Issue link: https://digital.copcomm.com/i/12999
store. These are all traits we control. Most of us weren’t born with these traits they were developed over time. Be true to yourself, but develop them you must. someone willing to role up his or her sleeves and get dirty, regardless of whether you are the executive vice president or junior level employ- ee with no supervisory responsibility. We’ve all heard the stories of being underappreciated for hard work. I’ve certainly felt that way, until someone convinced me to do it for myself. It sets the table for future opportunities and a mindset that in the long run should prove valuable to career advancement. W same employer until retirement and hoping the boss recognizes our accomplishments. In today’s work environment everyone up the food chain including the CEO is often worrying about longevity and career advancement. Workers used to be punished for changing companies often. My own father, who will be 70 this year nearly had a heart attack each and every time I called to tell him I was changing companies. T career advancement, leadership, responsibility and power. How often have we observed senior managers or politicians jump ship in search of power, responsibility and influence? Often times, these senior managers bring subordinates from previous employers along and give them increased power. This could be your ticket to the top. Sports, especially the National Football League is a prime example. How many retread coaches go from one team to the next and bring along subordinates from their previous team? T great with your co-workers and supervisors, but now your role has changed. You are now responsible for influencing people to produce positive results. First level supervisors have the toughest job in any organization. You are being pulled in multiple directions and no one seems to appreciate the middle ground you navigate. Most first level supervisors want desperately to get promoted to the next level to escape the tug-o-war. L essary steps as you build your skill set further to accept increased responsibility later. communications skills with supervisors and subordinates. I’m not suggesting you take credit for subordinates work, in fact quite the opposite. Lets face it, a successful leader is no greater than the sum talents of their subordinates regardless of the “its all about me” ego of leaders we see reflected in news or portrayed in television and film. But your role as supervisor is to get the job done, advance the mission at hand and make sure senior management is aware of your efforts without mistreating your people. You lead, you delegate and when necessary you teach. T F N 42 ext, look for opportunities to streamline the position, to make it more efficient, initiate innovative projects. Get involved irst, structure the workflow of all subordinates and the flow of information through you. In this way you can improve your his is now your opportunity to exercise power. Some of what I’m about to suggest seems somewhat selfish, but they are nec- et’s say you’ve moved into a leadership position. You’ve worked hard, you continually educate yourself, you get along oday, changing companies and professions occurs as often as we change our shirt and in many cases is the only way to gain oday’s work environment is different from the one we inher- ited from our parents. Gone are the days of working for the ork hard at your chosen profession regardless of the size of the project or task at hand. Nothing says leader more than early in the decision making process. I know countless people who have come up with great ideas, pitched them to senior management and wound up running entire projects. It’s a chance to show off your project management and people skills. Even if you don’t get the prop- er credit at your current employer, it’s a great carrot to dangle in front of your new employer. people. Learn to market yourself without being obnoxious. Some suggestions include making oral presentations, publicizing your accomplishments through trade groups, being in the right place at the right time, becoming part of a problem solving team. I used to get real- ly angry when Joe Co-Worker always seemed to appear if by magic every time there was a major project of high visibility to perform. He studied his business and the company he worked for and kept his pulse on everything going on inside and outside the company. W to you without looking desperate or creating those encounters just because. This relevancy can extend outside your company as well. Maybe you have that special client who really seems to appreciate your contribution to the success of their organization. A vator and everyone loves you, but you have yet to maximize your full potential as a leader. You feel power if utilized effectively can lead to some great accomplishment and you want in, but you have not advanced, why? O Time,” by Howard I. Melamed. Melamed is an author, businessman, inventor and motivational speaker. You can learn more about him at (scienceofopportunity.com. was particularly struck by the title of chapter four in his book “Fishing in the Right Pond.” It sums up the idea of recognizing and seizing opportunity. The analogy he uses is that of a fisherman. I I the pan ready to eat, of course not? The opportunity to reel in dinner is on the lake. But lets say the fisherman jumps in his boat, heads to the lake and still doesn’t get a bite. Does he quit, of course not? The smart fisherman simply moves to a different spot and tries again. He knows there are plenty of fish in the lake he just has to keep searching until he finds just the right spot. D have all failed. They try and try again until they get a bite. Barack Obama lost his first election. Ronald Reagan lost his first bid for pres- ident. Bill Clinton lost an election back in Arkansas. Many a suc- cessful businessperson has suffered through failed businesses or bank- ruptcy. The number of professional athletes who win championships in their respective sports is small. O might not find a fish right away and when we do, it might be some- thing smaller than expected. Sometimes power requires us to reel in the small fish to get the big fish later. A Black Meetings & Tourism May/June 2010: www.blackmeetingsandtourism.com s Melamed’s story of the fisherman continued, he pointed out, we are all fisherman in our own pond of opportunity. We ne of the things I’ve noticed about most who are in power is they are bold and unafraid, at least on the outside, and they oes the fisherman simply sit on the shoreline with a heated pan holding it over a stream waiting for the fish to jump into was recently forwarded an excerpt from a book called “The Science of Opportunity: Being in the Right Place at the Right kay, you’ve acquired all the prerequisite skills, your educated, you network like crazy, you work hard, you’re a great moti- nd finally, make yourself relevant. Expand your own bound- aries. Look for ways to ingratiate yourself with those senior ithout visibility, nothing I’ve mentioned before or after will matter. You must increase your interactions with senior