“You don’t know how far you can you until you go too far”-Ralph Waldo Emerson

Most professionals believe that their manager has the responsibility for advancing their career! In fact some are under the illusion that their managers often lie awake at night wondering about how to promote their employees’ careers and how to make worth their while!

Nothing could be further from the truth!

Most employees (about 80% of them!) let their careers “happen” to them. This attitude of surrender or resignation occurs early in life. Their parents tell them what they should pursue; their neighbors influence them to think about what they missed out on; their professors inveigle them to pursue an exciting research idea, and so on. As a result many undertake a path in their careers which might be different if they had spent some time contemplating about how to pick the right path and what really excited them.

It is often true that early in life such insight may be difficult to get. Those who are lucky enough to have such insights and have the conviction of their beliefs about what they want to do when they grow up often make their dream a reality by their perseverance and by their hard work. But, what about the remaining 80% who resign themselves to be led in their careers by their fate, their destiny, and the vagaries of those in the immediate clutch of others?

It is not as hopeless as it may sound. Why? Opportunities abound at any time and many are there just for the asking. The fact is that most do not feel compelled to see the opportunity that is not manifest, take some risk, and follow their own will to own it. In any organization there are many opportunities that lay dormant because no one either sees them or that they do not have the courage to take their ownership to lead them to fruition. Most wait for their managers to present just one such opportunity as a gift as they await its arrival! With this approach you are controlled by the politics of the place, organizational vagaries, and managing your perception at levels that matter.

Managing perception is one of most challenging factors in one’s career. This includes not just merely doing great work, which is a prerequisite to moving ahead, but also how others perceive what you have done and are doing. Most assume that if they do good, honest work, people around them will take notice and remember their contributions. Alas, it does not always work this way in organizations, where people foist their agendas and cut down others who get in their way. Managing perception entails managing upwards and downward how other perceive what you do. This takes work and diligent effort.

Much of this can be trumped if you seize a compelling opportunity, make a case for it in the right circles, and show leadership in how you can shepherd it to take the organization in a different or new direction. Such initiative, regardless of its ultimate success, can propel a career to far greater heights more quickly than the endless politicking, posturing, perception managing, and making yourself visible.

So, to summarize my mantra for career advancement, the following list may help the self-initiated put their career in high gear:

1. Identify what your next career stop is and find out what requirements must be met to claim that position. Proactively ask for assignments that provide you the opportunity for these skills.
2. Prepare your resume ahead of time for the promotion you are seeking and find out how you can get such assignments under your belt. Don’t wait; ask!
3. Uncover what is not happening and what the customer is experiencing. Do not wait for marketing or for the results of the latest survey to glean this information. Go out and talk to the customers, even though you may be someone far removed from such experiences.
4. Propose a project or an initiative that will bring about the right change and transform the customer experience. Lead the effort, and, when completed, send out an announcement stating what you have achieved.
5. Collaborate with upper management and work with those around you to flesh out what needs to be done that will change the status quo.
6. Team up with others and see their help in improving things and give them credit for their initiative and help.
7. Check your own market value by updating your resume and responding to jobs that are a step up
8. Attend shows, conferences, and trade events to make yourself visible. Promote your brand relentlessly.
9. Work on a time table for your advancement and let your boss know what you are seeking. It is amazing that simply stating what you desire and working towards it can get you what you are after.
10. Help those below you to advance as you want to be helped in your own advancement. The law of good karma works universally!

Career advancement is NOT a mystery. You can drive your own career to destinations that you choose!

Good luck!

As the job losses mount and as the economy gets tougher, those left with having to do multiple jobs because of the cutbacks often have to face both, the survivors’ guilt and having to do the jobs of those who no longer work there, but whose tasks devolve down to the survivors! Under these conditions it is often the survivors who seek out other opportunities to start afresh and make a break from their past where they feel stuck.

This very approach breeds a vicious cycle for those seeking change, spiraling down their career momentum, often ending up having to face a lay-off themselves.

In tough times there is an alternate way to get what you want with some planning, patience, and a different outlook!

Contrary to what is apparent, an organization in tough times faces many challenges that need addressing. Normally, these challenges will not be visible to most and will not be addressed even by aggressive managers because nothing warrants addressing them. But, in tough times they can make a difference between survival and a company’s demise! With abundance of such opportunities the right approach is to initiate a change based on where the leverage is and to propose to your manager what must be done to remedy the situation. In tough times managers are willing to take greater risks to alleviate a situation than they would otherwise.

Seeking tough assignments and executing on them provides a great “laboratory” for employees to go beyond what they are normally expected to do. In tough times it is much easier to assume a license to do what it takes to make things better, much more than when everyone is doing well and spending their time politicking. Ironically, in tough time players who rely on such tactics hunker down and even disappear!

Seeking assignments that reflect your next level of responsibilities will automatically allow you to bolster your resume and, as a side benefit, protect your job because of the additional value you are creating and delivering in your otherwise routine—even mundane—job! Just two or three bullets on your current resume with such initiatives can greatly increase your prospects for a promotion outside (even inside) the company as the economy improves and as the hiring begins to ease. Most underestimate the power of this strategy because they are too busy surviving and staying under the “radar” to protect their jobs. I suggest the exact opposite, not only to protect your job but to come out ahead when you are seeking a change on your terms, moving out!

So, what are the steps to changing your perspective and to getting yourself ready even before the good times roll? Well, here is a summary:

1. Identify the pain points for the company, not just in your own department, but anywhere there is an opportunity. Collaborate cross-functionally if you must and propose a solution to your manager or someone higher up.
2. Clearly identify for yourself how this change will help you capture the experience needed to show your qualifications for a job at a higher level of responsibility.
3. Show leadership in how you go about solving the problem and showing how you alleviate the company’s pain. Make sure that there are clear measurements “before” and “after,” so that you can put these on your resume without any reservations.
4. Update your profile to reflect your new responsibilities and if you use LinkedIn (you must) get Recommendations from those who matter. A sudden surge of Recommendations in your LinkedIn Profile can raise some flags, but if you do this as a matter of practice it is less likely to raise suspicion.
5. Remember, that even in tough times companies hire; it is just that they hire only those who create substantial value for them. So, do not be shy about approaching companies that you wish to pursue even prospectively by highlighting what you have done at your own company and what you can do for them. Generally, if you are courting a competitor this makes it even easier to make your case.
6. Review job descriptions for position that you wish to seek and make sure that you have enough ammunition in your message (resume) to overcome possible objections for a higher-level job even without the experience of that job. Often, qualifications carry more weight that experience.
7. Actively network and seek help from outside to meet your objectives. Develop contacts in competitor companies.
8. Do not be shy to trumpet your success, not just your new assignments. Send success emails with copies to your chain of command to increase your visibility.
9. Send emails thanking all those who cooperated with you on your initiatives to acknowledge their help. In so doing, you become visible yourself!
10. Be confident, smile a lot, and do not let anyone stop you. It is amazing how well this works, especially when everyone else is worried and is wondering about if their name on the next lay-off list

Good luck!

Cultural barriers are perceived or real impediments to successfully navigating through a job search process or even doing a good job at your place of employment. They typically stem from the cultural value differences between the jobseeker/employee and those in the selection process/the chain of command. These barriers manifest as unspoken signals that a jobseeker or an employee has to intercept and overcome to conquer.

Cultural norms are real. They vary from country and culture. However, if you are conducting your search within the US, the cultures of other countries are less of a concern, although you cannot ignore them. While in the US, you are bound by the cultural norms practiced here.

First-generation immigrants can be most challenged by the cultural norms and this applies to those on both sides of the process. If you are an immigrant, you do not need to surrender your roots or identity, to integrate into the culture here. You will be better accepted, however, if you show that you are well adjusted to the norms of this society. One way to achieve this is to make sure that your own lifestyle is not too steeped into your past.

Many immigrants often socialize frequently–sometimes exclusively–with those from their own country or region, speaking their native tongue in their normal daily exchange, even at a place of business. Many speak only their own native language at home; and even watch indigenous movies. As a result, they are unaware of the gross cultural norms of this society, let alone the finer points of social etiquette. Often, they are unable to even follow colloquial English in a conversation. If you feel yourself at a disadvantage because of some of the points listed here, make serious attempts to change your habits and to try to create ones that allow you to integrate the cultural norms of this country.

The following list summarizes cross-sexual and cross-cultural barriers that can be overcome with some awareness. If you are culturally raised to treat an employer as a provider or a master, then be mindful of the following areas. These considerations apply, even if you were raised here, with the cultural norms of this country, and the interviewer holds other norms:

1. Do not hesitate to ask questions during an interview when the time is right. Do not wait till the end of the interview–you may not have time. Do not confuse being respectful with being deferential or solicitous. The latter is a matter of your attitude adopted towards someone of superior status. This also applies in your everyday work situations.
2. Always maintain eye contact with the person interviewing you or talking to you. Some cultures believe that looking directly at superiors is a sign of disrespect. In the US, not looking at someone, while talking to them is considered a sign of disrespect. If you avoid eye contact, you may come across as evasive, non-committal, or less than truthful. Do not stare; instead, use a five-to seven-second eye contact with the person, and then look away at something else, as writing notes or making a gesture. Smiling is a great aid when you are confused about how long to look at someone.
3. During an interview ethos (“I am like you”) is critical to connect with the interviewer–we can analogize ethos with personal chemistry. An easy way to strike ethos is to find as much about the decision maker, before the interview, as possible. Dressing in colors that the person favors can be a good ethos builder. Of course, for the interview, you may want to dress a bit more formally, and make a good impression. It is all right to dress a notch above the person who will see you–the main decision maker–and dress for that person. Other signs to watch are: speed with which this person talks, their gestures, and mannerisms. Of course, you do not want to mimic this person–that can be fatal–you want to make this person feel comfortable in the responses you provide. Observing the way in which speaking language and tone are used can also quickly overcome cultural barriers and even personal barriers, especially if you are able to mirror that usage.
4. If something is important to the interviewer, you might see that displayed in their office or on their desk. Take it all in, and do not make any disparaging comments, even inadvertently, about any symbols that this person may hold in high regard. Once, a candidate made a humorous comment about a particular image of a goddess that the hiring manager was displaying in her office, just as he finished an otherwise winning interview session. Her husband, who was of East Indian descent, had given her that image as a symbol of wealth and prosperity. This candidate never heard from the hiring manager again, despite a “great” interview!
5. Do not suggest any religious, spiritual, or personal preferences unless the discussion comes from the interviewer. Even if the interviewer brings it up, dodge the issue and move on by cleverly switching topics. Such discussions can be minefields and are dangerous grounds. They are illegal, but do not go there on those grounds.
6. Do not wear any cultural or religious symbols during an interview. Some cultures display elaborate body decorations on their hands, and other parts of their bodies as an omen of good luck. Avoid such superstitious practices. Do not wear ethnic clothing for an interview, no matter how elaborate. You are signaling that you have not integrated in this culture, and may come across as making a statement.
7. If you are invited to go out for a meal with the interviewer, make sure that you practice good etiquette and manners in restaurants. This is not a cultural matter, just social. Do not go out to eat but to ace the interview. Read a book on proper table manners, if in doubt. If your religious convictions make you avoid certain foods, mention that before you head out to a restaurant. Do not impose your restaurant choice on your host.
8. The overriding criterion is value. As long as you are able to clearly articulate your value and show that you are not just an applicant (of many), but also a must-hire candidate, the chances of cultural barriers getting in the way are minimal. Showing compelling value deflects any focus on minor cultural gaps that may be perceived by the interviewer(s). It may also result in minor infractions becoming a non-issue.
9. At times, the hiring manager could also be a first-generation immigrant, with yet-to-be aligned cultural norms. If they exhibit behaviors that are unacceptable to your sensibilities then you have to decide if you want to work for such a person. In such a case, you have to wonder how the company accepted such behavior to begin with, and you have to assess, if you want to be working for such an individual and the company.
10. During an interview or while working do not make any comments or jokes that refer to a particular ethnic group or culture. You’ll never know how your manager or interviewer feels about that particular group that you just made fun of. This may be a strike against you.
11. Do not confuse behaviors stemming from cultural upbringing, from those that are simply rude, boorish, and antisocial!

Do not be intimidated by cultural or ethic barriers that exist between people. There barriers are just layers below which most operate as regular human beings. As long as you treat everyone with respect and focus on your value proposition, navigating through a tough interview or doing a good job at your place of work should not be a problem.

Image and identity are two complementary attributes about an individual. While an image is a perception created in others’ minds, an identity is who you are. A person’s identity does not change, but their image can. Metaphorically, one’s identity is like the tree and their image, its shadow.

The Importance of Image

Our interactions with others and how we behave in conducting our affairs leave a “footprint” that, over time, conveys something unique about us. This is a perception that others form and hold about how we behave in a predictable way. Building an image takes time, so to change it takes a special effort. Once people form an expectation about you their opinions about you are then driven by that perception. In the corporate world one’s image can be a major factor in their success; conversely, a poorly managed image can result in the person missing out on opportunities without their being even aware of the missed opportunities. Managing one’s image goes beyond doing a good job and being a good employee.

When it comes to a major promotion, good job performance is expected. Such attributes can be viewed as “context,” where everyone qualified for a promotion may exhibit that same context. What differentiates the winner is the “core” competency that they exhibit that differentiates them from the rest. Many times it is difficult to articulate the “core” competency; it can be called their je ne sais quoa! To focus on improving your chances for career progression knowing how others view you (your image) is important because it is this image that can make or break your chances of success in the corporate world and outside. Carefully crafting and nurturing an image are critical as one moves up on the career ladder.

Your image is a filter that others wear to “see” you. So, when they are wearing that filter they may not even “see” you if you drastically change your image. This is often proven easily in how celebrities dodge paparazzi by changing their appearance (not looks) or their usually accepted accouterments. The same strategy can be used in the corporate world to your advantage.

The following prescription is suggested for improving your image in a positive way:

1. First make an evaluation of why you want to change your image. Changing your image takes consistent, diligent, and sometimes ego-deflating work, unless you have an army of PR pros helping you full time. If you are happy with your situation and that you don’t care what others think of you and your work you may not need to go through this process. The only judge of your work is your boss, and if you are getting good reports on your performance you may have little to worry about in that department.
2. If you come to the conclusion that for you to move ahead in your career, either within your own company or outside, then you need to make an assessment of what is blocking you. Typical blocks for moving ahead are: marginal job performance, limited social skills, limited interpersonal skills, poor self-esteem, lack of self-confidence, and so on. You must make a list of these factors so that you have some starting point. Rank these factors from your own perspective.
3. Make a list of six to eight people (this is your advisory team) from your own work group. This sample should reflect a good cross-section for a 360-degree review. A few of your colleagues, one or two superiors, one or two junior colleagues, and any outside stake holders who work with you. This 360-degree review you are undertaking for your own self-initiated development is informal and is different from your departmental review that is done periodically. In fact, you may not even need to call it a 360 precisely to avoid this conflict with the formal process.
4. Approach each person with a personal plea suggesting that you have decided to seek outside help to improve yourself and that you are approaching them for some constructive feedback. Make a list of 10-15 items that relate to work and rank them in priority that is dictated by why you are doing this exercise in the first place. For example, if you think that your communication skills need improvement (see #2) and that repeatedly comes out as something needing your attention, then this would be ranked #1 and so on.
5. After an initial meeting with each individual you have selected, set up a time to meet with them for a longer meeting (one hour if they allow it). In these meetings go through each of the 10-15 items with every person and listen to how you can improve in the areas in which they have specific actionable feedback. You must use this time wisely for things such as getting actionable feedback and having specific inputs critical for your success. One key element of success: regardless of how harsh the feedback is, you must not get defensive, but merely seek clarification. If you get defensive the entire process will be vitiated and you will get very little actionable feedback from then on. As you listen to their inputs about what you must improve, your first “yes, but” will permanently damage your chances for any useful inputs from then on!
6. Once you make the first round with the entire group, look for patterns and find common themes. Make a summary of the entire discovery and distribute to all the members within your group who gave you their feedback. Thank them for their insights and time and give them your concise action plan on how things are going to change for you as a result of this process. Remember, they are all doing this to personally help you and are not at all obligated in any way to give you their time.
7. Immediately after each meeting, thank the person with whom you met and specifically state what helped you. Each person is making an investment in your development, both in time and emotions. Be mindful that to do this well, each person will deal with their own difficulties in giving you an actionable input.
8. After the first round with your advisory team, summarize the themes and outline what they mean to you in terms of the actions you are going to take to change yourself, and, more importantly, how they will experience it working with the changing you. This is a difficult thing to do, but done well, can set yourself on the right path to transform your image.
9. Set up another time to meet (three months after you have sent the initial discovery), when you would be checking your progress on each of the items to which you have committed for making improvements. Ask each person how much improvement (on a scale of 1-10) they have observed during this three month period.
10. Once you have a sense of your change momentum you may want to adjust the frequency of your future meetings accordingly.
11. Make an assessment of what is working and what is not. Without being a pest, informally check with your close associates (outside of your advisory team) if they mention something spontaneously of what they are observing about the changes in you. Do not push it if inappropriate. The interesting outcome of using this 360-degree approach is that even though you may not have changes all that much in what you actually do, the process has a built in “perceptual amplifier.” This means that the mere fact that you have taken this approach to self-improvement forces others to see the change even before it is apparent even to you. A good thing!
12. One of the most immediate ways to show a change in your image is your wardrobe. If that is one of the areas that comes up, or even if you suspect that you could benefit from a makeover, get yourself some nice wardrobe and accessorize it so that you are seen as someone who is changing their image almost as others see you parading in your new wardrobe. After a few days of practice you will develop a level of comfort with your new look and will feel less and less conscious about the change in your looks.
13. The best way to stay on track is change something every day that you think will take you in the direction that you seek. This should also be seen by others around you so that your change is seen publicly.
14. Managing the change is critical to success. Too much change too fast can wear on others; too slow a change may not even be notices by others. Making an initial fast change and then suffering from a flameout is something you must avoid. If you must, seek help from a coach, mentor, or someone you trust.

Changing you image is a good move to improve you prospects at work. It will help you outside your work as well!

There is absolutely no reason why you cannot manage your own career through a series of preemptive actions. Most complain about how stultifying their jobs are, how they have reached a glass ceiling, or how insecure their boss is and how he is holding them back. Then they let each one of these factors militate against their career to let it take its own course. Most are far more comfortable being a victim of their circumstances than they are being a victor. Because to move from being a former to the latter involves taking charge of your situation, taking some risks, and then acting on the plan that you set out to execute.

Regardless of the specifics of your own career barrier, the following prescription is offered to transform your usage of the word “career” from a noun to a verb:

1. Take a stock of what is happening and what should be happening in your career trajectory. Assess how much of the blame points inwardly; you’d be surprised what you discover if you remain objective in this assessment.
2. Shed the victim mantle and put of the victor armor. Make a list of things you must do to turn the situation around that has got you stuck. For example, if your boss is ignoring you and you are not getting any credit for you good work, take charge of the situation and write a memo to everyone in your team thanking your boss for giving you the opportunity to take on a project that you successfully completed. Send a copy to his boss and let her know that your boss is a good leader. Mention this in open meetings where your boss is going to be present. Pretty soon he will get the picture that you are there to make him look good and he will start paying attention to your needs.
3. If no one has praised you for your good work, take a random person and praise them. Praise must be specific, genuine, timely, and spontaneous. When you give this praise the recipient should light up and start telling you about their accomplishment proudly. Praise is a contagious sport; pretty soon it will boomerang back to you. If you feel shy doing this in person, do it by email or a note! The amazing aspect about giving someone praise is that the recipient assumes that you are someone important!
4. As you move up in the hierarchy what matters is the relationships you have with those around you. This is particularly important for those who come from technical ranks. They are raised in the belief that as long as their technical work is flawless, everything else should not matter. Wrong! No one likes a smart alec, but everyone finds irresistible people who make them genuinely feel worthy and good. This is the basis of establishing good relationships.
5. Set out an objective to advance your career in a measurable way. For example, if you are a senior manager vying to become a director in a year, merely doing a good job in your current position is not enough. You must become visible at the level that matters. Supporting your boss in front of their boss; becoming visible by taking initiatives and social causes that the company believes in, and so on. If you do this well, most of the people working with you will wonder how is it that you are just a senior manager and mingling with higher ups effortlessly. Once you become part of the circle in upper management you will be seen as a part of the upper management. Remember, to move up, relationships matter and not merely your competence.
6. Look for outside jobs that are one or two levels above your current title. Find what job skills you need to develop to qualify for those positions and then ask your boss for assignments that allow you to take on those opportunities. Each year proactively draft your resume for those positions and see what assignments will take you to claim that expertise. Now you are managing your career with you in the driver’s seat.
7. Learn how to look and feel important and project that image. You can influence people without authority. Understand the difference between influence, power, and authority.
8. Understand how senior executives in your company spend their time professionally, socially, and in the way that they project their image. For example, if they all belong to a certain club or a network, join that club and get in to be seen as one of “them.”
9. The best way to claim a position that you are vying for is to act as if you already are in that position and to start behaving as if you have that responsibility. Without alienating your team, show leadership that allows you to be seen as doing that role and getting everyone’s cooperation. When time comes for a promotion no one would be surprised if you get that promotion.
10. Senior managers and those in the executive suites have extensive networks. Start developing your own network of influential people and take time to nurture and expand your circle of friends and professionals. Make an investment of time every week to make this a scheduled activity in your routine.
11. Learn how to communicate effectively and to take on opportunities that require you to speak publicly. Nothing creates greater visibility than to have done well in a presentation that has public exposure. Join Toastmasters or similar organizations to ratchet up your leadership and communication skills
12. Do not wait to be assigned a project. Identify a project that will improve the company’s position and take it on. Send out a memo spreading the news of your successful accomplishment, and, once again, thanking your boss!
13. Take on someone to mentor and find yourself a mentor. Learning is painful but without pain there is no growing. Seek out opportunities to take risks and do not be afraid to fail. As Winston Churchill said, Success consists of jumping from failure to failure without admitting defeat!

Good luck!