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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
An expert guide for professionals seeking to understand how to navigate the world of work. Kimberly Brown, author of Next Move, Best Move: Transitioning into a Career You'll Love, leaves no stone unturned with this thorough, expert guide for professionals seeking to understand how to navigate the world of work, from beginning to end, starting with uncovering personal and professional values in an effort to align their expertise and skills to roles and companies that will finally change the trajectory of their career and set them up to be leaders in the workforce. As a former career development adviser in some of the nation's top universities and a diversity + inclusion professional in a Fortune 100 company, Brown has recognized that people work for the sake of working without understanding how to leverage their unique gifts and position themselves for success. As a result, Next Move, Best Move: Transitioning into a Career You'll Love shares transformational lessons to ensure success and puts the ball back in your court. In Brown's highly acclaimed book, a specific, effective framework is unveiled to ensure each reader channels and utilizes their highest potential as they regain control and steer professional opportunities in their favor, gaining key information as to: * Taking stock of their experiences to ensure strategic career moves * Discovering how to cultivate and maintain fruitful relationships that support career growth * Uncovering how to build a two-year career strategy to move you into future leadership positions * Gaining a deeper look into personal and professional branding to ensure alignment with leadership capabilities and career goals * Learning how to use their voice in the workplace to advocate for themselves
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Seitenzahl: 296
Veröffentlichungsjahr: 2021
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Table of Contents
Cover
Title Page
Copyright
Dedication
Foreword
Definition of
Career Transition
Introduction
Part One
Chapter 1: Serving as a People Leader Is a Privilege, Not a Rite of Passage
Your Next Move
Chapter 2: Taking Stock of Your Experiences
The Importance of Self‐Assessment
The Value of Transferable Skills
Know When It's Time to Go
Your Next Move
Part Two
Chapter 3: Core Values Are the Essence of What Make You Happy
Your Next Move
Chapter 4: Setting Long‐Term and Short‐Term Career Goals
Figuring Out Where You Are Now
Your Next Move
Chapter 5: Addressing Where You Are, So You Are Ready for Where You Want to Go
Your Next Move
Chapter 6: Relationships Are Still Everything
Your Next Move
Part Three
Chapter 7: Building Your Career Strategy
Your Next Move
Chapter 8: Your Personal and Professional “Experience” – A Deeper Look into Personal and Professional Branding
Your Next Move
Part Four
Chapter 9: How to Bring It All Together and Put It Out in the World
Your Next Move
Note
Chapter 10: Embracing Your Voice in the Workplace
Your Next Move
Note
Chapter 11: The Truth about Salary Negotiation
Step 1: Assessing your value as a professional
Step 2: Understanding the value of the role and benefits
Step 3: Have a strategy to approach the salary negotiation conversation
Your Next Move
Notes
Chapter 12: How to Know When It's Time to Go
Your Next Move
Chapter 13: Put It All Together
Your Next Move
Acknowledgments
Index
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
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Additional praise for Next Move, Best Move
“Kimberly is the voice of our generation and a trusted resource who remains true to her vision. Kimberly's commitment to career growth strategies creates an empowering space for us all to take our seat at the table.”
—Pauleanna Reid, Journalist
“Kimberly Brown beckons the leader in each of us to reach for our career goals and dreams, and offers insightful tools and tips to get its readers that much closer to accomplishing them. This book is also a wonderful and much‐needed reminder, especially for women, that there is greatness inside of us; all we have to do is lean into it. Her career lessons are invaluable for anyone seeking to carve out their special place in the workplace.”
—Samantha Hunter, Writer for Martha Stewart and Forbes
“Kimberly Brown's Next Move Best Move reminds you that it is never too late to craft the career of your dreams. Reading the book is like having a relatable, candid, and supportive career and leadership coach in your ear. Through this book, Kimberly not only inspires you to action with her own narrative but most importantly delivers a clear outline, measurable steps, and specific tools that you can use to ensure ‘your next move is your best move.’ ”
—Daniella Kahane, Executive Director/CEO, WIN SUMMIT
Next Move, Best Move
Transitioning Into a Career You’ll Love
Kimberly Brown
Copyright © 2021 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 646‐8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging‐in‐Publication Data is Available:
ISBN 9781119736226 (Paperback)ISBN 9781119736240 (ePDF)ISBN 9781119736233 (epub)
COVER DESIGN: KIMBERLY BROWN
AUTHOR PHOTO: JEROME SHAW
This book is dedicated to any professional who has felt overlooked, unappreciated, and undervalued. With your next move, you have the power to change the trajectory of your career.
Foreword
If we've learned anything from COVID‐19, it's that nothing is certain. The world – including businesses, finances, and careers – can change on a dime. I don't know about you, but there were plenty of moments during the pandemic when I wished I had a personal advisor telling me how to handle it all.
Even in nonpandemic times, that would be pretty amazing, don't you think?
Well, I have good news. Kimberly Brown is that advisor, and reading this book is like having Kimberly as your own personal career and leadership coach. On every page, you'll benefit from her extensive experience in university career services, corporate talent development, and diversity and inclusion. Whether you are a student, recent graduate, early or mid‐career professional, Kimberly will provide you with tactical, tangible tools to achieve success and become the leader you want to be.
I first met Kimberly at a career services event where I was speaking about my second book, Becoming the Boss. She came up to chat after my presentation (she will teach you how to network like that!) and we began a conversation that has lasted for more than a decade over breakfasts, lunches, coffee dates, phone calls, and Zoom chats.
As you'll soon discover, one of my favorite things about Kimberly is her positivity. You'll experience this through all the personal stories she shares of her own successes and challenges and the wonderful career affirmations that start each chapter. She deeply believes that everyone – and women and people of color in particular – can create both financial success and the lifestyle they want. (And if you're not sure yet what lifestyle you want, she'll help you figure that out, too.)
Kimberly also believes that every individual can be a leader, regardless of his or her career level or specific job function. I couldn't agree more. As she writes, “Being a leader has less to do with a title and more to do with the influence you bring to the workplace.” That influence is what allows you to live and work according to your values. It enables you to advocate for yourself. And it helps you to construct a reputation, relationships, and a track record of success that will extend beyond your current job.
Kimberly's business is called Brown Leadership, and that's exactly what you'll experience on the following pages. With Kimberly's coaching, you'll begin to create a career with true longevity. No matter what happens in the world, in your industry, in your organization, and in your personal life, you'll attract opportunities and continue moving forward to achieve your goals and live the life you want.
I can't wait to see you what you accomplish.
Lindsey PollakNew York Times bestselling author
Definition of Career Transition
Before we dig into the introduction of this book, I'd like to define career transition. Many professionals believe that a career transition means moving from one industry to another, but a transition is simply a shift from one state of your career to another. In this book's context, a career transition is defined as any type of career movement, such as graduating from an undergraduate or graduate‐level program and shifting to your first professional job. It can also be defined as the shift of accepting a promotional or lateral opportunity at your current company, moving to a new industry, or choosing a lateral or promotional opportunity at a new company. Last but not least, a career transition can also be a mental transition from moving from being just another employee at your company to becoming a leader in your workplace.
Introduction
This book has a specific purpose.
I wrote this book for professionals who feel as though it's too late to change the trajectory of their careers. They are frustrated and contemplating how they ended up at that exact desk, in‐person or virtual, when they knew they were destined for more. Many professionals have experienced that moment when they look up at the ceiling and ask, “How did I end up here?”
Even if “here” is going well, many times professionals who have been able to navigate their careers to a certain level start to look back and wonder how they can be strategic in their next career moves. For years, they may have landed job after job, but something has changed and they know it's their job to fix it.
Perhaps you feel unappreciated, overlooked, and underpaid for the talents you know you have, and you are underutilized in your current role, too. You also know that if your supervisor asks you to complete one more thing, that you're ready to give him or her a piece of your mind and tell him or her to do it instead. Better yet, your supervisor should give it to your co‐worker who you know is getting paid more than you for the same work.
Or maybe you've reached a new level in your career and how you move as a professional needs to change. You're finally ready to position yourself as a leader, and you know that it's time you build your first career strategy versus relying on your manager or company to do it for you. Your next move will require something different and you're not quite sure what that is just yet.
The good news is there's a light at the end of the tunnel of this terrible thought process, and that's the fact that you recognize something isn't right. You realize you're undervalued, and you believe you are destined for more – but what is more? Luckily, this book is designed to take you to the next level in your career to achieve more – to a level that allows you to finally be seen as the leader you know you are, the leader you've been all along. You know, the leader in the office who gets first pick on key projects, becomes the go‐to for stakeholder presentations, is widely respected in the office, and has a presence that is not only felt but known and acknowledged.
For the record, I believe that every professional has the potential to be a leader in his or her role. Being a leader has much less to do with a title and more to do with the influence you bring to the workplace. In any role you occupy, you can position yourself as a leader. I really don't care about your level, whether you're an executive assistant or the director of a department, because leading is about your ability to influence and master the work you do in a way that helps you guide and empower others in the workplace. Leading does not always mean managing, either. You can lead without having a staff to instruct or supervise.
In 2011, I learned this lesson in my first role as a career development counselor. My then co‐worker, now best friend, Amber, said I walked into the office on the first day like I was ready to take over. While I disagree with that statement, I will share that I was ready to build a career for myself and probably walked into my first day of work a tinch overzealous.
Up until that point in my career, I had a steady stream of jobs to earn money. I was about two years out of college and determined not to go back to my hometown in Connecticut and live with my parents. Hell, it's a responsible decision to reduce the financial burden of living on your own while starting your career and preparing to pay for your student loans, but for me, I had built a life in New York and wasn't ready to return to my small hometown. I was raised in a town where I was one of a handful of underrepresented minorities in the school system and one of fewer than five Black families in the town. I considered moving home to be the ultimate failure because my 20‐year‐old mind didn't understand how I'd be able to return to New York at a later time, so my decisions were primarily based on how much money I was able to make to remain in New York and less about the work that I was doing.
So, in 2011, when I accepted the role of career development counselor, I knew I was ready to have a career and was excited about the work. Previously, I had a string of roles that were based on the convenience of location, the prospect of being happier, or the salary. I was not making strategic decisions about my career; I was simply stumbling into jobs. Again, these were jobs, not a career. The position I held before becoming a career development counselor sparked a deeper interest in building long‐term relationships with students, so working in career development was the answer for me. The work wasn't confined to a particular collegiate year; it spanned undergraduate to graduate and alumni in some institutions. Although the salary wasn't what I hoped for in that first role, I learned I would be eligible for a performance‐based increase at six months due to a new process to increase base salaries across the university. I may have walked into the office as if I was overly confident, but I didn't know a single thing about career counseling.
On my first day, I wore my I‐mean‐business outfit and interacted with everyone in a calm but cautious manner until I figured out who was who. I mentally prepared myself on how to walk into an office where I was finally building a career versus how I walked into just another job. When walking into just another job, the focus is generally on finding out your assignments, mastering them, and getting out of the office by 5 p.m. When the goal is to build a career, you bring curiosity to the table to understand your role and the organization's needs so you can contribute in a meaningful way outside of your day‐to‐day assignments.
Shortly after my first day, Amber and I were asked to share an office, and we quickly became close friends. We worked hard and became team leaders based on the appointments seen in any given month, innovative programs with departments outside of our office, and overall reviews from students. We knew career development wasn't just a job for us; it was a career.
Amber had started working at the institution eight months before me and straight out of her undergraduate program. I came in with a few years of professional experience unrelated to career development, so we ended up being on the same track together. Six months into the role, the policy to obtain a salary increase was no longer in effect. To this day, I have no idea why this policy stopped. I just remember hitting the six‐month mark and walking into my performance discussion feeling excited about recouping some of the money I sacrificed when I transitioned into higher education but being told that the money was no longer available. Knowing what I know now, I would have advocated for myself instead of walking away, but I didn't. Instead, I took this as a sign of workplace politics, and I let it pass.
Amber and I were promoted to senior career development counselors at the one‐year mark, based upon our performance, and we received a performance‐based salary increase. Given the norms in the office, these promotions and raises were common. If you performed well, you could expect to be promoted to a senior counselor within one year.
However, during my second year, things changed. During my first year, my goal was to learn the basics of career counseling, the office's norms, and lead the programming I was assigned. In the second year, we had metrics that were tracked and personal goals we needed to reach to move to the next level and ultimately be promoted to assistant directors. During the second year, the performance discussion with my supervisor changed how I thought about the world of work. I was in the early stages of this career path, but I was devoted and outperformed the other senior counselors in the office. I was also working on completing my master's degree in the evenings and required internships in the morning before work. At that time, I also didn't know very much about standing up for myself in the workplace, so when I disagreed with something, I'd vent to Amber, we'd grab a drink at one of our favorite restaurants after work, and I'd let it go.
By mid‐2013, when my second annual review came around, I expected another performance‐based salary increase and title change. I had surpassed all established goals, created innovative programs, presented at a state‐level conference, and joined the board for a professional organization. Maybe you can guess how this story unfolds.
I didn't get the full increase or title change.
My supervisor believed I could have exceeded my goals far past the level I reached.
To this day, I remember my exact feelings when I walked out of his office. My mind focused on one thought – I exceeded my goals for the year, but I could have exceeded them more. I tried to rationalize that thought but was overwhelmed with emotion. Then, more thoughts swirled around my mind.
Did he have a personal issue with me?
Could I have done more?
Was it a race thing?
Was it a gender thing?
Why was my standard of performance different from other senior counselors in the office?
I will never know the answers to those questions, but I will always remember the feeling of hopelessness. I felt like the only option I had was to accept the partial performance increase, sit down, and shut up. I was just getting into a groove in career development and did not have any mentors to contact. I also didn't have a clue about my professional brand and how I should promote myself to other universities if I wanted another job. All I knew was that I never wanted to feel like this again.
I vowed never to allow myself to be in that position again. I never wanted to feel like I had to accept something I disagreed with when it came to my ability to grow and excel. I also knew I needed to better understand how to articulate my feelings in the office and back them up with facts. That day I didn't receive the raise I wanted, but that moment certainly raised the stakes in pursuit of my own personal and professional development. As a result of my experiences, this book offers the specific tactics I learned, created, tested, and implemented to attain several dream jobs throughout my career (and even a few dream offers I turned down, too).
I want you to do more than read this book. I want you to beat up the pages – highlight passages, take notes, and reread chapters. Most of all, I want you to implement what you read. You can read all the lessons you want, and you can take notes of the advice I provide, but if you don't put action behind this advice, you are essentially holding yourself back from greatness, the greatness you and I both know you possess.
When I coach clients who are uninterested in changing their ways, I remind them that they are where they are because they keep doing the same mess that hasn't worked for them. This rebellious behavior comes in many forms – using the same, tired resume, attending networking events and not talking to anyone new, and submitting lots of job applications that never make their way to a hiring manager because they were using the wish‐and‐a‐prayer method versus truly advocating for themselves. If you are tired of doing the same things and not reaping results, it's time for you to let go of what you assumed was necessary to get a new job or position yourself as a leader and try something new, such as considering the methods I teach in this book (since you already invested in working with me by reading this introduction!).
I ask that you give this information a go. In the same way that you cannot attempt five different diet plans simultaneously and not get confused, I ask that you commit to the framework I'm sharing with you without peppering in advice from your friends, parents, and other influences. If you want to apply industry‐based information, do that, but if it's someone else's opinion, let's leave that at the door for a bit. Deal? We need to ensure that your mind is clear and focused as you gear up to make stronger, wiser decisions. It's time to trust yourself.
Now, let's get ready to make your next move your best move.
To ensure you're crystal clear on your next steps, I created a section at the end of each chapter called “Your Next Move.” This section is a brief recap of the chapter to ensure you know what you need to do after each specific chapter. There may be a summary of the key points to remember, or there will be specific questions for you to answer. I may even have some homework for you to do. The time has come to welcome a new opportunity to learn and grow!
You will also notice italicized sentences that I would like you to pay specific attention to. These are key. Again, I want you to pull the critical pieces you need to make your next move your best move. Like reading articles online where they notate how many other readers have highlighted a particular quote, the italicized sentences in this book will indicate takeaways for you, too. I am a combination of a storyteller and straight talker, so both elements are showcased in this book for your reading pleasure. Some of this information and guidance may snatch your edges from time to time, too.
I also want to acknowledge that you may not want to read this whole book right now if you know you're overdue to make your next career transition. It's really hard to think about navigating your next career move when you're in your current environment with your fair share of commitments, stress, current workload, and strong desire to leave right now.
I encourage you to allow yourself to take a step back in order to take a more confident step forward. Understanding where you are and where you've come from is key to knowing where you're trying to go next. In today's world, it can seem like we all need to know our next move at a moment's notice. But in order to do that, you have to spend time reflecting on what makes you happy, energized, and motivated to be your best self in the workplace. I truly believe that most professionals can find a job. Now they may not like that job, but there is a job to be found if times got tough. However, finding a career takes a deeper level of reflection.
While you're reading this book, take a moment to ask yourself questions that will help hone in on what you're looking for. I'll offer lots of suggestions in the Your Next Move sections, but don't hesitate to incorporate a few of your own, such as:
When you think about your entire career, what are you most proud of?
What are the commonalities about the jobs you really enjoyed?
What are the commonalities about the jobs you didn't like?
What type of support do you need from your manager and peers?
What are the top three adjectives you use to describe your ideal workplace and company?
All of these questions will help you get one step closer to figuring out your next move. Some answers will stay the same, and many will change over time. This book is here for you to revisit as you continue to make transitions throughout your career because what you need right now will most likely not be what you need two to three years from now. In the same way there are metaphors about making friends for a particular season of your life, your career works the same way. You may stumble upon a company that was perfect for you as you learned how to become a great manager through leading project based assignments, but once you've learned all that you needed to learn, that season will come to an end. In order to continue to grow and evolve, your next season needs to include a company that will allow you to manage a team directly. The original company may have that opportunity for you, or you may need to change departments or move to a new opportunity outside of the company.
There is no right or wrong next move as long as you're strategic and intentional about what you need in your next season. In many of the later chapters, I also start to talk about incorporating feedback. Many of us may incorporate feedback when making big life decisions from our friends, family, and mentors, so why should our career be any different? I'll be with you on every page of this book, but if you're not a coaching client of mine, there are going to be professionals whom it would be helpful for you to call when you have a great interview and want to strategize on next steps. They're also going to be people you call when you don't get the job and need a boost of encouragement or help staying focused on your goal.
The reality is that you may not get every job you apply to. In this book, I even share one of the most painful job searches I've ever experienced. Just because I'm a “career and leadership” expert doesn't mean I've landed every job that I've applied for. Years ago, there weren't as many resources, career coaches, experts, or even just information floating around on the Internet to help you – but luckily, things have dramatically changed. I'm very proud to add this book that you're holding to that library of resources available to help you take your career to the next level.
We're almost to Chapter 1, but allow me to share this last piece of information with you first: In the beginning of my career, I never caught onto the subtle hints about career tactics that I overheard in conversations or read in biographies from leaders I respected. I felt inspired by their words, yet I remained unclear about what to do next. Well, I don't want you just to be inspired and motivated after reading this book. I want you to spring into action to change the trajectory of your career.
The time is now!
Part One
You must get clear on where you are coming from before you decide where you are going.
Chapter 1Serving as a People Leader Is a Privilege, Not a Rite of Passage
Career Affirmation: I will lead my team in the way I would like to be led.
When I started writing this book, I envisioned writing my next book solely about managing people. However, it is especially important to include information in this book about becoming a people leader or currently serving as a people leader because your management experience can be an overlay to your entire career. Sadly, in most professionals' careers, management opportunities have become a rite of passage instead of an intentional move. When you do great work, you get more responsibilities. To manage more responsibilities, frequently you must manage people to get all the work done. In many organizations, upward mobility may be dependent upon managing people, but one of the biggest pieces of feedback I hear from clients seeking more senior‐level roles that involve managing people is that they do not have management experience. It's a vicious catch‐22. The only thing that makes this worse is that managers who have never had a great manager model positive behavior can become terrible managers.
Throughout my career, I've taken the most pride in being a people leader. No matter the individual tasks I have been charged with, executing them with precision has never been a concern for me. Despite managing priorities, tight deadlines, and sometimes conflicting information, I know that I can deliver impactful work. However, nothing has given me more joy than developing talent.
Doing your job is what you have been hired to do; leading people is a form of art in the workplace. As a manager, it is my duty to ensure that the professionals who report to me execute their assignments at a high level and that I prepare them for their next role inside or outside the company. It is mismanagement to ignore that there is a next step for everyone on your team after their current role. Whether that person desires to be in their manager's role or another role at the company, it's important to prioritize his or her development and the day‐to‐day assignments he or she must complete.
When I spoke with my husband about adding this content to the book, he asked me if I have ever had a great manager. If I am brutally honest, the answer would be that I have only had one. I have had several bad managers, one or two good managers, but only one I would consider great. At that time, great meant that I felt protected in the workplace. The whole notion of needing protection in the workplace is an indication of a toxic work environment, but at the time, this particular manager advocated for fair practices for our team, stood up to senior leadership that constantly devalued the work of employees, brainstormed solutions to complex problems, and fostered an environment in which the team would be able to disagree openly but respecting other team members during tough conversations was always top of mind. My ideas of what a great manager is have continuously evolved since that role early in my career, but I define a great manager by the following behaviors:
Creating dedicated time on a weekly or biweekly basis to discuss my work, receive feedback, and remove roadblocks preventing me from executing at the highest level.
Advocating for me and my work when I am not in the room.
Regularly engaging in career development conversations (outside of weekly/biweekly check‐ins).
Providing consistent feedback on my work performance with specific examples to highlight where better decisions or a higher quality of work could have been produced.
Providing detailed, written feedback in mid‐year and end‐of‐year performance reviews.
Creating an environment that fosters collaboration and healthy competition among all team members.
Fostering a working relationship that allows for co‐creation of ideas, strategies, and joint execution, when possible.
Providing radical transparency, when possible.
Allowing me to shine brightly without reservations about my work potentially outshining theirs.
Some will look at this list and say that it is too much weight to put on a manager, but that is why I believe management is a privilege. People leaders need to be held to a higher standard due to the increased responsibility of managing a team. This alone has encouraged me to learn as much as possible about becoming a great manager to anyone who reports to me in the workplace and my company.
