Tag Archive | "change"

Overcoming Today’s Challenges: Experiences And Insights from Cynthia Young by Valerie Porfano

This is the sixth post in a series focused on bringing you insights from experienced and successful professionals about what they’ve learned and how they are adapting to the current business climate.

Cynthia Hardy Young
President
Encompass Insurance

V Porfano: What characteristics, skills or abilities have you developed that help make you successful as a leader?

CY: I’ve developed organizational skills such as strategic agility, understanding of the marketplace and the competition, operational excellence, talent planning and employee development. I believe personal skills are equally important and provide balance. Listening to determine what are people really trying to say, analyzing, diagnosing, and problem solving, inspires leaders to lead and be well equipped to handle change.

 

V Porfano: Given that many corporations are now recovering from the economic meltdown, what leadership challenges are taking center stage today?

CY: Delivering greater insight into customer needs and buying behaviors, strong alignment between our business offering and our target market, and constant focus on innovation, improvement and operating efficiencies.

 

V Porfano: What experiences in your career best positioned or prepared you for a global leadership role? 

CY: In terms of international experience, I was an exchange student in Japan,  attended international law programs abroad, was part of industry delegation abroad to BRIC countries, and hired international companies to partner in providing business services as part of company operations. In terms of more general experience, the best preparation came from taking on roles in a variety of disciplines. This allowed me to work in various functional areas such as claims, product R&D, underwriting and pricing, and legal, and allowed me to handle various business challenges.

 

V Porfano: Did you take risks in your career? If so, what type of risks and how did they prepare you for the unexpected?

CY: The biggest risk was moving from a legal career to a business career with emphasis on general management. This prepared me for the unexpected by helping me understand how to learn from the experts around me, setting a steep slope for learning and performing at the same time, building on active feedback mechanisms, and taking a flexible approach to challenges and issues.

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Overcoming Today’s Challenges: Experiences And Insights from Suri Surinder by Valerie Porfano

This is the fifth post in a series focused on bringing you insights from experienced and successful professionals about what they’ve learned and how they are adapting to the current business climate.

Suri Surinder
Managing Vice President, Loss Mitigation, US Card Operations
Capital One

V Porfano: What characteristics, skills or abilities have you developed that help make you successful as a leader?

SS: Over the course of my career, and especially as a leader, I have found that there are three things I’ve relied on IQ (Intelligence Quotient), EQ (Emotional Quotient), and XQ (Execution Quotient). Developing IQ has enabled me to develop thought leadership by acquiring intellectual resources and expanding my competence. Leaders who are experts in their field or industry can bring that knowledge to bear in how they craft the vision and strategy for their teams. In each role I have had, I have taken the time to listen and learn, and build my body of knowledge in the industries I have worked. Leaders who command respect from their teams have built up breadth and depth of expertise, and they will always have an edge. Developing EQ has enabled me to build people leadership through cultivating relationships and demonstrating character. It is manifest in how you treat your employees, and results in the currency of trust. The way I have approached leadership has been to always be authentic, humble, balanced, and fair, and to stay true to who I am. Developing XQ leads to results leadership through the delivery of outstanding results and building capabilities such as motivating, inspiring, and executing. I have always believed that delivering results is a key part of who I am as a leader, and generates credibility. A good leader inspires his team to believe in the direction they are taking and motivates them to perform at high levels and to achieve great results.

 

V Porfano: Given that many corporations are now recovering from the economic meltdown, what leadership challenges are taking center stage today?

SS: On the thought leadership front, when times get tough, it’s very easy for leaders to become introspective. The right approach is to look outwards to your customers, competitors, and market. We must help our employees see the path and guide them using a clear vision, strategy, and communications. On many levels it’s also about leveraging good data and combining it with great leadership insight to see market opportunities others might miss On the people leadership front, it’s about attracting, retaining, and inspiring the best talent in a market that is very conducive to talent acquisition right now. You need to be able to create an environment that results in a great employee experience that enables employees to grow, flourish, and reach their full potential. On the results leadership front, companies need to deliver tangible and distinctive outcomes for customers and shareholders through superior customer experience and advocacy.  The companies that win are those that are able to truly connect with customers and deliver a differentiated product or service.

 

V Porfano: What experiences in your career best positioned or prepared you for a global leadership role?

SS: I’ve worked in telecommunications, consulting, healthcare, academia, and financial services. I’ve even worked as a cab driver in New York City. I think there are three distinct roles that have enhanced my career and made me a better leader. Strategy and analysis roles have required me to think through how to maximize value for the business, and identify hidden value pockets in the sea of market data, which has improved my thought leadership because of the market insight I’ve gained. Large-team management roles have required me to lead and interact with different people from different backgrounds, and influence them to act in a way that leverages their skills and talents the best and benefits the business. These types of roles have built my people leadership skills. P&L roles that come with accountability to deliver on clear revenue, expense, income, and customer satisfaction targets in a balanced, consistent fashion quarter after quarter have helped me develop results leadership skills.

 

V Porfano: Did you take risks in your career? If so, what type of risks and how did they prepare you for the unexpected?

SS: I’ve had to develop and execute strategies that run counter to conventional wisdom, but exploit value pockets in the market based on rigorous analysis and judgment. You have to take a certain amount of calculated risk and go where no one has gone before. You may not know what you’ll find, but you’ll often be the first one to market. I have also taken people leadership risks.  I have had to step out of my comfort zone on a number of occasions and open up to my employees. I believe in being as authentic and genuine as possible and in general I think people really appreciate that. I’ve told stories of how I’ve failed and about what I’ve learned from the experience. Being vulnerable and open takes courage, but it pays dividends in your ability to connect with people and lead. I have also taken results leadership risks. I’ve stepped out into the unknown and signed up for seemingly unachievable goals. I love the challenge of doing what seems to be impossible. I’ve then had to dig deep and do everything I can to get my team to achieve the goals set. Getting your team energized in a positive way around audacious goals is what we’re paid to do as leaders.

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Overcoming Today’s Challenges: Experiences And Insights From Cedric Thurman by Valerie Porfano

This is the fourth post in a series focused on bringing you insights from experienced and successful professionals about what they’ve learned and how they are adapting to the current business climate.

Cedric D. Thurman
Senior Vice President
Jones Lang LaSalle

V Porfano: What characteristics, skills or abilities have you developed that help make you successful as a leader?

CT: I think the most important skills I have developed are my communications skills, the ability to create a vision people want to follow, and having a passion for what I do. My father used to tell me you have two ears and one mouth; listen twice as much as you talk. I think this taught me the importance of listening, which allows me to understand everyone’s perspective before making decisions. When people know they’re being heard, they feel they have a vested interest in the decision, which leads to the next skill I have developed. I believe as a leader your role is to get teams to work collaboratively to accomplish a goal. Creating a vision people want to follow can also mean influencing those you’re not responsible for to support the goal. If the vision isn’t clear or people feel it doesn’t address their interest, they won’t give 100% of their support. Listening to their needs, articulating what needs to be accomplished and why, as well as how it impacts everyone and meets their need,s allows one to be an effective leader. The final characteristic is being passionate about what you do. If you’re not, it can make it a challenge to get others to follow. When a person is passionate about anything, it draws others to them as the passion is admirable and people respect it.

 

V Porfano: Given that many corporations are now recovering from the economic meltdown, what leadership challenges are taking center stage today?

CT: The economic meltdown is creating pressure to create value for companies when it is getting harder to do so. I think as a leader you cannot cut corners or take short-cuts to create value; once you do that, your integrity gets called into question. And once your integrity is called into question, people will begin to lose respect for you and your effectiveness as a leader has been compromised. Integrity, sound judgment, and doing the right thing are the most important things regardless of economic conditions.

 

V Porfano: What experiences in your career best positioned or prepared you for a global leadership role?

CT: I don’t know if any one or two experiences have best positioned me for a global leadership role. I think it has more to do with the breadth of experiences.I say this because the experiences I have had have exposed me to people from various backgrounds, with diverse perspectives and a multitude of approaches to problem solving. Having an appreciation and respect for these diverse backgrounds and perspectives allows me to interact with anyone, and partner with them to accomplish our goals.

 

V Porfano: Did you take risks in your career? If so, what type of risks and how did they prepare you for the unexpected?

CT: I have taken several risks in my career, primarily related to taking unconventional roles. I began my career in commercial banking and could have followed traditional career paths in lending, but opted for roles in international trade finance, community development lending, retail branch development, and community banking. Upon transitioning to commercial real estate, I could have followed peers into office brokerage, but opted instead to help build a retail tenant representation team focused on the financial services client. I became the first CDO at Jones Lang LaSalle and built a strategy that linked diversity and inclusion to business. I also  joined a recently-acquired business unit focused on transaction management for multi-site retailers. All of these were considered risky, but I saw them as opportunities to work in environments filled with uncertainty while proving I could still succeed. In my opinion, it’s more rewarding when you succeed when there is uncertainty in each step toward your goal.

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Overcoming Today’s Challenges: Experiences And Insights From Clara Wong by Valerie Porfano

This is the third post in a series focused on bringing you insights from experienced and successful professionals about what they’ve learned and how they are adapting to the current business climate.

Clara Wong
Senior Vice President, People, Administration & Asset Protection
Wal-Mart China

V Porfano: What characteristics, skills or abilities have you developed that help make you successful as a leader?

CW: There are many leadership skills that I developed over the years. The most important, I believe, include taking and giving feedback, prioritizing, communication, and recognizing people.

 

V Porfano: Given that many corporations are now recovering from the economic meltdown, what leadership challenges are taking center stage today?

CW: Among many other leadership challenges, managing change is probably the most important challenge that we are facing. As leaders, we are leading the changes, driving the changes and modeling the right behavior in the face of the changes.

 

V Porfano: What experiences in your career best positioned or prepared you for a global leadership role?

CW: Any experiences that improved my global perspective were most helpful, as they enabled me to strategize and lead in both developing and developed markets.

 

V Porfano: Did you take risks in your career? If so, what type of risks and how did they prepare you for the unexpected?

CW: Yes, I have been constantly challenged to take on unexpected assignments in my career. I was frequently challenged to take on responsbilities that I was not familiar with. Such assignments made me improve my listening capability, communication skills, and the capability to lead strategically.

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Overcoming Today’s Challenges: Experiences And Insights From Sami Miettinen by Valerie Porfano

This is the 2nd post in a series focused on bringing you insights from experienced and successful professionals about what they’ve learned and how they are adapting to the current business climate.

Sami Miettinen
Executive Director
Royal Bank of Scotland

V Porfano: What characteristics, skills or abilities have you developed that help make you successful as a leader?

SM: I’m intensely interested in the best practices across many disciplines, and have a strong habit of constantly sharing and learning them globally. That gives me a slight informational edge which is useful to my colleagues, when I am engaging in this habit locally. I am curious and fairly fearless socially. Weak leaders hoard information, and destroy this edge for themselves and their colleagues.

 

V Porfano: Given that many corporations are now recovering from the economic meltdown, what leadership challenges are taking center stage today?

SM: Shrinking markets cause uneven pain. Some sub-segments of financial markets are hit very hard right now, sometimes deservedly, sometimes unfairly. Managing the excess capacity by allowing personnel to refocus, often temporarily as the markets do come back eventually, in markets which continue to be strong is one of the key task for leaders everywhere. This is especially challenging if emerging markets generate the most growth and the personnel is located in the old world. The leaders need to train and motivate refocusing and sometimes relocation, all at the same time. This includes the leaders themselves.

 

V Porfano: What experiences in your career best positioned or prepared you for a global leadership role?

SM: I have intentionally spent most of my career outside my home country, Finland, ever since I did my MBA at Tulane University in New Orleans. I have coupled this with working with clients and colleagues who have mostly not been Finns. Now that I do work in Helsinki with Finnish clients, I maintain the global relationships and understanding which is vital in delivering and sourcing the global service for their complex needs. Another critical experience was writing a negotiation handbook in 2008. It allowed me to interview international negotiation experts such as Dr. Robert Cialdini, and the Nobel Peace Prize winner Martti Ahtisaari. These and other intellectual giants I met have inspired me in my career. The negotiation skills I achieved through the experience were a bonus.

 

V Porfano: Did you take risks in your career? If so, what type of risks and how did they prepare you for the unexpected?

SM: I have changed countries from Finland to the USA to the UK and back to Finland.  Uprooting oneself is risky both professionally and socially, especially since I have four daughters. I have prepared for the changes by developing a local network well in advance in the target countries. An efficient implementation of this was to have lunches and other informal introductions with future clients and key contacts before I was officially assigned to them. I have also maintained my old contacts after the moves, so reversal of my tracks would be fairly straightforward as well. Constantly build global bridges; never burn them.

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Overcoming Today’s Challenges: Experiences And Insights From Mariano Legaz by Valerie M. Porfano

This is the first post in a series focused on bringing you insights from experienced and successful professionals about what they’ve learned and how they are adapting to the current business climate.

Mariano Legaz, MBA
Vice President, Supply Chain Services
Verizon Communications Inc

V Porfano: What characteristics, skills or abilities have you developed that help make you successful as a leader?

ML: Throughout my career, I have focused not only on developing and acquiring the right level of technical expertise relevant to my job and industry, but also concentrated on evolving leadership, communication skills and learning operational aspects of what makes large organizations successful. In addition, I get out in the field and directly interact with our team, having the opportunity to engage with front-line employees to better understand the realities and challenges of our operation. Through these actions, I’ve improved my communications skills and leadership ability to influence change and results. I’ve also acquired visibility into best-in-class organizations, and a deeper understanding of financial and operational opportunities.

V Porfano: Given that many corporations are now recovering from the economic meltdown, what leadership challenges are taking center stage today?

ML: I believe the most common themes are transformation, innovation, and leadership to drive value. It is critical for leaders to find and manage the talent in their organizations to gain competitive advantage, achieve solid and rapid execution and for flexibility to adapt.

V Porfano: What experiences in your career best positioned or prepared you for a global leadership role?

ML: Early in my career I was fortunate to be exposed to large responsibilities and worked directly with the head of our engineering and planning organization. This gave me insight into a mature, energetic, successful leader who also acted as a coach. Later when I joined Verizon, we were supporting numerous international operations with a diversity of issues and different market realities. It was a great place to see the different variables and scenarios at play. I learned to effectively work across different cultures and within each unique organization; at the same time I was blessed with the opportunity to work with some of the most talented professionals these markets had to offer. Finally, during my career, I had roles in many different organizations such as network planning, operations, customer service, finance, procurement and supply chain, both domestic and international, which provided a broad view about our company and industry.

V Porfano: Did you take risks in your career? If so, what type of risks and how did they prepare you for the unexpected?

ML: I’ve taken many calculated risks, including a move to telecom international operations with almost no previous experience in that field, a move to corporate finance after 10 years in different network roles, and assuming a procurement lead role without previous formal tenure in that group. All of these moves allowed and forced me to stretch and learn, and gave me the ability to quickly adapt. Overall the experiences made it pretty clear that growing involves changing, and that we need to be able to step out of our comfort zones.

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Kicking Your Evil Twin to the Curb: A Critical Path to Reaching Your Career Goals

What stands between you and your career best, your entrepreneurial dream, your retirement home in the islands?

Is it the person you report to or the loan officer at the bank?

Perhaps it’s those colleagues who just can’t seem to put in a good word for you when you most need it, or the distraction of continual demands from family members?

Often, your adversary is closer than you think. Often, it is someone very familiar. Often, it is you. To be specific, it is the negative and fear-based thoughts, emotions and resulting behaviors that come from you.

An experience I had several years ago provides a metaphorical analogy. My husband and I had gone to dinner at a popular restaurant in a touristy section of Chicago. After dinner, we walked to our car to head home. As we approached our car, which was parked on the street, we noticed a very strong, almost nauseating smell. We immediately figured that someone had placed something on our car as a prank, or some animal had used our car as a pit stop. We checked the tires, the front and back of the car, but couldn’t identify where the odor was coming from. Since nothing was visible, we got inside the car and drove off.  Inside of the car we noticed that the smell was even stronger. I looked in the back seat, under the seat, but still couldn’t find anything. We checked the bottom of our shoes. Had we stepped in something?

Finally, after several minutes of conversation, it dawned on us that the pungent aroma we were both noticing was the oysters Rockefeller that had lingered on our breaths after dinner. The culprit was right under our noses!

This analogy characterizes human nature in that we often look outside of ourselves when things go awry. On closer examination, however, we often discover that we are protagonist and antagonist rolled into one. What gets in the way of our goals and aspirations is often the negative emotions, thoughts, and ongoing, uncensored monologue taking place within our heads. All this leads, all too easily, to doubt, procrastination, self-pity and fear of failing. This evil twin of ours comes out, particularly, when we are trying to embark upon a change in our lives.

Kally Reynolds, life coach and president of Renaissance Journeys, has a straightforward explanation for how he has been able to experience phenomenal growth in his career. “I guess it’s because I never make a case against myself,” he says. “ We’re all too quick to make a case against ourselves.” No need to do that, he adds: “The world will do it for us.”

Reynolds suggests that the evil twin undermining us is often a scared little girl or boy inside who does not want to get hurt again and withdraws out of fear of ridicule, not measuring up, or other humiliations.

Yet our opinions of ourselves are so frequently lower than the perceptions others have of us. We may have a poor opinion of our capabilities and potential, though this may not be picked up immediately on the radar of our colleagues and associates. Sooner or later, however, if we continue to think in this way, it will be projected outwards and become a self-fulfilling prophecy. Others will see us as we see ourselves.

Turning off the Life Support and Creating New Thought Patterns

In order to maximize progress toward your career goals or – any goal, for that matter – and move past fear and self doubt, you must commit to quieting the troubled voice within. Les Brown, the motivational speaker, often says, “If you want to keep getting [out of life] what you are getting, keep doing what you’re doing.” One can take this a step further to “keep thinking what you’re thinking.”

While you may be excited about pursuing a dream, you may also feel a bit anxious and worried. The voices inside of your head can be your worst critics in your pursuit of new horizons. These voices and the strong emotions that accompany them awaken you in the middle of the night, shouting out that the odds are against you, demanding that you work out every possible scenario before making a move — and they keep you up all night! How do you turn them off?

Is it possible to just stop thinking? This is easier said than done! Given that nature abhors and rushes to fill a vacuum, you will need to replace old, negative thoughts with new, constructive ones. Beware: your old familiar thoughts will be kicking and screaming louder than ever, once they find out you don’t want to nurture them anymore.

Many individuals find it helpful to silently repeat affirmations of what they want. When negative thoughts creep in — “I’m too old/too young/ not connected enough to take on this venture,” for example – simply switch them over to positive thoughts: “I have life experience to bring to the table/fresh ideas/willingness to network with others.”

Others things you can do to internalize and sustain positive messages include seeking out and learning about success stories of individuals who have made their way, particularly when the odds were against them. This helps to reinforce new thought patterns that say, “It’s possible. Conditions outside of me don’t have to be perfect. I can do this!”

Research suggests that it takes 21 to 30 days to form a new habit. The three R’s – repetition, reinforcement and reward — will help you build and sustain new thought patterns and, subsequently, new behaviors.

Eyes on the Prize

Keep your thoughts focused on what you want to achieve and create a mental and physical environment that helps to reinforce these thoughts. It helps to create a clear picture of what you think success will look like. What is your goal? Picture it, verbalize it, feel how it would feel to reach it. Who’s in the picture with you? Who is not? Bring this image to mind every day and refine it.

To bring your new thoughts to life, put them in writing. Write a contract or statement of intention: I intend to ________ (fill in your goal) by (fill in the date). Then establish milestones: a month out, three months, six months, one year, three years. Then return to the present moment and create an action plan to clarify how you will execute and what resources you will use. Keep your plan simple enough so that it is not overwhelming; that can lead you to take no action at all.

Where can you get the most bang for your buck?

Start by asking yourself three questions:

  1. What are the one or two things I need to start doing?
  2. What are the one or two things I need to stop doing?
  3. What are things I need to continue doing?

The things you need to continue doing will be the easiest and take the least energy. You already have built-up momentum here. You may experience withdrawal symptoms with the behaviors you are trying to stop and a bit of anxiety with the behaviors you are trying to start. This is where you will need to monitor the internal voices more frequently.

Engaging Others

There’s no need to go it alone. Others can help you as you pursue new horizons and work on stilling the evil twin within. Create a change support team or “board of directors.” Identify people who have information that would be helpful, can be supportive in an objective way, have done what you are trying to do, are good listeners, and/or can connect you with others.

Working with a career or life coach gives you a thinking partner. A coach or mentor will provide a safe haven for your concerns, and can be a valuable sounding board for your ideas. Sometimes it simply helps to hear yourself talk through your goals, plans, and concerns with someone else. A coach will be able to listen without judgment and will not be emotionally tied to any particular outcome, as a family member might be. A coach will also challenge you to exhibit new levels of excellence – the gentle push we often need — and will keep you focused on the positive by having you complete various exercises like “list 20 things that you are already fully competent in now.”

Rewarding Yourself

Celebrate successes along the way. Don’t wait until the end. Celebrate a day of thinking constructively! How about that? Psychologists, therapists, coaches, and other practitioners all agree that rewards are a critical component to reinforcing new thought patterns and subsequent behaviors. Identify a half-dozen or so rewards that are meaningful to you and easy to access.

Monitoring and managing our internal monologue can go a long way toward building the confidence we need to move into new territory and shape our own success. By nurturing those thoughts that confirm the creative and resourceful capability within us and selecting to surround ourselves as often as possible with others who reinforce this thinking, we can all reach the point where our evil twin turns into our best friend.

Charmon Parker Williams, Ph.D., an industrial psychologist, is a career and talent management consultant, coach, and contributing writer for Diversity MBA Magazine.

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Reinventing Yourself – Changing Careers by Charmon Parker Williams, Ph.D.

Amidst restructurings, mergers, acquisitions, and global sourcing, many senior careerists now find themselves in the predicament of having to look for employment. Let’s face it, times can be a bit challenging. But there may be a silver lining in all of this. This can be a time for you to reflect on your life, your goals, and the dreams you have swept under the carpet – a time to revisit a change of careers. Are you with me? Let’s take a look at a few tips you will need to keep in mind.

Create a Vision

What is your fantasy career? Musician? Corporate raider? Supreme Court Justice? Back paddle a few strokes to reality. Now move up. This mental exercise will help you create a vision for your next career move from a list of the implausible and the plausible. It enables you to identify what you are passionate about. As you begin to revisit your dreams, you may find some that you have outgrown and others that you have a curiosity about. On your route to seeking a new career, you may find that there are other outlets for you to express some of these dreams.

Explore Opportunities

Talk to friends and friends of friends about what they are doing. Read career profiles of various individuals in magazines and other media. If it sounds like something you might want to do, then get more information on the subject. There are several career sites on the Web that provide this type of information.

What do you have to offer?

Conduct a self-assessment. This is a critical step in any career planning. Conduct an inventory of your strengths and areas for improvement. Think past your current or last job to talents you have demonstrated in other venues – the community, professional organizations, church, home, school, etc. List your strengths and how you have applied them. List any feedback you have received on development needs. You also should list the things you value, are interested in, and want to avoid. It might be revealing to take a personality inventory (e.g., Myers-Briggs) to get a sense of your temperament, style of communication, and how this meshes with various careers. There are numerous career planning assessment tools available. Descriptions of many of these (like the Strong Interest Inventory, which measures your interests in a broad range of occupations, work activities, leisure activities, and academic subjects) can be found at http://www.career-lifeskills.com.

What does your desired role require?

Next, identify the competencies required for the role you are interested in. You may need to do some research to complete this list. Speak to professionals in the role. Look up the job requirements in the Dictionary of Occupational Titles (which provides descriptions of more than 12,000 job titles). Talk to executive recruiters, who specialize in filling these roles, about employers’ expectations. You can find executive search firms by specialty in the Kennedy Guide to Recruiting Firms and other directories.

Analyze the bridges and gaps.

Now look for the points of connection, as well as the gaps between where you are relative to where you need to be. When there is a significant difference between what you are doing now and what you would like to do, you will often find that your connection points are based on broad, transportable skills such as communication, problem solving, or knowledge of a particular industry. The gaps that surface may be based on more specialized areas, such as certification or educational requirements.

In your gap analysis, you may surface the need to go back to school. You may view this as a longer-term strategy, but it may actually help you connect with others in the field you are choosing. Professors may be able to provide you with leads. Alumni may have opportunities for internships. If you don’t think you have time to go to school, think again. Many universities offer weekend and online degree programs.

Write a detailed career action plan.

Write a strategy for how you will get from your current role to your desired role. This strategy should include short-term, long-term, and contingency plans. You may want to enlist the assistance of a career coach at this stage. Your plan should specify individuals or networks that can help you reach your goal. You should also spell out what you are willing and able to give up to reach your goal — for example, a 20 percent decrease in salary, a status/title change, etc.

“But I have no experience. Who’s going to hire me?”

Dip your foot in the pool or at least get it wet. In most cases, you would be absolutely right in your assumption that experience gets the job. But the job is not the only way to get the experience. You may be able to develop the skills you need in other settings while you are in your current position.

For example:

  • Volunteer your services to a community, civic, or social organization.
  • Conduct committee work within a professional organization.
  • Serve on a non-profit board of advisors or directors.

One tactic you may opt to use if your skill set is close but your experience level is off, is to negotiate a trial period with a potential employer in which they leverage your services for less than full salary. How much less will depend on your financial situation. “Try me out with less pay” should only be used if you believe you can come into an organization and quickly add value. Your manager and co-workers will be watching your every move.

Another tactic you will want to use to get your foot in the door is to make yourself visible in forums where professionals in your desired field congregate. This sends the subtle message that you are “one of them.” This includes joining professional organizations and attending conferences. It also includes arranging to make presentations in these forums on topics about which you are knowledgeable and can generalize to your audience’s interest. Writing for magazines or other publications that the target group reads is a related tactic.

Changing careers is a challenging endeavor that requires reflection, direction and persistence. Much of it breaks down to the fine art of networking, image building, and competence. The more your name is known in your desired arena, the higher the odds of you connecting with someone who is willing to give you that first chance.

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