7 Things I Learned from My First Promotion

     A few years ago I was fortunate enough to identify the organization's needs and develop a tactical approach to implementing change. My reward was a promotion that allowed me to strategic and creative in different ways that help to support the mission. Some people approach promotions differently. They are either highly engaged in their next adventure, so caught up in the hype they forget to share with others, skeptical of leaving what they've already known or have issues adjusting to a new role that leverages their abilities. A promotion is a great journey when you are willing to see the big picture. What are you looking to get out of your next promotion? Check out the tips below. 

7 Things I Learned from My First Promotion 

1. Be fearless and creative: Take time to check your organization's strategic plan to generate new ideas. Then be like Nike and just do it. 

2. Leverage good project management: Be willing to work with others to create a realistic project timeline that everyone on the team can support and takes into account that the team may have other work priorities. 

3. Do not use an "auto pilot" approach to your work: Sometimes we just do the work to "get it done" and miss an opportunity to check for quality and conciseness. Take the time to use a fresh perspective and approach your work by leveraging clarity. You may learn something new along the way. 

4. Meet new people inside and outside of the organization: Redefine your definition of the word team by getting away from your desk and introduce yourself to people outside of your immediate team structure.  

5. Learn new skills: The goal is to try new skills that will force you to exercise your brain and creativity more often.

6. Do not listen to what others say about your peers. Avoid getting caught up in the "gossip-loop."

7. Take your leadership role seriously: Be a strategic, task-oriented leader who appreciates the hard work and dedication of the staff. 

Career Singular Sensation written by Tracey Batacan

Once upon a time, employees received encouragement to become the singular best at their craft by focusing their energies on becoming experts in their fields. This was part of a business culture that celebrated subject matter experts who maintained the status quo by enrolling in annual training that reinforces the they very skills they’ve known all of their professional lives. Consequently, some employees received recognition for being solely dedicated to one’s industry and business acumen.

During my parents’ generation, people often stayed within the same career field with a singular focus on their craft. As a result a lot of people retired from work after 20 or 30 years in the same field with a great sense of accomplishment. Now, there is nothing wrong with this type of career focus. However, a “career singular sensation paradox” can occur when an employee becomes complacent and no longer focuses on learning new things at work. Which begs the question: what happens when you reach the pinnacle of your career field?

Overtime, the emergence of the global market place sparked a newer, nimble type of employee who continues to evolve as the marketplace continues to change. According to a Harvard Business Review article titled It’s the Company’s Job to Help Employees Learn, “people’s employability is not based on what they already know, it’s their ability to learn.”  It helps to know that there are more opportunities for continuous learning through one’s career. The goal is for employees to explore a variety of educational opportunities outside of their current level of ability. In addition, access to learning opportunities at work may generate a feeling of empowerment among employees because they can see that their work efforts are not running on “auto-pilot”.

Moreover, according to an Entrepreuner.com article, when employees feel empowered at work they focus on becoming “organizational innovators.” These innovators will generate new ideas, share knowledge and bring others along for the journey. Part of the process includes encouraging employees to take on new roles in the organization where they enhance their problem-solving skills, applying newly learned skill sets and network with others outside of their usual work groups.