| The days of the management trainee program are | | | | get promoted if you work for someone who is |
| long gone. Finding the on ramp to the fast track is a | | | | regularly being promoted. Stars bring attention to |
| far more individualized affair than it used to be. But | | | | everyone around them. If you work in a stagnant |
| rather than wait for a personal escort, there are things | | | | department or for a boss with a mediocre reputation, |
| you can do to position yourself for advancement. | | | | your excellent performance may not be noticed if no |
| Find Mentors (Yes you can have more than one!) – | | | | one ever looks in your department’s direction. |
| Mentors provide you with knowledgeable sounding | | | | That brings us to my next point. |
| boards for your ideas and can help you to avoid | | | | Up is nice but sometimes sideways is best – |
| missteps. No matter how smart and talented you are, | | | | Don’t rule out lateral career moves. If you’re |
| there is no substitute for experience. Why not learn | | | | offered the opportunity to work for an up and coming |
| from the experience of others? The best way to | | | | executive or to move to a high performance team but |
| find a mentor is simply to ask someone you respect | | | | without a title or salary increase – take it! Why? |
| for advice. Most people will be honored by the request. | | | | – (See the previous tip) |
| Cultivate a professional development (PD) network | | | | Barbeque or mildew – If you aren’t heating up |
| – If you want professional advice, ask a | | | | your professional growth then you’re probably |
| professional. In an ideal world, your boss will make | | | | growing mold. Stay current on industry topics by |
| sure that you have the types of assignments and | | | | reading relevant articles and newsletters. Attend |
| exposure that will enhance your resume. In case you | | | | conferences and don’t be afraid to volunteer for |
| aren’t that lucky, seek out relationships with senior | | | | assignments on multi-departmental teams. All of these |
| leaders from other departments within your | | | | activities add to your skill set and allow you to make |
| organization or outside of your organization who can | | | | more valuable contributions. |
| give you a variety of perspectives on how to improve | | | | Shoot for the Short list – Decision makers usually |
| your skills. | | | | have someone in mind for the next promotion before it |
| Respect your (PD) network relationships - Nothing will | | | | becomes available. Organizations typically prefer to |
| make a person avoid your calls more than if you only | | | | promote from within because it’s faster and far |
| call when you want something. Make sure that you | | | | less expensive than recruiting externally. When that |
| keep in regular contact (two to three times a year) | | | | doesn’t happen it’s usually because they |
| with your mentors even if it’s only to say hello and | | | | don’t believe they have the talent in-house. By |
| give them an update on how you’re doing. Asking | | | | cultivating a professional network inside and outside of |
| about their interests is also helpful not to mention polite | | | | your organization, keeping your skills current, positioning |
| so long as it’s sincere. Cultivate the | | | | yourself in the areas of the company where the action |
| “relationship” part of the networking relationship, | | | | is and of course, doing your best work no matter what |
| and the networking will take care of itself. | | | | the assignment is, you’re letting your organization |
| Know where you are on your career map – If you | | | | know that they have a talent in you! |
| want to be a CEO, at some point you have to get out | | | | Mind your P’s and Q’s – Etiquette still |
| of the mailroom. If you’re on the fast track you | | | | matters. Everyone can make a positive impression. |
| should be receiving additional responsibilities every 12 to | | | | Make yourself memorable by being dependable. |
| 18 months if not sooner. It’s a sign that the decision | | | | Always do what you say you’re going to do. Make |
| makers in your organization consider you someone | | | | sure your day doesn’t end before returning phone |
| that the company can depend on. If you work for a | | | | messages, answering your emails and attending to |
| small company annual promotions may not be realistic | | | | anything that requires your signature. No matter how |
| so don’t worry about the title initially. Make sure | | | | high you move up in the organization, you should still be |
| you perform assigned tasks well and you will get | | | | able to stay true to these rules by delegating |
| noticed. | | | | effectively. In the process you build a memorable |
| Hitch your wagon to a star – You are more likely to | | | | reputation for being responsive. |