Succeeding in Your Career

Nearly two thousand years ago, one of the sages of the Jews asked, "Who is wise,?" and answered himself, "He who learns from every person." The advice bears consideration in our competitive age when we may be intimidated, repelled, or unimpressed by many around us.

The sage's point, in his presumably less complex era, was that valuable knowledge and behavior traits are widely distributed in any population and that our routine and necessary contacts can be more beneficial to ourselves if we simply pay attention to those around us rather than hurrying by them to reach whatever our goals may be. We would be inclined to tolerate bad jokes or boorish behavior from someone who has data we must have. But do we have time for the low-ranking technical assistant who's been around for 25 years? Do we write him off as someone who never made it or do we contemplate the gold mine of information about the organization he must possess?

And how about some of those personal assistants who run interference for their principals and keep them on their demanding schedules? Besides modeling loyalty and selflessness, they can probably teach us more about time management than many that give the high-priced courses. A conversation with one of those "helpers" could be very enlightening.

It takes a certain amount of humility and openness, but assuming one can learn something from everyone around him can add significantly to one's own value.

In our technological age, the equipment, systems, and processes we work with are constantly being updated or replaced. New is often better, but just as often there are bugs and kinks to be worked out before productivity really improves. How many of us have gone through weeks of trying to master a new machine or system while regular work lagged?

Rather than look at these periods of adjustment as downers, they should be seen as opportunities to focus on a challenge and make a visible contribution to the organization. Here are some tips for making the most of these opportunities:

• Pay close attention to whatever training or orientation accompanies a new system;
• Anticipate problems introducing it into your organization;
• Identify all the applications you can find for your organization;
• Formulate a simple way to explain the system to all who will work with it; and
• Share your findings with your team.

The same principles of serious study, analysis, and communication apply to old systems and processes as well. Time-honored methods are taken for granted until someone hears of a better way. Consistently looking for a more efficient, economical, or productive way to do things is the responsibility of some, but the opportunity for all, to become the Most Valuable Player on the team.

Few can afford to stop learning just because formal education has been completed. We need to continue growing in knowledge and understanding to fulfill all our human responsibilities, including our careers.

Occupations vary in the degree and pace of technological change. Classroom or on-line courses have become routine, and often required, in some professions. However, even in those jobs involving a relatively stable technology base, methods, procedures, and teamwork can be improved. There are many ways for motivated individuals to enhance their value to their organization and boost their qualifications for advancement.

See how many of these may be relevant for you:

• Volunteer for committees and task teams;
• Become active in a professional or trade society;
• Read the publications of your own and similar organizations;
• Research a topic of interest and write and submit an article of your own;
• Analyze the systems and procedures you work with and make suggestions for improvement;
• Take courses to improve your written or oral communications skills, if needed;
• Talk to leaders and star performers in your organization about their approach to challenges;
• Take an active part in a community organization.

The dividends in knowledge, experience, insight, and interpersonal relations will make these kinds of efforts worthwhile.

We come to a new job or organization with skills, knowledge, and a motivation to perform well and make our mark. Whatever our level of experience and self-assurance, however, we are bound to encounter surprises and unanticipated complexities. The difference between really succeeding and floundering can be an in-house guide and role model—a mentor.

Mentoring has achieved recognition in recent decades in both work and community settings. Children deprived of wholesome role models in the home for one reason or another have been saved from lifelong suffering by regular contact with a caring person who offered guidance and taught character traits. So, too, employers have brought out the best in employees by assigning or encouraging their engagement with seasoned, empathetic workers who could facilitate the learning of the job skills and personal interrelationships essential to superior performance.

Many organizations, particularly larger ones, have incorporated mentoring into training and development programs. The practice of “shadowing” a highly regarded senior official or performer to observe techniques and decision-making processes is a key element in many such programs. But in a place which lacks this type of formal arrangement, an employee who wants to go far should take on the responsibility of identifying a person or persons who can provide guidance on how best to work with a team to advance the organization’s mission.

STEP ONE: Learn who the organization’s leaders and outstanding performers are.

STEP TWO: Determine whether any of these people have the interest and character to invest time and effort in counseling and advising a junior colleague.

Not all top performers have that sincere motivation or the communication skills to convey what they know and how they feel. It may be necessary to interview several prospective mentors before a good match is made and a relationship begun.

A mentor can offer insight into the “informal” organization; i.e., “how things really get done around here.” Conversely, he or she can identify unseen roadblocks and obstacles, from especially troublesome processes to personal conflicts and rivalries. The mentor can identify the most reliable sources of information, make introductions, provide technical advice, and, perhaps most important , model the personal traits and skills that make him or her a highly effective, much-sought-after contributor to organizational success.

If both the technical and personal attributes do not seem to reside in any one person, two or more mentors may be preferable. In any event, the bottom line is that an employee who aspires to be a star or a leader—or both—can get there more easily with guidance from those who have already made it on their merits.

People seeking employment or a job change have a marvelous tool in the World-Wide Web. Seemingly limitless information can be accessed on industries, companies, technological and commercial developments, and key executives. These types of data can be both useful and time-saving in searching out prospects, evaluating their worth as prosective employers, and building credibility as a candidate for a specific job.

There is a danger, however, in relying exclusively or too heavily on the Internet. First, the value of the information has its limitations: some emanating from a business firm may be slanted in its favor, while some from critics, competitors, or regulators may reflect an axe-to-grind. Second, the written word alone will not convey details, nuances, and opinions that its authors may be constrained from publishing.

So while the Internet can save today's job-seeker a good deal of time, shoe leather, and library research, it can't do the whole information-gathering job. If at all possible, one should attempt to talk with people who have worked in a field or employer of interest to get an accurate picture of challenges, conditions, and career prospects. An actual visit to a prospective workplace can be revealing as well. Failing those opportunities, one should at least spend some time analyzing published data and attempting to resolve conflicting information or claims.

Using all your information to make yourself the best possible candidate is another story.

There's a lot more you can know about a potential employer nowadays. The Internet and cable business channels carry lots of useful information never to be found in annual reports and press releases. In part, this information can help you decide if you want to work for an organization. And if you decide in its favor, it can help give you an edge in competing for a job.

Your RESUME can benefit from detailed knowledge of the missions, major projects, finances, and even the setbacks of a company or agency. You can better document the skills and experience you've acquired with the needs of the prospective employer. Get as specific as you can:

"I headed a task team that solved Problem X with Solution Y."

" I'm currently taking a course in System Z, wth applications to your ---".

When it comes to the INTERVIEW, you can respond to questions with answers targeted at ongoing activities and even future challenges. You will also be able to ask intelligent questions of your own that will reflect the information-gathering you've done. Interviewers and ultimate selecting officials will appreciate the effort, initiative, and interest demonstrated by your command on both sides of the ball.

Here's a research investment that pays off--quickly and effectively.