(Or, acquiring a “seat at the table”…)
On the way “up”, partner with managers and leaders of other functions in the business.
Look for opportunities to participate in multi-functional teams and projects.
Safe guard the policies of the business; if you have international locations, know what policies cross the border (some do), which ones don’t, and understand and communicate the differences when appropriate.
Establish objectives and measure performance to set objectives. If you have multiple direct reports, manage accountability. Pay for performance. Compensation needs to be relative.
Provide alternative solutions to partners that have or create issues. The former, proactive, the latter reactive.
Be an aggressive communicator, speak up!
Understand basic planning tools and software. Use analytics to support your positions on varying issues and subjects.
Safeguard the company’s values and “take no prisoners” when it comes to zero tolerance.
Manager and leader behaviors are visible to others. A “player” develops these, and needs to be an example: Some are inherent, some acquired through experience: integrity, professional presence, passion, leadership, teamwork, courage, humor, humility, analytical ability, planning, problem solving, performance management, decision making, inclusiveness and respect for differences, kindness, open door, intellectual rigor, risk taking, perseverance, and patience. (Not an inclusive list)
In the end “you gotta want it’ but not so much it becomes a detriment to others. You can get there, reach you career objectives, without leaving a trail of peripheral damage.
Leave ego elsewhere. Replace it with confidence and well-tuned manager/leader skills and behaviors. Be an example, mentor and coach.
***** S&E *****