In light of all the celebrations of Nelson Mandela’s life amidst his passing, I thought I would resurrect a blog post I wrote about him from a while back.
The 7 secret (and not so secret) ways to get the promotion of your dreams, starting today (PART 3: Doing the job & Acting “As If”)
Ok. Your goals are aligned with your organization’s and you’ve got mentors. What next?
The 3rd step in getting promoted is to start acting “as if” and finding ways to do the job you want.
There is nothing that makes a hiring manager more confident in a candidate than seeing that they have actually succeeded in doing the job she is hiring for. While this can be pretty easy if you are looking for a lateral position at a new company, it can be difficult when you are looking for a job at the next level.
A few years ago I was hiring a new salesperson for my small business sales team. I interviewed one candidate coming from a consumer sales background. As most of us are aware, selling to consumers can be very different than selling to businesses. In his current position, this candidate also had the opportunity to sell products to businesses. When asking him how many business sales he had over the last few months, he responded that he had little to none. This communicated to me that he didn’t really want the job (or that he was letting our beloved millennial “sense of entitlement” get the best of him). He acted like he deserved the job but when I explained to him that someone who really wanted this role would have made an effort to prepare for it, he had no response (and as you can imagine, did not get the job).
Don’t let obstacles stand in your way though, there are things you can do to prove you are ready.
Before going out and taking on too much new responsibility, make sure to do an inventory of what skills are needed to be successful in the promoted role you are interested in. If it is a position managing someone the skills are very different than if you are an individual contributor. Moreover, you don’t want to spend time and energy building skills that those looking to promote you wouldn’t value.
One of the easiest ways to show you are ready for the promoted position is by backing up your boss (if the promotion is in your same organization) or someone who is going on vacation that does the job you want. This (1) helps you validate that it is a job you really want to do, and (2) gives you first-hand experience doing it. The experiences you have actually doing the job will do wonders in convincing people you are ready to be promoted (and make great references during the interview process).
Remember, however that responsibilities you would have in your own job don’t just come from filling in for someone, it also comes from building necessary skills elsewhere. Generally those that are preparing for a promotion have already proven they can be successful at their current job, so creating a new project or getting buy-in for a new initiative is much easier than if not. Be creative and find a way to morph some of your current work responsibilities into tasks that show you have the skills of those who get promoted to the next level.
Make sure to keep track of these additional projects and build a good story that is not only based on experience but also on measureable results.
To the point of acting “as if,” it is important that you begin to act like someone who would be successful in the promoted position. Find a way to distance yourself from your peers in the eyes of your group’s leadership. Start to dress, communicate and exude leadership qualities like those at the level you want to be at. Don’t get caught talking about the crazy thing that went down the previous evening at happy hour around the workplace. At the same time, be sure not to alienate your peers (or be thought of by them as a “sellout”), balancing your time between being part of the group and aligning yourself for promotion. Depending on the culture of your organization, your peers may have influence in you getting promoted (or may at least be someone polled by a hiring manager). You want your peers to think of you as a leader, but someone that is still part of their team.
Once you have started doing the promoted job you are seeking and being viewed by others as someone who has the qualities of someone who should be promoted, then it’s time to move on to Step 4, which we will discuss in the next post.
After you have aligned your goals with those of your boss/organization’s leadership and found ways to make others look good, it’s time to build your support team.
As the saying goes, even Tiger Woods has a coach. Even if you are hot sh*t (or at least think you are), outside parties can help you to succeed and I would venture to say are completely necessary to succeed.
No one ever completely accomplishes any great goal alone. You need others to help you focus on where you want to go and to motivate you when you are faced with obstacles.
In the professional realm mentors fill this “coach” role.
Mentors come in all shapes and sizes and are tools that are often misunderstood and regularly underutilized.
While it is important to find a mentor who has accomplished what you want to accomplish, is at the top of their game and can help guide you along the way (I refer to these as “macro mentors”), it is important to have what I refer to as “mini mentors” to help you with specific (niche) things as you prepare to get promoted (they also help you once you do get promoted, as mentioned here).
To build on the Tiger Woods example, he doesn’t have just one coach. He has one coach that helps him with putting, a different coach that helps him with chipping and yet another who helps with his drive and perfecting his swing. In the same light, you should find mini mentors that can help you learn and develop the skills you need to show you are promotion ready (and to help you succeed once you are promoted). Find someone who is really good at one skill or characteristic that you need to get promoted and engage them to learn how they do it.
Do an inventory of the skills and characteristics you need to develop in order to get promoted. Brainstorm yourself and ask others. Some typical mini mentors may help you with things like: showing you can balance your workload while managing the workload of others (especially relevant when promotion gives you direct reports), executive communication (where you have to present complex topics to leadership in a clear and strategic manner), or it can even be gaining knowledge about a certain topic or internal process where making a subject matter expert (SME) your teacher can be very advantageous to helping you master the subject.
While it is fine to leverage mentors who don’t work at your company, it is a good idea to find at least a couple who are at a higher level within your company (or department) because they can become advocates for you, speaking to hiring managers about how great of a candidate you are or giving you a behind the curtain look at what a hiring manager is really looking for so you can tailor your answers to questions during the interview process. Their network of contacts in the company can make you aware of soon to be open positions and help you understand what your future boss would be like.
There is one important key to leveraging macro and mini mentors that you must keep in mind to be successful.
With mini mentors, you have more power to select who you want to get help from, but it is also important to find ways to return the favor to them. Identify something you are an expert in that can help them and mentor them on it. If you are an expert on a topic that interests them, teach them what you know or if you are effective at a skill they struggle with (let’s say they have poor written communication skills) then you can teach them (in this case, how to write better).
With your macro mentors who have reached the higher level you aspire for, you must remember that they also choose you. This means that finding these macro mentors can take time and may require persistence on your part. If someone you really want to mentor you resists at first, be persistent and show them that you are worth their time. Show them that you are passionate about something they are interested in to catch their attention. At the same time, keep an eye out for someone who proactively helps you. They may be a great candidate to mentor you.
Now that your goals are aligned and you have a team of macro and micro mentors, helping you build the skills necessary to get promoted, it’s time to start doing the job at the next level. Part 3 will discuss how…
“How do I get promoted?” – a common question I am asked when speaking to groups of young professionals across the country.
For all intents and purposes, the answer is it depends.
Although there are unique circumstances and nuances depending on your industry, company and job function, there are, however, steps you can take to make yourself “promotion ready” no matter that your specific scenario is.
In my next few blog entries I will share with you the 7 steps you can take to make yourself promotion-ready.
Before delving into Step #1, first let’s do a quick attitude check. Making sure you have a “promotion ready attitude” is a foundational step (a Step #0, if you will) before going full force into promotion preparation.
Let me dispel any strong biases in your mind- NO you don’t deserve to get promoted. Nobody owes you a promotion and if anyone has ever “promised” you a promotion (unless it’s the owner/CEO of the company), you should be weary that it will ever come to fruition. Promotions must be earned. Plus, they don’t come around all that often. Think about it- most companies have somewhere between 5 and 8 levels of management, so that means if you end up making it to a C-Level position, you will only be promoted 8 times over a 40-50 year period – that means you will only get promoted once every 5 or 6 years, not every 2 or 3. Studies have found that only 1 in 10 people get promoted each year. This toxic feeling can be labeled as a sense of entitlement.
Closely related to entitlement (especially for us millennials) is impatience. We want instant gratification NOW. We want to know that the hard work we are putting in each day is recognized and will get us somewhere. Unfortunately, we can’t just snap our fingers and get promoted to the next level.
But what if I hate my job right now and would love it if I was in my boss’ position? you may ask… Then don’t show it. Even if your job sucks, you can’t go around airing your negative opinions out about it. People are always watching and this type of attitude doesn’t inspire anyone to give you a shot at the next level.
Earning a promotion comes from consistently delivering results over a long period of time (the operative words here are consistently and long period of time). Promotions don’t just appear overnight. They are earned long before the job opportunity arises. Plus, most of the higher ups in your company or organization already have a mental list of who they feel is ready for the next level.
Now at the same time, you want to diagnose whether your department or company has a toxic culture that isn’t conducive of getting a promotion. Maybe you have a boss who takes credit for all your great work, or a lack of support from your peers or no hope of personal development, even after getting promoted. In those cases, it may be best to find a new job at a new company. But, if your current company does pass this litmus test and is a place where you want to seek career advancement, it’s best to move through these 7 Steps to become “promotion ready.” In conducting this toxic environment litmus test, remember that in many cases it is easier to get promoted from within to look for a promotion elsewhere (so it’s not always best to seek out greener pastures for promotional opportunities).
Now that the foundational step (Step #0) is out of the way, let’s go on to Step 1, Goal Alignment.
No matter how long you have been in a job, it is always possible to recalibrate to better align your goals with those of your boss and the team. Through school and in many job situations we have been trained to focus on our own performance; our own accomplishments, job proficiencies and metrics. In reality, when you fully focus on not making yourself look good, but on making others look good and accomplishing the goals of the team, that is when people take notice.
In basketball, it’s statistically great to be a player that scores 40 or 50 points a game by not passing the ball to teammates, but if you always lose the game, then what’s the point? If instead you focus on passing the ball to your teammate and setting them up to make great shots in a winning effort, you make the whole team successful. While the former gets some of the glory, it is the latter that inspires others and leads to championships.
In a work context, goal alignment is understanding what the vision, objectives and goals of your boss and organization are and then using your talents to their utmost to fulfill these goals. True leaders know what they are good at (and bad at) and contribute their strengths to help the team.
At the very least, remember that your boss either decides or is a key influencer in determining what your annual bonus is, the type of raise you get and whether you are supported in seeking a promotion. If you do all you can to make your boss look good and be successful, don’t you think that will inspire him/her to give you the bigger raise or bonus and support you when you want to pursue a promotion?
Once you have your focus and actions narrowed to what is in the team’s or your boss’ best interest, it’s time to build toward Step #2 in the process, getting mentors.
What have YOU found to be the keys to getting promoted in your career? Let us know in the comments below.
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Recently I came across a blog entry, that really got me worked up.
Basically the author complained about being 24 and not yet getting her “dream job.” While I appreciated how the advice that followed was well intentioned and somewhat informative, what really got me upset was the general attitude and premise of the discussion.
I think it is ridiculous early in your career to be out in search of your “dream job.” This causes delusions of grandeur and this mentality leads people to feel certain jobs are “under” them or not worth their time.
The truth is, whatever you think your dream job is right now, it will change. Guaranteed. I am 100% sure that for most people, your idea of your “dream job” will be very different 5, 10 and even 20 years from now.
I think this mentality is where many millennials go wrong. We are a passionate bunch that believe in changing the world. We are socially conscious and enthusiastic and have the energy to make our dent in the universe. But at the same time, the answer is not to go out on a Don Quixote journey to find the job that is perfect for us. This mentality also paints you in a corner because if you focus all your effort on one niche area, when your passions shift, it is difficult to take that experience and relevant skills and apply them elsewhere.
Note: I don’t want to burst everyone’s bubble or come across as a naysayer preaching that we should all “give up now!” On the contrary, I am as optimistic as it comes, but I know that my goals, focus and concept of a “dream job” is very different at 30 than it was when I was 24.
The answer is to build foundational skills
Instead of searching endlessly for your dream job and crying because you have yet to have it handed to you, focus on finding (and seizing) opportunities that help you build transferable skills.
Instead of focusing on one small niche area that may be interesting to you now, put equal focus into getting experience that will help you no matter what job, company or industry you will be in.
Our parents’ generation made something like an average of 5 career changes over the course of their 40+ year career. For our generation, that number could be twice as large.
Given that change will happen (multiple times), it is crucial to have skills that will make you successful with whatever your career may hand you.
Skills like project management, product development, managing people, and so on, are important skills whether you are in accounting or operations, whether you are in retail or tech, whether you are at a big company or a start-up.
I believe that your ultimate success in business is more contingent upon what you can lead others to do than you are capable of doing yourself (ex: your ability to lead ten people to make 8 widgets/day provides an 8x output compared to your ability to make 10 widgets/day all by yourself). I know that my experience managing teams will help me be successful no matter what company I work for and what functional area I work in.
It doesn’t have to come from your job
But what about my passions? you might ask…
I am not suggesting you discard your passions and join the ranks of mindless drones collecting paychecks and savoring a measly 2 weeks of vacation a year. I am merely questioning whether your career has to fulfill all your passions.
You don’t have to drop your whole career just to seek your passion, be more creative about it. I have seen time and time again how friends have started a side business or taken a leadership position in a non-profit to explore their passions. The things you do outside of work present a prime place to explore your passions. This is why it is important to seek variety, so you don’t fully focus only on your full-time job.
Ultimately, all I am saying is that you shouldn’t be anxiously waiting for or endlessly seeking what you consider to be your “dream job.” The fact is that your dreams and passions will change and you may never even find that dream job you have fixated on. Or worse, you may get that job and realize that your dream job is really a nightmare. Who’s to say that if you find that dream job that you would even be ready for it or would even be good at it?
That is why we all should build foundational skills at age 24 (and beyond) that will help us as our careers take its own uncharted course, instead of just endlessly seeking a “dream job” that will solve all our troubles and make you instantly fulfilled.
Life and careers are much harder than this. Those who are most successful build skills while their passions are developing and then use these skills to be the best when great opportunities come along (note that I didn’t label it as a “dream job” coming along).
“Dream jobs” will always remain just that, dreams. Instead of dreaming, go out there and build up skills that will make you successful wherever your career may take you. Then, jump on opportunities that you are passionate about, and see what exciting results follow.
What do YOU think?
Have you found your “dream job” or have you fallen short? Have you seen how skills you built early on have helped you in other jobs?
With a number of the talks I have been giving at companies and universities, I recently reconnected with my alma mater. Feeling a bit nostalgic, I searched to see if some of the on-campus activities that I was involved in were still around.
Some extra curricular organizations I was involved in had been around for over 100 years prior to my joining, so it was no surprise that they were thriving as always. Yet what was more affirming was the success attained by a couple organizations that I was at the ground floor of.
One was the course I taught on Leadership through the undergraduate business school and the other was the Freshman Sophomore Business Club.
In both cases, I was not the official “founder” but was the second to have the top “executive” spot. With the Freshman Sophomore Business Club, an organization only open to lower classmen (mostly “pre-business” majors), I was Treasurer my Freshman year and then was elected President the next. My executive team and I took on a club with 10 members (mainly officers) and grew it by over 1000%. My focus at the end of my year as President was to ensure that the next executive committee didn’t face the same problem I had; having to run a young organization with no guidance or mentoring (given that the organization’s founders left office, barely providing a thumb drive with documents they had made over the first year). I worked with my executive team to elect the next set of officers early, pair them with their predecessor and begin to operate the club with the outgoing officers actively present, providing advice and best practices.
The result has been amazing. Besides the growth of the organization, it has continued to operate even though there is almost complete turn over of officers and members every 1-2 years.
For the leadership course (that operated through a program that allows students to gain sponsorship for and teach courses to other students), I took the class as a student the first semester it was offered. One semester later when the course founder graduated, I was selected as someone to take over the course. When my graduation neared a couple years later, I enacted a plan to ensure the course would continue on long after I was gone.
Throughout the semesters I taught the course, I had other students serve as teaching assistants to me. During my 2nd to last semester in college I beefed up the number of teaching assistants and watched them closely, as I planned to choose my successor. Then finally, my last semester in college I selected a successor (who I closely mentored) and monitored how the class was doing to ensure that no issues arose. This was a recipe for success and the course is now the longest running special interest course in the entire undergraduate business school, having run continuously for the last 20+ semesters while most other courses of its kind dissolve when the creator graduates.
The reason I describe these experiences is to offer an example of why building a legacy is important to the future of an organization (or anything you are involved in), but also to point out it is something that takes focus and effort to see through.
In both cases, I made a concerted effort to look toward the future. Being a big believer that good leaders can foster success while they are present but great leaders foster success in those that follow long after they are gone, I didn’t look at the organization’s success within the context of the limited time I led it. I saw that there were certain things that needed to be done with the future in mind.
As managers, or individual contributors within any team or organization there are a number of things you can do to increase the likelihood of future success. Here are a few:
- Share best practices, don’t hoard them. Don’t let the next cycle of leaders make the same mistakes you did. Share with them your failures, why they happened and how you would have done things differently if you could do it all over again. This will give future leaders perspective.
- Allow the next generation of organization leaders to sink or swim, but provide a safety net. Don’t hand-hold your successors too much. Give them clear guidance but then let them run small parts of things to start. When they succeed it helps build confidence in them; when they fail, be there to help them learn how to do better. Your exit shouldn’t be an abrupt stop, it should be a gradual fading out.
- Don’t make it about yourself, let the up-and-comers shine. Confident leaders know they don’t need to take all the credit to feel they have made a different. Let others around you (especially the future of the organization) share in the success and even be at the forefront of who gets the credit. This will inspire people to follow the lead you set while empowering them to strive to reach your vision.
It was really energizing and affirming to see that something I dedicated myself to years ago was still around and thriving. It also made me realize that the effort I put in before I exited stage-left from the organization was worth it.
Make something that is built to last; be purposeful in succession planning.
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“Yeah. In a couple days we are presenting to our executive team and I wanted to see if you had that one report we went over at our last team meeting. I wanted to include it,” explained one of the other managers in my office.
“What is the topic?” I inquired.
“The presentation is about (proprietary topic). The Senior VP wanted to learn more about it. (My boss’ peer) will be presenting about it.”
“Oh, ok.” I muttered, surprised by the comment.
I couldn’t believe it. That topic was something that I had been analyzing for months. I was not only part of the team that had conducted an in depth analysis and strategic recommendation but I had been assigned to lead the efforts by my boss’ peer. Now he was going behind my back, taking the work I had done, reformatted a few things and was going to present it to the executive team without even telling me.
The corporate world can be a jungle and not everyone will be looking out for your best interest. There will be people who attempt to get ahead by using your work and if you don’t stick up for yourself then no one will. At the same time though, kicking and screaming isn’t the right way to plead your case and mark your territory. In the situation I faced I had to be strategic about my response.
When facing these types of situations, there is a right and wrong approach. Here are a few ways to keep the credit for your own great work:
- Claim your work– The first way to maintain rightful credit for the work you do is to label it as your own. If you are making a slide deck or word document, put your name or a unique identifier in the footer of each page. Moreover, instead of sending a Microsoft office document, send a PDF so that your work can’t be easily taken or adapted. Finding a place to store it in the cloud that can timestamp your work is another good way to offer proof that you were the original author.
- Don’t assume the worst– It would be a mistake to assume that any time someone replicates your work they have done so with malicious intentions. More often it may be that they forgot who came up with an idea. This possibility intensifies when group work is involved, since there is a higher likelihood people think that a certain idea was originally their own because of the group brainstorming process many teams go through.
- Find a channel to object– When you find out that someone has been copying and taking credit for your work, remember to be professional. Don’t vow to have your revenge. Instead, find a way to prove that they stole your original work and that you should have a share of the credit. Value proof over confrontation.
- Be ok with others using your work– In some respects, sampling of your ideas and work you have done is unavoidable. To help control how your work is disseminated, create some simple guidelines that outline some terms you require if people are to use your work (so they don’t represent that it is their own). Be a team player but ensure that they reference you when sharing your work with others. It is important to do the same when you use the work of someone else. Credit those who rightfully deserve the credit. Moreover, when someone runs with one of your ideas, find ways to get involved in the project so you have some control of how your work is being used.
- Surround yourself with team players– One of the best ways to ensure that you receive rightful credit for your hard work is to find bosses and co-workers who value each other and foster a culture of teaming. If you work in a toxic work culture, where everyone is out there for himself and where your boss regularly takes credit for your work as if it were her own, find a way to get out. Look for healthy work environments where the credit is shared with those that most deserve it.
In the case of the situation above, I decided to keep my cool and instead of confronting my boss’ peer, I shared my concern with my boss. I explained that I felt it was unfair that the work I took the lead with creating was being presented to executives without my participation. I didn’t push to be the one to present it nor did I ask to receive all the credit; instead I just made a case that I should be involved. In turn, my boss breached the topic with his peer.
Soon after, I received a call from my boss’ peer who offered an apology for his mistake. He invited me to participate in the preparations for the executive readout as well as the presentation meeting itself.
Keeping my cool paid off, but so did sticking up for myself and letting it be known that I (just like everyone else) deserved to be credited with the hard work I had done. Leverage the advice outlined above in your workplace interactions to make sure to receive credit for your great work.
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Recently I was working on an initiative for my job that involved getting some feedback from an Executive Director at my company. I had emailed him, asking a couple of questions and requesting a meeting to discuss what I was working on.
Over a week went by without a response. I found out that he was on vacation and wouldn’t be back for another week or so. A couple days after he was scheduled to come back in the office, I emailed him again. This time another week or two went back without any response. I was beginning to get frustrated. Why wasn’t he responding me? I’m sure he had a full inbox to look through when he returned to the office but surely he has cleared it out by now!
That week I was attending a meeting with a number of other local leaders and after the meeting ended I got to talking to VP at my company. I expressed my frustration about the situation and lack of response to my emails by the Executive Director, but was stunned with the VP’s response to my comment. It wasn’t accusatory or condescending, but more inquisitive.
“Why don’t you just give him a call?” she questioned.
Then it hit me. How could I have not done something as simple as picking up the phone? I realized how technology has caused us to put up so many barriers and in some ways has hurt the work relationships that are so crucial to build. We look for the easiest way for us to communicate something, instead of one that is the best for the person we are communicating with. I also felt like a bit of a moron, given that I had overlooked such a simple solution.
The next day I made the call and was able to connect with the Executive Director and get the information I needed for my project right away. All that stressing I did was for nothing and what I had built up to be a hassle in my mind, was really a simple fix.
Email is great, don’t get me wrong, but our reliance on it (especially at work) has caused us to forget about some of the most effective ways to communicate. Email can provide a better record of a conversation, but it is much easier for someone to say “no” when you ask them for something electronically. It is much harder to be turned down over the phone or in person. In using email, we also look to avoid confrontation and instead engage in a bunch of back and forth, as more questions come up or people pay half attention to what you write, asking for information that you already provided.
Talking to someone live or on the phone demands more of their attention and engages them in a way that sending an email cannot. Plus, it is a more efficient form of communication because you can get the answers you want immediately, instead of having to wait for a response (what will invariably come when you are distracted doing something else). Moreover, since many of us receives dozens of emails a day, our email may get lost among the others, while a call stands out more. One final, often forgotten, benefit of talking with someone live is that it improves your working relationship, helping you do your job better in the future.
Instead of only relying on less-personal forms of communication where tonality and urgency can be lost, go back to the “old school” and connect with people more directly.
Successful young professionals are willing to proactively pick up the phone to get what they want. They set up an in-person meeting to build a better relationship instead of just relying on technology platforms.
So go ahead and pick up the phone, or drop by your co-workers’ office instead of sending that email. Not only will it improve your working relationships, but it will help you get the answers you need faster. The worst that could happen is that you have to leave a message.
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Everyone has their guilty pleasures. For some it’s chocolate, for others it’s trashy books. While most associate them with their personal lives, these guilty pleasures can creep over into your professional life as well. It can take the form of getting wrapped up in office gossip or even doing something around the office that you shouldn’t do (I’ll let your imaginations go with that one).
My professional guilty pleasure isn’t all that exciting; in fact, it’s downright nerdy. My secret professional love is work conferences.
I dig ‘em. Whether it’s a live webcast, or even better yet, in person, I crave the stuff.
Don’t get me wrong, a good amount of what happens at conferences is fluff. It can take the form of a ra-ra “repeat after me” chant initiated by a company executive. I have even seen my company hire singers who take a stupid template for a song that they throw three or four relevant references about my company into in order to make it sound like the song was written just for us.
Last week, I attended a multi-day leadership conference that my company put on and was reminded of the great things that in-person conferences offer. Here are 5 reasons why you should love conferences too:
- You can sharpen your sword– In my first book, I referenced the importance of being a constant learner. With the burden of our daily responsibilities and endless inboxes full of to do’s, we often forget to build our skills. A number of famous quotes say something to the effect that once we stop learning we stop living. Careers stall when you forget to sharpen your skills by either learning new things or being reminded of timeless lessons. Conferences can provide you with this training. It’s also a good thing to take advantage of when your company puts money into building your skills.
- It’s a break away from the office– While we have to deal with the backlog of email and other deadlines that don’t just stop because we aren’t at our desks, conferences offer a nice break away from the office. At times these sessions are in other cities, allowing us to get a change of scenery and to clear our heads a little bit. A deviation from the normal day-to-day can give us some good perspective.
- For the networking– With so much training and development happening through web-based content because of the lower cost, in-person conferences are becoming less frequent (side note: I don’t know about you, but I tend to get distracted with web conferences, looking at email or doing something else. With in-person conferences there is a different level of focus). In-person conferences allow you to network with people from different parts of your company and from different geographic areas. Strengthening these relationships, and building new ones through networking, can really help you get your work done faster and more efficiently in the future. Seeing each other face-to-face is an important element of business that helps people buy-in to you and your ideas more; something that is lost in other forms of technology. Plus, the networking (especially the kind that takes place at night after the day’s session) is the most fun.
- The “swag”– Sometimes it’s crap, but other times it can be pretty cool. Most conferences have giveaways and other free stuff handed out at these conferences. From water bottles, to great leadership books to prizes like smartphones, your can pick up some pretty awesome stuff at company conferences.
- The thoughts sparked– Above the other 4 reasons to love in-person conferences, my favorite benefit of this time away from my office is not necessarily the dose of inspiration that a speaker provides, but the thoughts provoked in my own mind. There have been countless times when a speaker is droning away but then offers a statement that provokes an awesome thought in my mind. It could be something I realize that will help me do my job better, or maybe a new idea for a project I am working on; but I have found that the conversation in my head sparked by either something I learn at the conference (or just having the time away to clear my head) has been incredibly valuable throughout my career to this point.
So value the time spent at conferences. It’s better to take a conference call or shoot out a couple emails from the hallway outside the conference room than not go to the conference at all. Who knows, you might make a connecting that leads to your next job, or you may spark a big idea at the next conference you attend. Even a nerdy guilty pleasure like conferences can be a huge help to your career.
Do you think career development resources should be better? Help me figure out how by sharing your insights in these two short surveys (addressing things related to what I talk about in my book). Please pass this along to friends as well… the more insight the better.