Editor’s note: Veteran entrepreneur and investor Donald Thompson writes regulary about executive management and other issues for WRAL TechWire. His columns appear on Wednesdays.
RESEARCH TRIANGLE PARK – In my two decades of C-suite leadership, I’ve watched dozens of ambitious professionals grow into executive material. But, I’ve watched even more of them get stuck in middle management or fall off track completely.
My personal story is that I moved quickly through the ranks, from a manager’s role at Dollar General to CEO of the tech firm I-Cubed at 36-years-old. Now, I coach CEOs, participate in selecting CEOs as a board member for multiple organizations, and help to create CEOs from the high-performing, high-potential professionals in my network. Through these experiences, I have learned — and continue to learn — how tricky it is to navigate the business world and how important it is to find mentors who will give you good advice along the way, especially if you are part of an underrepresented group.
Donald Thompson
In a recent article, titled “The Real Reason Diversity Is Lacking at the Top,” a group of consultants from Boston Consulting Group points to the same idea, explaining that “there are tremendous advantages to skillfully navigating the organization [including] higher-quality feedback, better assignments, access to more effective managers, and greater support for professional opportunities.” But what does it mean to “skilfully navigate” and position yourself for a steady advancement? Here is my four-part answer.
1. Think strategically.
This is the single best advice I have for anyone looking to succeed in business, especially if you’re a middle manager working to earn a promotion. Learn to think strategically, and you can become invaluable to your leaders. It’s what Susan Colantuono, CEO of Leading Women, calls “the missing 33%” of “business, strategic, and financial acumen” in her talks about closing the gender pay gap, and I think it’s good advice for all emerging executives. Look for ways to develop your strategic thinking capabilities, and ask for opportunities to practice those skills.
Personal greatness might move you up to middle management, but if you want to go any further, you must understand business strategy and your role in the organization’s financial success. Especially in today’s competitive climate, where leadership is more of a skill than a role, you can set yourself apart by understanding business strategy and by learning to talk about your role in ways that tie to financial objectives. Thinking strategically means understanding how your business wants to be positioned and how you should position yourself within it for maximum impact on finance and performance.
2. Raise your hand for challenges.
Recently, we’ve seen a lot of talk about the flattening out of organizations and the benefits of a horizontal structure, especially for small businesses and startups that want to create an inclusive culture from day one. As Entrepreneur Magazine explains, “the horizontal structure lends itself to teamwork. Rather than following a hierarchy, this side-by-side model of leadership takes down the structural walls to include everyone in the decision-making process” and leads to faster, more effective problem-solving. But if you’re an employee in a flat organization, your career path probably looks less like a ladder and more like a jungle gym, to borrow from Sheryl Sandberg. Without a clear path to promotion and leadership, how do you advance?
The answer is to take ownership of your personal growth and look for chances to build your skills beyond your current job responsibilities. Ask for opportunities that are a little bit scary and that push you to grow outside your comfort zone. No matter how flat they seem at first, all organizations have some internal hierarchy, and their structures usually become more clear and solid as the business grows. You may not move up in rank or title right away, but by strengthening your skillset, you can grow your influence instead, taking over more responsibilities for more impact over time. Ask your leaders what problems the company is facing and how you can help solve them.
3. Develop depth over breadth.
As you grow, be careful not to position yourself as too much of a generalist: someone whose skills stretch wide but not deep. Executives want to hire and promote people who will move the needle and grow their business to the next level. We want people with unique value drivers that can find and fill our gaps. Where do you excel? And how can you contribute your strongest skills to help the business grow and evolve?
There is another thought process that says you should be working to eliminate your professional weaknesses — and yes, of course, you should always look for ways to improve — but first, make sure that you are truly mastering the one skill only you can bring to the table. Lean into what you’re known for, and be excellent at it. Hold yourself to exceptional standards, and you’ll make yourself indispensable to the team.
4. Let your manager be your editor.
When they’re working with strong writers, an editor is in charge of only the final 1%. They add polish and perspective, but they don’t get bogged down in all the minor details of the task. It’s your job to bring every strategy and project to 99% completion. Then, use that remaining 1% as an opportunity to advance in your thinking. Let others contribute to your work in ways that can shift your perspective and make the end-result better.
Keep your manager micro-aware of what you’re working on without asking them to micromanage you. So many people say they want autonomy but then ask their managers for constant advice on what to do next and how to get it done. Make your manager’s job quicker and easier by anticipating their needs. People who can master this skill will consistently rise higher and higher. Harvard Business Review calls this “managing up,” but to me, it’s just good teamwork. Give your manager clear, concise updates about what you’re working on and what you’re struggling with, so they have the opportunity to course-correct or add perspective without the burden of micromanagement. By keeping your manager micro-aware, you show them you can work as an autonomous self-starter but also be adaptable to feedback.
Ultimately, it is the combination of your personal excellence, capacity for growth, and ability to think strategically that will help you keep moving up in the business world. Learn to connect your skills and abilities with the needs and goals of your organization, and don’t be afraid to reach outside your comfort zone. That’s the fastest way to grow.
About the Author
Donald Thompson is a serial entrepreneur, public speaker, author, podcaster, and executive coach, recently named one of Forbes’ Next 1000: Upstart Entrepreneurs Redefining the American Dream. He is currently the CEO of Walk West, an award-winning digital marketing firm, and co-founder and CEO of The Diversity Movement, a technology-driven diversity, equity and inclusion consultancy. He is also a board member for several organizations in healthcare, banking, technology, marketing, and sports, a Certified Diversity Executive (CDE), and a thought leader on goal achievement and influencing company culture. Connect with Donald through LinkedIn or learn more by visiting donaldthompson.com.
