'ob, #ivin# your current employer
insufficient notice ran"s hi#h as somethin# to avoid. In a number of professions, the two/wee" notice
is a thin# of the past. 3any or#ani,ations e&pect -and need. a much lon#er notice. 2hec" to see what
the norm is in your industry or or#ani,ation, and do it discreetly when you start loo"in# for another
'ob. 2ompanies loo" very unfavorably on employees who #ive little or no notice before leavin#. >ive
your employer ade0uate notice to recruit someone to ta"e over your position.
You 3esign Via 51mail
*ou were hired on a face/to/face basis) #ive your employer the courtesy of a face/to/face resi#nation.
Its the professional thin# to do.
You Tal+ Too ,uh a$out Your 56iting New .o$ and 'alary
It may be hard not to be e&cited about your ne&t 'ob, but you should restrain yourself from sharin# that
e&citement with your soon/to/be e&/associates. 2owor"ers will undoubtedly as" you about your new
position, and tal"in# about it is natural) but bra##in# about how much better your new position is than
your old one only leaves cowor"ers feelin# resentful. Temptin# as it is to bra#, and e&cited as you are
about your new position, limit your discussions to comments such as %ell, this is a #ood opportunity
for me.!