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Your #Career : How To Become Indispensable At Work This Year…You can Gain some Job Security and Maybe even a Promotion by Taking these Actions.

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Virtually every office has one: that employee who is the go-to contact and seems to knows everything and everyone. The office can’t run without her. No one wants to think about what would happen if he ever left.

Being such a critical part of the team has a number of benefits, including a measure of job security. But those indispensable team members don’t get just that way through arbitrary means. If you want to join their ranks, here are seven ways to get there.

CHANNEL ELITE ATHLETES

Elite athletes are constantly trying to improve their performance. They fine-tune the details that allow them to compete at the highest level—and that practice holds some valuable lessons for people who are trying to become exceptional at their jobs, says Porter Braswell, cofounder and CEO of Jopwell, a technology platform that helps black, Latino, and Native American students and professionals unlock opportunities for career advancement.

“What I mean by that is not the ability to run fast, jump high, and all the other physical attributes that come with being an athlete. But more of the tactical, being a good teammate, communicating well, knowing how to work hard, being disciplined, being able to multitask—all the things that come with that athletic mind-set. Competing: That’s the mind-set one has to be in before I believe they can perform well,” Braswell says.

 

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DO YOUR OWN REVIEW

You may get regular feedback and a performance review from your supervisor, but it’s also important to do your own regular review to ensure you’re on track with your own goals and expectations, says Carolyn Birsky, founder of Compass Maven, a Cambridge, Massachusetts, coaching firm. Keep track of your accomplishments, training, feedback, projects, and overall numbers related to your job. We often think we’ll remember all of these things, but it’s easy to forget pieces here and there, she says.

Then, periodically and honestly review your progress, set new goals, and look at what it’s going to take to get to your next milestone, she says. These self-checks can help you ensure you’re keeping on track with your own career development and shore up areas that may need improvement. This practice will also keep you ready for the next time you’re up for a promotion.

“One of the mistakes employees often make is forgetting to hold those all together in some sort of file. That can be some of your best leverage to put your case forward and say, ‘This is why I think should be promoted. This is what makes me really good at what I do,’” she says.

TRACK YOUR METRICS

As you set your new goals, look at the metrics that are going to matter and include them as part of your plan, Birsky says. Whether it’s bumping up a sales quota or improving efficiency or cost controls in your business unit by a certain margin, be sure to look for positive measures to which you can contribute and how you can be most productive in contributing to them. Companies value employees who are focused on finding ways to raise the performance bar.

DO AN ALIGNMENT CHECK

It’s also a good idea to ensure that the areas you’re prioritizing in your career and development are consistent with what the company values, says licensed therapist and career coach Jessica Sweet. You may have a sense of what’s important to the company, but it’s essential to actually be clear that your efforts are moving initiatives forward that the company cares about, she says.

“I would be looking at what the company’s goals are for 2018, and be looking at how my skills and experience align with those goals, and how I can set myself up on any projects that are going on, to add the most value to those upcoming projects,” she says.

SPEAK UP

When employees are afraid to show that they’re imperfect or they don’t know something, it gets in the way of their performance, Birsky says. Learning how to effectively communicate with your boss and team, including asking questions and ensuring that you fully understand assignment instructions and ask questions when you don’t is essential to ensuring you’re performing in the best possible way for your company.

Beyond that, ask for opportunities to get better. “Be vocal to your boss about the fact that you are open to learning. Ask for opportunities to collaborate with another team, or be vocal about your ideas, or you might see a training [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][you need to get better]. Make your case for it,” she says.

ACT LIKE YOU OWN THE PLACE

Ownership is essential to being invaluable, says Andy Chan, founder of Seattle-based career coaching center Prime Opt. Take ownership of your work—whether it’s a project assignment or even a simple spreadsheet. Think about it in terms of the bigger picture of the company and what its goals are. When you take full responsibility and apply strategic thinking to your work, you’re immediately supporting your supervisor and team in a new and more valuable way. “Every time, when it comes to you learning new skills, it actually opens up a conversation for you to ask for a raise or a promotion,” he says. So, think about what you can take ownership of in your work environment, and treat your work as if you own the company and are acting in its best interest.

MAKE YOUR BOSS LOOK GREAT

One of the most important things you can do to be indispensable to your boss is to help them excel, Braswell says. People value those who help them do their jobs better.

“Really get in the mind-set of the person you’re working for or alongside and really figure out, ‘What are they trying to achieve?’” he says. “Through having an understanding of what they’re trying to achieve and having the context, you can then say to them, ‘What can I be doing to help you achieve that goal?’” Once you know where you fit in and exactly the metrics on which you should be focused, you can rank or prioritize your efforts on those tasks and initiatives, he says.

ABOUT THE AUTHOR

Gwen Moran writes about business, money and assorted other topics for leading publications and web sites. She was named a Small Business Influencer Awards Top 100 Champion in 2015, 2014, and 2012 and is the co-author of The Complete Idiot’s Guide to Business Plans (Alpha, 2010), and several other books.

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FastCompany.com | January 2, 2018

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Your #Career : Should You Apply For Your Dream Job If You’re Not Qualified?…Recruiters Weigh in with some Surprising Advice on the Importance of Being Qualified to Get the Job you Want.

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 There it is: your dream job. There’s just one problem. You don’t meet all the qualifications.

If your résumé is hard to read, no one will.

It’s a conundrum. Should you channel your inner life coach and go for it? Or should you follow the rules and wait until you have the right experience or credentials? If you sit it out, you may miss a great opportunity. On the other hand, you don’t want to waste your time or, worse, alienate hiring managers by wasting theirs.

It’s a tough question, but you should almost always err on the side of “go for it,” says career expert Cynthia Shapiro author of What Does Somebody Have to Do to Get a Job Around Here? 44 Insider Secrets That Will Get You Hired. After all, everyone has to take a job that stretches skills if they want to move ahead. Before you do, these career coaches and recruiters recommend asking yourself these six questions.

AM I 51% QUALIFIED?

Shapiro’s rule of thumb is that you should meet 51% of the listed qualifications. That’s an arbitrary estimate, but her point is that a job listing is like a house-hunter’s wish list: You ask for everything you want and understand that you’ll likely have to compromise.

“What they’re really looking for is an intangible that they can’t put in a job posting. If you’ve got 51% of what they’re looking for, you should proudly send your resume in,” she says.

 

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AM I MISSING REQUIREMENTS THAT ARE NECESSARY TO DO THE JOB?

Obviously, if you lack a specific degree, license, or specialized training necessary or legally required to do the job, you need to earn that before you apply. But what if you’re lacking the years of experience or some other less objective credential? Still go for it, says Maddie Stough, HR recruiting practice team leader at LaSalle Network.

For example, if the job description requires five to seven years of experience, she says, “You should be looking at it if you have three to 10 years of experience.” Use your resume and cover letter to highlight the responsibilities held and achievements within your job that align with what your stretch job will require.

CAN I EXPLAIN MY JOB PROGRESSION?

A spotty background with a year here and two years there is usually only problematic if it’s not strategic, says James Philip, managing director of executive search firm JMJ Phillip. You should be able to show that you didn’t just change jobs for the next title bump or pay bump, but that you were strategically increasing your experience and developing your skills, Phillip says.

“If they’ve just jumped jobs, there’s going to come a time when they haven’t really honed in on a craft,” he says. Be sure to highlight the career-focused reasons for making the moves you did.

IS MY RESUME A STRETCH?

First, make sure that you’re not stretching the truth on your resume to get your stretch job, Shapiro says. It’s very easy to find out if you actually held a title or hold the degree you have, and employers are increasingly likely to check references or even conduct a background check. So don’t include anything that isn’t true. But you can also show your best side without being deceitful.

When you’re writing your resume and cover letter, think of them as marketing tools, Shapiro says. Companies can usually teach job skills. Many are looking for intangible qualities like emotional intelligence, which is considered to be one of the fastest growing job skills. They also look for enthusiasm, corporate fit, attitude, and approach, which often can’t be taught, she says. Use your documents to convey how you approach challenges, look for ways to improve situations, and achieve success, she says.

HOW BIG IS THE COMPANY?

Phillips says it’s usually easier to stretch into a smaller company than a larger one. Big companies may have preliminary screening that matches resumes with job qualifications. If you’re in the applicant “slush pile,” you could be taken out of the running before you have a chance to shine in person. But that doesn’t mean you shouldn’t try to land that big-company job, he says. However, smaller firms may be more willing to take a chance on someone who is a little inexperienced.

DO I HAVE A CHAMPION?

A champion can change the equation, Stough says. If you have a contact, friend, or colleague who is giving you a warm introduction or recommendation for a stretch job, you’ve got a real advantage, she says. So before you apply, scour your network and LinkedIn contacts to see if you know someone (or know someone who knows someone, an otherwise “weak” connection) who can put your resume in play with a “thumbs up,” she says. That can go a long way toward getting you in front of hiring managers so you can sell yourself.

 

FastCompany.com | GWEN MORAN |  11.23.16 5:00 AM

Your #Career : Want To Nail Your 2016 Performance Review? Show You’re Versatile…Doubling Down on your Specialized Knowledge Might Not Pay Off Like it Used To.

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With only two months left in 2016, performance review season is officially upon us. As many of us know all too well, it can be an awkward experience. But one key to nailing your review this year may be a departure from conventional wisdom. Typically we’re told to make a strong case for how well we’ve performed in our particular roles—show you’ve mastered the job skills required of you and delivered great results, and now you’re ready to move on to bigger challenges.

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And it’s not that that’s bad advice. But as the workforce evolves, the value of a broad-based skill set may be rising. Your employer might not even be totally aware of the shift, but they’re more likely to need jacks-of-all-trades than they did even a year ago. Here’s a look at why, and how to play into that trend during your next review.

THE RISING VALUE OF VERSATILITY

“I guess you can look at me and say that I didn’t specialize in anything,” UX designer Amanda Yarmolich reflected recently. “But a lot of times, it ends up being more valuable to have somebody who can kind of pick up whatever you need.”

 

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Yarmolich isn’t alone in that sentiment. According to the 2017 salary guide published earlier this month in the design magazine HOW, employers will gladly pay top dollar, “but they expect value, which comes in the form of worker versatility.” And that may not just be a quirk of design-focused industries. Yarmolich works for the insurance marketplace eHealth. In her recent experience, “You just have to be ready to do whatever needs doing at the drop of a hat.”

How come? For one thing, the changing macroeconomic landscape is pushing more employers toward low-labor business models—in other words, to find ways of getting more value out of fewer people. That necessity may have first gripped recruiters amid the last financial crisis, but since the recovery since then has been so incremental, it’s seeped into many employers’ hiring mentalities.

As one staffing expert told Fast Company earlier this year, “We’re seeing more cross-pollination among industries than ever before,” which is not only expanding what counts as “transferrable skills,” it’s also requiring workers to be more comfortable tackling a greater range of tasks—including unfamiliar ones. That type of agility is becoming less of an added bonus and more of a basic prerequisite for many job openings in a widening variety of fields.

On the other hand, employers have always prized versatile workers. In his 1957 book The Problems of Design, famed industrial designer George Nelson observed that employers have long sought “general flexibility in relation to almost any situation. Translated into action, this means an ability to bring a high level of detached perception to any problem, and this has a very special kind of value to management.”

The difference now is the change from management preference to economic imperative. Corporate boards seem to understand this value, judging from the kinds of people they put in the corner office. The New York Times recently reported that the quickest path to CEO these days is a circuitous one—often via several functional areas—according to new research suggesting that a mix of skills may now count more than simply long experience in one specialty.

COMBINATORIAL CREATIVITY

These utility players are what coauthors Kenneth Mikkelsen and Richard Martin describe as “neo-generalists” in their new book The Neo-Generalist: Where You Go Is Who You Are. They use the term to describe knowledge workers who excel in “combinatorial creativity.” As Mikkelsen described it to me, “Neo-generalists are people who expand their craft by bringing in knowledge from disparate areas and creating new ideas and methods from those new combinations.”

Martin added that knowledge workers everywhere often feel their organization or industry is too siloed, but he believes it’s the type of worker that makes this true or untrue: “We are arguing that people who have a more neo-generalist mind-set make a difference because they deliberately step outside of those silos.”

Hiring managers may be wising up to this idea. Not only are versatile workers often more cost effective, they also bring silo-busting behaviors to companies that help organizations stay innovative over time. What may have started as a dollar-stretching measure often turns out to be a competitive advantage.

HOW TO BE THE NEO-GENERALIST YOUR BOSS IS LOOKING FOR

According to Martin, “Everybody has the potential to be a neo-generalist—absolutely everybody. But it’s a question of being willing to accept that learning is never done, that you’re never a finished article, always beta.”

 

FastCompany.com |  LISA BAIRD  | 10.31.16 5:00 AM