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If you are looking to progress from an entry-level position, here are two specific things you can try.
1. Start looking for opportunities to do things beyond your current job description that add value to the organization.
If you do only the things that are written into your job description, you may not be considered for any new opportunities that arise within your department. However, if you demonstrate a proactive approach that benefits the whole organization, you may be seen as a valuable member of the team who goes beyond your own interests. You can make even more of an impact if you can identify that task that no one else wants to do. If you can do that task and perform it with a positive attitude, you will quickly be viewed as an indispensable member of the organization.
Notes of caution:
• Speak to your supervisor first. Ensure that both of you are on the same page as to what the specific task/activity is. Ideally, they will warn you if you are treading into any territory that may be off limits or if you’ll be stepping on someone else’s toes.
• Don’t get in over your head. Take some time to identify whatever this new activity will be. You do not want it to compromise the essential functions you are getting paid to perform.
2. Start empowering your staff to do things that you would normally do.
As you progress, there is a chance that you will be taken further back from the front lines of your operations. Higher-level leaders and professionals know how to effectively delegate responsibilities to their staff.
Notes of caution:
You must use a measured amount of discretion here. You cannot just start picking apart your essential functions and handing them out to your staff and expecting them to be executed to your standards or your supervisor’s standards. Take some time to thoughtfully consider what you are delegating. I recommend asking these questions:
• Is this set of activities appropriate to delegate? Will delegating these functions make me appear lazy or careless in my supervisor’s eyes?
• Who is the best person(s) for this set of activities? Will they thrive or be frustrated?
• How much oversight and coaching do I need to prepare for, if this delegation is to be effective?
Lance Haynie is associate director for programs with the University of Georgia Recreational Sports.
snippets of career insight insight
Adding value, empowering staff
By Lance Haynie