Michael C. Hyter - The Power of Choice

These three fundamental competencies are the secret sauce of success and should be the focus of your development as a professional. Let's look a little more closely at each of these requirements.

Mastery of the requirements of your job is critical. Your career will come to a standstill if you do not consistently and predictably deliver what is expected of you. Then you need to go one step further. You need to be known for being excellent at something important to the business. You want your name to come up when people are looking to solve a problem or take on new initiatives. Few opportunities and little support from others will come your way unless you show that you are someone worth investing in.

I learned this lesson about the importance of doing a good job early in my career, although I admit that at the time it was more about keeping my sanity than making a strategic move. One of my first tasks as a newly hired human resources employee was to prepare data from manual personnel records for transfer to a new computer system. I was shown to a closet‐sized room with no windows and one glaring overhead light. The room was piled high with dusty manila folders. My job was to go through the information in each folder and fill out a template for the computer technicians to use in data entry. Accuracy was of the utmost importance.

It was pure misery for me to sit for long hours and focus on these painstaking details. Furthermore, I was insulted by the assignment. This was boring clerical work, not an assignment fit for an aspiring executive.

As a survival tactic, I devised challenges to get through the day. How many records could I complete in an hour? Could I finish more today than I did yesterday? How could I reduce my error rate?

Later I discovered the value of my strategy to make the work interesting. I completed the task in about half the time the company expected, so it was able to move up the timeline for computerization of the personnel records. That got me recognized by the HR leaders as someone who worked hard and delivered excellent results. The job also helped me learn the names and expertise of people across the organization—knowledge that helped me make valuable connections as I moved on to other responsibilities.

What opportunities do you have right now to be first-rate in what you are doing, even if the task seems initially mundane or unimportant? How do your responsibilities contribute to the work of the business? I recently heard a radio interview with a young man who was responsible for loading pallets of roofing tiles into trucks for delivery. He reported that his job was “one of the most important ones in the company.” The interviewer quizzically asked why; many of us wouldn't characterize truck loading as a critical job. The young man confidently replied that he was the last person who touched the roofing tiles before they went to the customer, so he was the one who ensured that customers got only quality tiles, not ones that were cracked or damaged. This was a man who clearly understood the value he brought to the business.

The more you understand how your work is connected to the organization's purpose, the easier it will be to figure out what you need to do well and how you can do it more effectively. Without such technical proficiency, the options you can command for yourself will be severely limited.

Although technical skills are necessary, I am continually struck by how many of us have been socialized by our families, our education systems, and even companies' professional development processes to believe that hard work and credentials are all that matter. Credentials get us in the door, and solid job expertise establishes our credibility. But technical proficiency isn't enough to earn us appreciation or get us promoted.

I recently counseled a young Asian American woman I'll call Joy. Joy worked for a well‐known consulting company as a tax consultant. She had an Ivy League education and worked sixty to seventy hours a week as a matter of course. In her group, she was recognized as the go‐to person for questions about tax law. She recognized the need to broaden her expertise if she was going to be considered for leadership positions within her organization, and she was outspoken about her frustration at being assigned to the same client with the same demand for long hours and little development opportunity. Joy was particularly bitter that a white male peer, whom she saw as being much less capable, had just been reassigned to a highly visible client engagement.

It's tempting to look at this situation and cry foul given Joy's depth of expertise and impressive work ethic. However, as we talked more, I learned that Joy seldom delegated work to others on her team. She told me, “My reputation rests on my work, and I can't risk letting someone else mess things up.” When I asked if she interacted with anyone other than her client and those on her team, she said, “Given how much work I have, I have to prioritize how I spend my time.” As her frustration grew, she was also vocal about her belief that “this company promotes incompetence.”

Let's look at this from her leaders' point of view. What incentive is there to promote someone who works tirelessly at her current level and who has demonstrated limited capacity to support and develop others? Furthermore, she comes across as cynical and bitter about the organization in general.

Joy was correct that others with less impressive credentials and time on the job were getting promoted. She made the mistake of believing that her expertise should automatically lead to expanding career opportunities—and that if it didn't, discrimination was at the root of her failure to advance. What she didn't see was that she had not provided any basis for her leaders to trust her with positions where she would influence and manage others. In addition, she had few connections who could provide access to additional opportunities and champion her candidacy.

In most organizations there are many technically proficient individuals. Decisions about who gets stretch assignments, special projects, or promotions generally involve the more subtle components of relational and influence skills.

The second important area of professional development is relational proficiency: the capability to relate to others and have them relate to you. Imagine, for example, that you are heading up a project and you can hand‐select your team. Wouldn't you be more likely to choose individuals you knew you could work with well? Wouldn't you want a group that you believed would accomplish its mission with a minimum of tension and discomfort?

It's human nature to prefer working with people you're familiar and comfortable with, which is often easier to do when you think they're “like you.” It can be terrifying to walk into a room where there are few others like you. It takes courage to introduce yourself to a group of executives, especially when they are different from you in ethnicity or gender. For too many people, this discomfort means they avoid making the contacts and connections that could help build their careers. Instead of figuring out how to relate, they write off these relationships as too difficult or not worth the time. Then, unfortunately, they wonder why opportunities go to others.

Three years into my first job out of college, I attended a number of meetings where the company's chief financial officer spoke to the group. CFO was a really big job to my young eyes. In addition, this fellow had been working in the company for a long time, had a larger‐than‐life personality, and was widely revered. Despite our being in a couple of meetings together, he would pass me in the hall and never say hello.