Career Launch: Unlocking the Secret Rules of Engagement by Pace Rhonda

Author:Pace, Rhonda [Pace, Rhonda]
Language: eng
Format: epub
Published: 2020-05-15T16:00:00+00:00

Chapter Five

Managing Up

“The question isn’t who’s going to let me;

it’s who is going to stop me.”

– Ayn Rand

Managing Up - Ensure professionalism

is always a part of your personal brand.

Chapter Five:

Managing Up

“The question isn’t who’s going to let me;

it’s who is going to stop me.”

– Ayn Rand

There is no benefit in blaming others for not meeting your career goals. Yes, it’s true, others may have a more supportive leader who has a natural ability to develop others. Nonetheless, you cannot allow others to take your power away. Your passion, drive, tenacity, and focus will help you succeed along with managing up!

Managing up involves clearly communicating your priorities to your leader and seeking regular feedback. Your priority list must include your career aspirations and goals. Managers are more likely to support career goals of their employees when the employee’s performance proves to be an obvious value to both the leader and the organization. Anticipate your manager’s needs and prove your worth. Doing so, gives the leader incentive to invest more time in you by supporting your career development initiatives.

Most employees desire and expect to have a “good” manager defined as one who is supportive and fosters an environment of growth and learning and one who encourages risk taking, is an instinctive mentor. Employees often expect to be on the “receiving” end of a leader who is a solid career coach. No one really expects to have to steer their manager into advocating for their individualized career progression. Well the reality is, you’re the captain of your career cruise and it’s up to you to point the sails of your ship in the right direction. If the wind is blowing just right, then you will be able to push through any storm or obstacle. However, if you have an unsupportive manager, your career may get caught up in the current and be swept away if you put too much reliance on the leader without a contingency plan. The truth of the matter is, it’s your job to manage up and gain the support you need from your management team and others.

Of course managers are held to the policies and procedures of a corporation that most often include adherence to employment law, a code of ethics and code of conduct. Additionally, there may be organizational specific best practices, guidelines and expectations of managers that require fair practices and treatment. However, managers are not always “required” to be career guidance counselors, ensuring customized career development plans are in place for all of their team members. The responsibility around career growth most often requires the employee to take ownership and drive their own career path. That’s right, the way you design the navigation route will often determine success or failure.

On the other hand, although your manager may not be required to map out a career plan for you, you can set expectations around support such as requiring timely and candid feedback, ensuring one-on-one discussions are happening regularly, asking for permission to participate in career resources the company offers and requesting stretch assignments for growth.

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