Association Leadership - March/April 2008 - (Page 31)

ant to Get Promoted? Initial answer: When looking to promote into a vacated position, the job description and succession planning criteria have to be considered. However, I’m usually more interested in what can’t be shown on paper. What I’m looking for are the qualities that evolve from educational and work experience. I don’t prioritize them. They can be combined in different proportions. The resulting proﬁle ultimately dictates my decision. I look for professionalism, intelligence, initiative, common sense, poise and loyalty. These traits are essential and have to be observable. They often overlap and may manifest themselves differently in different people, but are frequently seen in the little things that take place in day-to-day ofﬁce operations. What I expect to see in the way of professionalism are attention to detail, punctuality, accountability for results and projection of an image that suggests competence. Making it to work on time, keeping lunch hour an hour, proofreading one’s own work, meeting deadlines, owning up to mistakes and attending to simple hygiene and appropriate attire, are all observable indicators of professionalism. If an employee is lacking in one of these Tim Weitz, J.D., CAE areas, I have serious doubts that they will do any better when promoted. Executive Director As for initiative, employees that come to me not just with problems, but with suggested Texas Physical Therapy solutions demonstrate it in a very real way. Likewise, employees that take the time to cross Association train when not required, request advanced training without prompting, and pay for their own professional development impress me as being promotable. Intelligence, commonsense and loyalty can be seen in mastery of current job knowledge, reﬁnement of skills and their practical application to new problems. The ability to manage time also reﬂects these characteristics. While showing the dedication to work odd hours without being asked is looked upon favorably, I’m not necessarily won over by someone who has to do so every day. Poise is self-assuredness, not being cocky. Grace under pressure. It translates into moderating the tone of communications, controlling facial expressions and picking up the pace without appearing frazzled. Loyalty can be demonstrated by backing coworkers, constructive criticism and not bad-mouthing the organization. It’s volunteering for hard projects and staying late to help someone even if they can’t help or hurt you. This type of loyalty is also part of professionalism. Its absence can be seen in maxingout perks like ordering steak and lobster at the company dinner, criticizing in public and praising only in private. Gayla Turner Follow-up response: It is apparent to me from Tim’s answer that it’s probably not going to be your resume that’s going to get you promoted. It’s important to show certain character and behavioral traits that demonstrate your potential for advancement, i.e. showing initiative, maintaining a professional presence, having a good work ethic, etc. Being in a supervisory role myself, these are areas that I would also place a lot of importance on when looking to ﬁll an open position with someone on my staff. Knowledge is key as well. Take advantage of as many educational programs as you can to broaden your knowledge of association management. Tim Weitz, J.D., CAE Follow-up response: There is clearly common ground between the younger and older perspectives. Most veteran executives would rather spend money developing a stable employee with a proven track record, strong interest and direct institutional knowledge than gamble on a stranger who looks good on paper and interviews well. Seeking responsibility, volunteering, soaking up information and pursuing more education are strong indicators that a younger colleague is ready to be promoted. Enthusiasm and youthful zeal can also make up for quite a bit of inexperience. Skills and knowledge can be taught and learned by those who are willing. The key characteristics mentioned can be cultivated further to yield tremendous beneﬁts for the organization. Show me these positive traits and I’ll show you to the larger desk, greater responsibility and greater reward. When it comes time for someone to succeed me, my bosses will likely invite you to take over the corner ofﬁce. ◆ March/April 2008 | Association LEADERSHIP 31

Table of Contents Feed for the Digital Edition of Association Leadership - March/April 2008

Association Leadership - March/April 2008 Contents Chairman's Column Homepage 60-Second Solutions Southwest Showcase Highlights Feature: Succession Plans Interim Executives Job Documentation Coaching: A Walk in the Park Perspectives Technology Column Association Case Study Government Affairs: Focus On Electronic Resources New Members Community Spotlight Houston Index to Advertisers Advertiser.com Board of Directors

Association Leadership - March/April 2008

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