Looking For Persperctives: Why Your Career Is Stalling
You are at risk if you have been solving the same tasks for more than three years or if your work team is not updated
There are many studies on what is the main career engine. For example, the consulting company Nigel Frank conducted a survey of Microsoft Dynamics employees, which shows obvious results: in order to develop a career, motivation is needed first. Most often, this is the desire for more income (57%), career development and a higher position (54%), new challenges and challenges (49%), leadership (36%).
Top managers, according to the latest Kontakt study, motivation is much less dependent on the financial side of the issue: most, thinking about career development, dream of implementing their own strategy (66%) and the ability to make independent decisions (51%). Finance for them only in third place.
Often the employees themselves, being in the comfort zone, realize too late the reasons for their lack of demand. How to predict failure? Over my 20 years of headhunting, I personally conducted almost 6,000 interviews and I can highlight the most common reasons that do not allow my career to develop further.
One of the most common factors is the same functionality for at least three years. You go to work and know exactly what you will do today. You understand how your investor will behave or how a particular contractor will respond to your proposal. You have one strategy that you hold on to and exactly N tools to implement it. When you stop learning from your mistakes and don’t take other tasks, you rapidly depreciate as a specialist.
The way out is to try everything new: come up with projects, set new tasks, and monitor trends. If your company is not ready to encourage the initiative, feel free to go to another place.
The 99% success of any enterprise depends on the people who work with you side by side.
A “good and sincere team” can lead to stagnation if the membership is not updated for many years. In a weak team, the leader does not want or is not able to develop his employees, is not able to retain the best, which means that he does not grow either. The reverse situation is also true: if your boss is not motivated to develop, then the whole team relaxes and ceases to show at least some results.
Recently, in my practice, there was just such a case: the pharmacy chain existed for a long time according to an outdated commercial strategy that did not bring the desired income, but the marketing director did not want to change anything. As a result, the management decided to fire the person, and in his place came an employee with rich experience in online sales, who quickly reoriented the business towards digital. He tested the entire team, firing employees (including managers), who, in his opinion, were the weak link, and left the workers in whom he saw potential. Now, after a year, I communicate with the remaining employees and see how much their competencies have grown and how much more interesting positions I can offer them. And that is typical, previously dismissed employees all spoke as one about their wonderful team and how they loved their work. The problem is that their professional skills no longer correspond to the market, and many went to lower salaries, and the marketing director himself has not been able to find a permanent job for more than a year.
There can also be only one way out: to change yourself or change a team, engage in people, invest in promising specialists and part with those who are not effective in time.
We do not use all the benefits and opportunities simply because we do not know about them. We all dream of getting into a company that, in addition to material wealth, will provide us with a “drive” and pose interesting tasks. But the company is only building a system in which appropriate conditions can be created, and employees themselves must take the initiative.
This applies to almost any aspect. Do you know what is the most common reason for low salaries? Not discrimination, not economic crisis, and not jealousy of the boss. Simply, the majority can’t even think about going to the head, owner, HR director and discuss their career ambitions and prospects. The same goes for interviews (I see it well in my practice): strong and confident negotiators agree on good conditions, while others tend to underestimate numbers. Do not be afraid to ask, but in any request there should be an argument about what benefits you will bring to the business.
Glass ceiling and stereotypes
Another story is women in business. An interesting study was conducted last year in Sweden, it examined the career dynamics of men and women with higher education, born in the 1960-1970s. At the beginning of the career, men and women developed approximately identically, but after a few years, the dynamics of career advancement in women began to decline and lagged more and more over time. Many women are faced with a "glass ceiling."
The solution is to go where there are more chances to become successful, for example, in the same international companies. In Europe, the new term Womenomics has recently appeared, which introduced the Danish Council on Diversity's CEO. There is gender diversity in the trend, and in most companies there is a clear indication of the number of women in senior positions and on boards of directors. Little by little, this tendency has already reached the Russian units of international players. Once the HR director of one of these companies secretly told me that she had to constantly monitor that at least 50% of women were in director positions.
You don't want to study
This is one of the signals that you are not developing. Many people think that they cannot afford to invest in training, both financial and temporary, but there is a solution - online education. It would seem obvious, but few have so far used it. Now all the leading universities of the world have distance learning programs, and their cost starts from $ 500. Another good opportunity is a corporate university. This option helps not only to exchange experiences, absorb free knowledge and develop, but also to get great pleasure and a boost of motivation from transferring experience to your colleagues. Even in small companies, it is quite possible to organize a mini-university - your own program of trainings and training between employees.
However, you need to start with an assessment. And if everything is clear with professional knowledge, then often from a position of a leader personal competencies play a much bigger role. The most effective assessment tools are testing PI Predictive Index, TalentQ, Hogan, which help determine the level of competence of the leader relative to the "average" indicator. Another, by the way, much cheaper option is the Thomas test, which measures the level of development of four factors: dominance, influence, stability and adaptability. After receiving the results of any test, it will be easier for you to understand which way to move on.