Corporate Career Development Networking
Corporate Career Development Networking
These are all very different types of conversations. Most of my clients who are in corporations are mid-level to senior-level managers, who are competent and have already proven their value to the company. I also work with clients who are outside the corporate structure or are consultants to corporations, with whom career development conversations are different.
It's common for people to want to have a career development plan. Many think that those successful individuals who have preceded them in the corporation had a plan to get where they got. Some did, but quite honestly, it's easier for them to claim that they had a plan with the benefit of hindsight and success than to produce the plan they wrote years before.
There's a whole field of professionals who offer career development resources and consulting. I think their services can be extremely valuable, especially when moving from one company to another. I'm more familiar with helping people to advance and develop careers within the same company, as an integral part of my consultations. And so, that's my focus in this article.
In these client conversations about career development within the same company, I usually fairly quickly replace the concept of a "career development plan" with a "career networking plan" or a "career development networking plan."
I've been working with a client who has been kicking and screaming about the idea of networking. She has been doing excellent work and feels she should be promoted based on her work. In one way, she is absolutely correct. However, at her level in the organization, not only are there fewer openings, but a group of disparate persons with their own agendas usually decides about promotions and job changes.
When multiple persons with all different needs are involved in such a decision, there must be agreement that she is the one to promote or accept or move. Such a scenario usually requires more than doing the requisite job skills well. In most cases, the "more" comes down to ongoing activities she must be engaged in: networking and building authentic relationships.
I want to be clear, when I speak about career development networking, I don't mean to start networking to get a job that is now in the interview stage; my view is that this narrow type of networking is more appropriately called "lobbying." Instead, I'm speaking about networking over the years: building relationships that are two-way, developing collaborative partnerships, feeling appreciation about interactions, expressing sincere congratulations when others are promoted, and engaging in conversations about a variety of topics.
When many individuals are all well-qualified for a job, something "more" must stand out in the final candidate. This "more" may be related to job accomplishments, but likely, the "more" is related to relationships, perhaps the one who is best known, or the one who is most liked, or the one who has consistently good interactions with others.
The candidate who is well-networked is likely to increase the chances that all the decision-makers will agree, "this is the one." There might sometimes be a thrill about a hotly contested position, but all things considered, the best transitions take place when there is general agreement to select the final candidate.
Career Development Networking, a Starting Plan
First of all, it's important that you think of networking as two-way! This is essential. The word "networking" has become rather polluted by the way some persons are using this word. Use the word however you want, but please understand that here I'm using it to mean an exchange. Be pragmatic, of course, but understand that you're only "networked" if a two-way connection is happening. This is absolutely essential to understand, if you want to make this an empowering practice.
In my empowerment consulting sessions, I'm often coaching clients about the best persons to network with, the subjects to speak about, and how to speak about the subjects. Those who are a little shy or reticent about speaking with someone at much higher levels sometimes just need this added encouragement to take the step to network.
Many successful people already understand the need to network within their company. They probably do not need a plan. Some jobs require that individuals know, interact, and partner with others in the company, and so they're usually well-networked naturally. If the company is large, though, there are many persons outside the scope of the current job who are potentials for expanding a network.
Here's a simple approach to getting started. Make two lists of persons in your company. The first is a list of the persons you already know and like. The second is a list of the persons you believe can, at some time, help you in your career. You may already know them or not. It's o.k. to have the same person on both lists; in fact, this strategy depends on that!
The intersecting subset of those two lists is the starting place. In other words, start your networking plan with the persons you like, whom you think can help you in your career. You'll have more success by starting where it's easiest. Keep your lists updated over time, so that this is an organic process.
The next step is to decide, person by person, how and how often to network. Again, start where it's easiest. If you have regular meetings with someone on your target list, sit near the person, or suggest that you have lunch afterward, or take an interesting article to give to the person. If you consider you're already actively networking with this person, you may not need to adjust any actions. Just be certain to keep the person on your radar screen.
For best results, keep a journal of your networking. In your journal or on your calendar, make a notation for yourself for your next contact. By all means, do not over-commit yourself to starting to build too many new relationships at the same time. As a relationship is in the stage where either you and the other person are at ease to "call anytime," you've built a relationship, so continuing it is easier.
Networking is as simple as such examples as I have just given; a networking plan is also simple. It just requires some planning and paying attention.
Copyright © 2006 Marshall House
Corporate Career Development Networking - To learn more about this author, visit Jeanie Marshall's Website.
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As a natural part of my empowerment consulting practice, I often find myself in discussions with my clients about their jobs and careers. Sometimes we talk about new jobs or job opportunities; sometimes we talk about promotions; sometimes we talk about careers over the long-term.
These are all very different types of conversations. Most of my clients who are in corporations are mid-level to senior-level managers, who are competent and have already proven their value to the company. I also work with clients who are outside the corporate structure or are consultants to corporations, with whom career development conversations are different.
It's common for people to want to have a career development plan. Many think that those successful individuals who have preceded them in the corporation had a plan to get where they got. Some did, but quite honestly, it's easier for them to claim that they had a plan with the benefit of hindsight and success than to produce the plan they wrote years before.
There's a whole field of professionals who offer career development resources and consulting. I think their services can be extremely valuable, especially when moving from one company to another. I'm more familiar with helping people to advance and develop careers within the same company, as an integral part of my consultations. And so, that's my focus in this article.
In these client conversations about career development within the same company, I usually fairly quickly replace the concept of a "career development plan" with a "career networking plan" or a "career development networking plan."
I've been working with a client who has been kicking and screaming about the idea of networking. She has been doing excellent work and feels she should be promoted based on her work. In one way, she is absolutely correct. However, at her level in the organization, not only are there fewer openings, but a group of disparate persons with their own agendas usually decides about promotions and job changes.
When multiple persons with all different needs are involved in such a decision, there must be agreement that she is the one to promote or accept or move. Such a scenario usually requires more than doing the requisite job skills well. In most cases, the "more" comes down to ongoing activities she must be engaged in: networking and building authentic relationships.
I want to be clear, when I speak about career development networking, I don't mean to start networking to get a job that is now in the interview stage; my view is that this narrow type of networking is more appropriately called "lobbying." Instead, I'm speaking about networking over the years: building relationships that are two-way, developing collaborative partnerships, feeling appreciation about interactions, expressing sincere congratulations when others are promoted, and engaging in conversations about a variety of topics.
When many individuals are all well-qualified for a job, something "more" must stand out in the final candidate. This "more" may be related to job accomplishments, but likely, the "more" is related to relationships, perhaps the one who is best known, or the one who is most liked, or the one who has consistently good interactions with others.
The candidate who is well-networked is likely to increase the chances that all the decision-makers will agree, "this is the one." There might sometimes be a thrill about a hotly contested position, but all things considered, the best transitions take place when there is general agreement to select the final candidate.
Career Development Networking, a Starting Plan
First of all, it's important that you think of networking as two-way! This is essential. The word "networking" has become rather polluted by the way some persons are using this word. Use the word however you want, but please understand that here I'm using it to mean an exchange. Be pragmatic, of course, but understand that you're only "networked" if a two-way connection is happening. This is absolutely essential to understand, if you want to make this an empowering practice.
In my empowerment consulting sessions, I'm often coaching clients about the best persons to network with, the subjects to speak about, and how to speak about the subjects. Those who are a little shy or reticent about speaking with someone at much higher levels sometimes just need this added encouragement to take the step to network.
Many successful people already understand the need to network within their company. They probably do not need a plan. Some jobs require that individuals know, interact, and partner with others in the company, and so they're usually well-networked naturally. If the company is large, though, there are many persons outside the scope of the current job who are potentials for expanding a network.
Here's a simple approach to getting started. Make two lists of persons in your company. The first is a list of the persons you already know and like. The second is a list of the persons you believe can, at some time, help you in your career. You may already know them or not. It's o.k. to have the same person on both lists; in fact, this strategy depends on that!
The intersecting subset of those two lists is the starting place. In other words, start your networking plan with the persons you like, whom you think can help you in your career. You'll have more success by starting where it's easiest. Keep your lists updated over time, so that this is an organic process.
The next step is to decide, person by person, how and how often to network. Again, start where it's easiest. If you have regular meetings with someone on your target list, sit near the person, or suggest that you have lunch afterward, or take an interesting article to give to the person. If you consider you're already actively networking with this person, you may not need to adjust any actions. Just be certain to keep the person on your radar screen.
For best results, keep a journal of your networking. In your journal or on your calendar, make a notation for yourself for your next contact. By all means, do not over-commit yourself to starting to build too many new relationships at the same time. As a relationship is in the stage where either you and the other person are at ease to "call anytime," you've built a relationship, so continuing it is easier.
Networking is as simple as such examples as I have just given; a networking plan is also simple. It just requires some planning and paying attention.
Copyright © 2006 Marshall House
Corporate Career Development Networking - To learn more about this author, visit Jeanie Marshall's Website.
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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