[FONT=Arial, Verdana]A successful career is the result of choices you make and how a company views you! When you start as a junior manager, the critical choice is a small firm vs. a large firm. [/FONT]
[FONT=Arial, Verdana]This choice gives you learning as well as exposure; and decisively shapes you in the formative years of your career.[/FONT]
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[FONT=Arial, Verdana]A large firm orients junior managers to discipline and process. In addition, large firms provide access to a lot of formal training, resources and comfort in dealing with other things. A large firm has a bigger pool of senior talent that an aggressive learner can leverage. A junior manager in a small firm by contrast, does a wider range of tasks and learns to be resourceful and entrepreneurial due to limited resources.[/FONT]
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[FONT=Arial, Verdana]Latitude for mistakes and the boundaries for learning are unlimited. At a personal level, an individual’s choice could be about getting married and starting a family soon. Marriage and family impact your choice of career and location, which in turn position you in specific ways in the transition to middle management.[/FONT]
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[FONT=Arial, Verdana]The years in middle management throw up a different set of choices — of focus on functional excellence versus acquiring the broader skill sets of general management. Decision choices in a large firm are whether to go for cross-functional rotation or a choice to stay true to one’s functional background like, HR, finance, marketing, R&D etc [/FONT]
[FONT=Arial, Verdana]In middle management, what matters more for future success is the way the company perceives you. A middle manager is closely watched and judged on delivering performance while displaying potential. Leadership potential is judged in the way he/ she leads small teams. [/FONT]
[FONT=Arial, Verdana]A middle manager who wants to transit to senior management must watch out for some pitfalls. Often his fear of not being noticed makes him choose the wrong behaviour. They try to stand out through individual excellence sacrificing teamwork and often grabbing credit, by passing off junior’s ideas as one’s own and trying to impress seniors by running their peers down. [/FONT]
[FONT=Arial, Verdana]In today’s hyperactive economy, a significant number of middle managers also jump to senior management through rapid job changes, often pushed by head-hunters. Middle managers need to keep in mind that potential employers for senior level evaluate both the experience set and the corporate brands they have worked with. [/FONT]
[FONT=Arial, Verdana]The personal choices at this stage are how much debt you can take on as you build assets, balance your career, fulfil your spouse’s ambitions and fund your child’s education. At last, you are a senior manager. [/FONT]
[FONT=Arial, Verdana]In the first two years as a senior manager, you need to decide whether you are going to make a serious attempt for the corner office in your current firm or outside. This will mean an objective assessment of yourself, whether you have the leadership mettle and stomach for such a lonely, gruelling and high stamina job.[/FONT]
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[FONT=Arial, Verdana]A decision not to go for the top job would mean a string of lateral moves and eventual retirement from the firm. As a senior manager and potential CEO in today’s world, you are judged on the ability to manage key stakeholder expectations - building a leadership pipeline, learning rapidly and steering the ship through disruptive change…[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]Once settled in the senior manager’s job, the choice is whether you limit your contribution to the firm you work for or whether you broaden it to encompass the industry and even beyond, to society at large. As a CEO, the key question to ask is the type of legacy you want to leave behind. This has an impact on the way your team and the firm behave.[/FONT]
[FONT=Arial, Verdana]
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[FONT=Arial, Verdana]An increasingly viable option in today’s world is to launch oneself in a second career as an entrepreneur/ venture capitalist/ executive coach or external board member. This choice is linked to personal decisions regarding children’s higher education, the responsibility of caring for ageing parents, and post-retirement plans.[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]The truth about careers today, and looking ahead into the future, is that there are no prototypes or norms to copy as a proven winning formula. Over a three-decade career, there will be hits and misses. A career graph will no longer be a straight upward line or a steady upward staircase. A manager can no longer rely on the company to manage his career. The onus is on the individual - the choices outlined today are some of the things one needs to come to grips with. [/FONT][FONT=Arial, Verdana]
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[FONT=Arial, Verdana]Courtesy: http://www.timesjobs.com/Mailers/CareerDialogue/june07/landing/landing.html#g4a
[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]This choice gives you learning as well as exposure; and decisively shapes you in the formative years of your career.[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]A large firm orients junior managers to discipline and process. In addition, large firms provide access to a lot of formal training, resources and comfort in dealing with other things. A large firm has a bigger pool of senior talent that an aggressive learner can leverage. A junior manager in a small firm by contrast, does a wider range of tasks and learns to be resourceful and entrepreneurial due to limited resources.[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]Latitude for mistakes and the boundaries for learning are unlimited. At a personal level, an individual’s choice could be about getting married and starting a family soon. Marriage and family impact your choice of career and location, which in turn position you in specific ways in the transition to middle management.[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]The years in middle management throw up a different set of choices — of focus on functional excellence versus acquiring the broader skill sets of general management. Decision choices in a large firm are whether to go for cross-functional rotation or a choice to stay true to one’s functional background like, HR, finance, marketing, R&D etc [/FONT]
[FONT=Arial, Verdana]In middle management, what matters more for future success is the way the company perceives you. A middle manager is closely watched and judged on delivering performance while displaying potential. Leadership potential is judged in the way he/ she leads small teams. [/FONT]
[FONT=Arial, Verdana]A middle manager who wants to transit to senior management must watch out for some pitfalls. Often his fear of not being noticed makes him choose the wrong behaviour. They try to stand out through individual excellence sacrificing teamwork and often grabbing credit, by passing off junior’s ideas as one’s own and trying to impress seniors by running their peers down. [/FONT]
[FONT=Arial, Verdana]In today’s hyperactive economy, a significant number of middle managers also jump to senior management through rapid job changes, often pushed by head-hunters. Middle managers need to keep in mind that potential employers for senior level evaluate both the experience set and the corporate brands they have worked with. [/FONT]
[FONT=Arial, Verdana]The personal choices at this stage are how much debt you can take on as you build assets, balance your career, fulfil your spouse’s ambitions and fund your child’s education. At last, you are a senior manager. [/FONT]
[FONT=Arial, Verdana]In the first two years as a senior manager, you need to decide whether you are going to make a serious attempt for the corner office in your current firm or outside. This will mean an objective assessment of yourself, whether you have the leadership mettle and stomach for such a lonely, gruelling and high stamina job.[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]A decision not to go for the top job would mean a string of lateral moves and eventual retirement from the firm. As a senior manager and potential CEO in today’s world, you are judged on the ability to manage key stakeholder expectations - building a leadership pipeline, learning rapidly and steering the ship through disruptive change…[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]Once settled in the senior manager’s job, the choice is whether you limit your contribution to the firm you work for or whether you broaden it to encompass the industry and even beyond, to society at large. As a CEO, the key question to ask is the type of legacy you want to leave behind. This has an impact on the way your team and the firm behave.[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]An increasingly viable option in today’s world is to launch oneself in a second career as an entrepreneur/ venture capitalist/ executive coach or external board member. This choice is linked to personal decisions regarding children’s higher education, the responsibility of caring for ageing parents, and post-retirement plans.[/FONT]
[FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]The truth about careers today, and looking ahead into the future, is that there are no prototypes or norms to copy as a proven winning formula. Over a three-decade career, there will be hits and misses. A career graph will no longer be a straight upward line or a steady upward staircase. A manager can no longer rely on the company to manage his career. The onus is on the individual - the choices outlined today are some of the things one needs to come to grips with. [/FONT][FONT=Arial, Verdana]
[/FONT]
[FONT=Arial, Verdana]Courtesy: http://www.timesjobs.com/Mailers/CareerDialogue/june07/landing/landing.html#g4a
[/FONT]
[FONT=Arial, Verdana]
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