We’ve all been there: that point in our careers where we feel “stuck” in a role, or pigeon-holed as a specialist who is destined for more-of-the-same until the end of time. I once had a boss who described it as being in a “home for the terminally inert.”
Communications and marketing professionals increasingly see the need to grow deeper, broader and more integrated skill sets as a “must have” if they’re going to have long-term, successful careers.
But what if the prevailing conditions around them either don’t provide opportunities for growth, or decision makers don’t view them as having potential to grow? Or view them as a one-trick pony whose specialty defines – and limits — them?
I’ve counseled many professionals on how to break through this glass box — yes, not with just a ceiling, but with four walls, too. It happens more than many of us realize, and can be as complex a problem to solve as any corporate reputation or brand identity dilemma.
Breaking through these road blocks requires insights, action and strategy, and I thought I’d share a set of thought starters to help anyone get a hall pass out of that home for the terminally inert.
PHYSICIAN, HEAL THYSELF – We’ve all heard this expression before, but the first step in unlocking our path to growth is knowing if we’re stuck to begin with. It’s tough to put a time description on what stagnation looks like, but I like to ask communications and marketing professionals if they’re doing anything new — or differently — within the last two years with their current role. If the answer is no to either or both of those questions, chances are it’s a good time to look deeper into what the current job is teaching us.
KNOW THE PLAYING FIELD – It’s hard to define where you want to go – and why – if there are no standards in place for the communications skills that the function values; in other words, if you don’t have map. Research shows about 83% of communicators say their employers have headlined competencies that are important for professionals to grow. But far fewer get into specifics on what success looks like as professionals develop greater proficiencies. If you have them, use them. If you don’t have those specifics, start pushing to get them. Also, I think many professionals get fixated on a specific next-role or next-level-up-job, versus the skill sets that position them well for any number of opportunities, so a word of advice is to flex as you prepare yourself with new skills. Think about going deeper, broader and more integrated, and have some concrete thoughts in mind before you talk with your manager.
GET REAL – AND PERSONAL – Even when there are competencies defined, research shows that almost half of communications professionals don’t ever have conversations with their managers about how they rate against those communications or marketing skill sets. It requires both manager and employee to be transparent about how they view the employee’s strengths and opportunities for growth. What if the function has no competencies identified, or doesn’t have specifics for growth articulated? Take the initiative and volunteer to lead an effort that will deliver those specifics with the function leadership team and HR. Just because it’s not there doesn’t mean you should throw in the white flag. In fact, taking it on will send a great message about your interest in growing.
PERCEPTION PARALYSIS – “You’re not strategic enough,” or “You need to influence better” are the kinds of vague feedback that don’t help managers guide employees to better performance, and frustrate employees beyond belief. And they rarely lead to action that helps.
That kind of perception – and the paralysis it often causes — needs to be challenged, but with finesse and openness to learning. Employees need to learn how to ask for specifics from the manager, and from a range of other stakeholders who the manager believes may share that perception. Whether it’s an official 360-survey process or using a third party to solicit honest and open feedback, the point is to get specifics that allow the employee to learn, and to develop a plan of action to acquire the needed skills and to demonstrate growth.
OWN IT – Far too often, employees depend solely on their employers to tell them where they see growth opportunities. They wait for the boss to tell them what new, or improved, skill sets they need to develop. The reality is it’s a two-way street, and lots of managers aren’t necessarily wired to place talent development on the top of their to-do lists. So marketing and communications professionals need to put some serious thought into what kinds of skills they need, and why, and how to get them. And they need to remember that it’s not always about formal training. It can be a mix of training, coaching, cross-functional assignments and other development opportunities.
OWN IT AGAIN – Getting unstuck from a career bottleneck can take a fair amount of work. But without care and feeding, it’s a cycle that can recur easily – and quickly. Once we’ve got specifics and have developed an action plan, it’s critical we go back to our managers or other career influencers every 6-9 months to report progress, demonstrate news skills and get new feedback. Growth is a constant requirement for the communicator and marketer, and that means learning how to gather insights on strengths, and drive regular interaction with our managers on how we’re doing.
If you’re getting the idea that career management is something that increasingly will demand more of your active participation, you’re getting the right idea. Some employers will create environments that make it more turnkey than others, but regardless of where you work, the onus remains with each of us to do our own career thinking for ourselves, then find ways to connect it with our employers’ agendas.
