Diversity MBA Magazine - Fall 2008 - (Page 40)

Corporate Succession Planning spotlighting exceptionally qualified individuals who otherwise might have been overlooked. Introducing corporate body career-minded individuals with different business and consumer perspectives, cultural insights and global awareness enriches the intellectual capital of the organization. “Workforce diversity across leadership and critical roles increases the likelihood of getting the very best talent possible because it creates a larger pool to choose from,” Roy explains. In a fully diversified work setting, highly talented individuals will emerge from the shadows and enter more easily into the spotlight for promotional consideration. Unlimited by gender, ethnic, or cultural differences, exceptionally qualified associates are free to compete on a more level playing field and demonstrate their worth both in terms of what they offer at the present, and in regard to their future contribution. But upward mobility, even for diversity candidates, is not a given. There are core business and interpersonal skills that need to be developed and honed to prepare women and minorities to move into roles that prepare them for corporate succession planning. “In the corporate world, many executive women and diversity candidates still feel they must overachieve in order to climb up the corporate ladder,” Handal says. “Statistics support the challenge this group faces when aiming to reach higher status within their respective company. According to Forbes.com, the Chicago Network’s 2006 annual census of Chicago’s top 50 companies found that, for the first time in nine years, executive representation by women declined, despite more positions of this status opening. However, I believe that mastering key skills, including relationship building and communications, is vital to the achievement of professional growth.” “Corporate succession plans shouldn’t be limited to siloed departments within organizations,” says Roy. “Junior executives should broaden their opportunities and consider roles with other divisions or groups, and then pursue training to support a new direction in their career path.” As an ambitious, MBA-prepared professional, how do you fit in to the scheme of things regarding corporate succession planning at your place of employment? Here are some pragmatic approaches to increase the likelihood of being considered a sterling candidate for CSP: Demonstrate that you add bench strength to whatever corporate team you support. Make it difficult for the company to even think about replacing you. As a creative problem-solver, dependable team member, and someone who puts the concerns of the organization above personal gain, you’ll be seen as someone who should be considered a key player in 40 w w w. d ive r s it y mb a ma g a z in e. c o m Advice for Young Executives any succession scenario. Develop a professional reputation for excellence in all that you do. Corporate executives identify early on the most promising employees who have the potential to move up the ladder into strategically important roles. The most promotable associates appearing on the radar screen are those who continually increase their skill sets and responsibilities, eagerly assume more challenging projects/responsibilities, and inspire others to reach their levels of peak productivity. Exhibit the personal traits of someone in whom the welfare of the organization can be entrusted. CSP candidates do more than just perform well in their assigned roles; they can be trusted to advance the goals of the organization by embodying its guiding principles and mission. In all they do, they typify the most favorable image the company wishes to project to all of its constituencies. Communicate your desire to move up. While it’s unwise to be ambitious to the point of appearing cocky, it never hurts to toot your own horn in a low key. Often, extraordinarily talented individuals are passed over for promotional opportunities that would lead to corporate succession consideration simply because they haven’t indicated an interest in advancing. During your annual review, among other times throughout the year, make sure you indicate willingness to assume additional responsibility and accountability that will make your service to the company all the more valuable. Mentor with influential people in the company who can help to propel your career. They can be mid-level or senior executives willing to serve as personal mentors or sponsors for protégés who have the attributes for being considered viable candidates for CSP. With firsthand knowledge of company operations and internal politics, mentors can steer you past most career roadblocks. A solid mentoring program also benefits the firm, says Handal: “Mentoring provides employees the opportunity to learn the ropes within an organization. It also allows management to keep a closer eye on employees’ successes and failures beyond the numbers. A mentor has a way of providing feedback to management that wouldn’t necessarily be reflected in the year-end status report. A mentoring program also allows employees to be evaluated on an individual level.” Effective CSP is a roadmap allowing the most talented and ambitious leaders to demonstrate their present strengths and future potential. If you have the right stuff to follow it diligently and enthusiastically, it’s quite possible that one day, you’ll advance to a senior leadership role and even be invited to enter the C-suite. |dMBA| Calvin Bruce is a freelance writer based in Atlanta with over 24 years experience in corporate recruitment and career counseling. http://www.Forbes.com http://www.diversitymbamagazine.com

Table of Contents Feed for the Digital Edition of Diversity MBA Magazine - Fall 2008

Diversity MBA Magazine - Fall 2008 Contents Letters to the Editor In Your Own Hands Editor's View Business Briefs Off the Shelf Diversity MBA 2008 Awards Gala and Leadership Forum "Diversity Next Practices" Illusion of Inclusion Good Is Not Enough Revisiting Your Personal Brand Discover Your Power Voice Authentic Leadership In An Ever-Changing Marketplace Stopping the Brain Drain: How Companies Can Keep Talented People of Color Corporate Succession Planning - How Do You Fit In? How To Manage Virtual Teams Beyond Demographics Recruit, Recognize, Retain, Reinvest – Winning the Talent Acquisition Game Leave Ego at the Door Modernizing Supplier Diversity Taking the Leadership High Road… When You Can Find It Think Boardroom Bound; It’s Happening Who's Who In Diversity Fail to Succeed 4-Star Start-Up, Chris Ward: Character Above All Get Them at Hello – Tips to Improve Your Marketing Kit Sonny Vu, Entrepreneur A World at Your Fingertips Big Brother Wants Your Bank Account Stepping Off The Corporate Ladder HR Focus with Monica Ross A Unique New England Vacation Bold Caballeros y Noble Bandidas Women of Color and Cancer: The Chicago Phenomenon Being Single Isn't Easy International MBAs Flock To U.S. Schools Smart Strategy Gadgets+Gizmos Advertiser's Index

Diversity MBA Magazine - Fall 2008

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