Old hare with brace reflex
The old-established executives do the opposite: they still know times when budding talents "learned from scratch" and then in the Company ascended.
So they cling to their internal careers, often fighting for every single post and every post, losing sight of real alternatives, internally and externally. Their blind spots are often external career alternatives.
Leaders with a blind spot in career planning
Basically, on the one hand, both young professionals and "old hands" are too busy with their own careers - not to mention clever self-marketing and an elaborate long-term strategy. But it needs it to make a career - whether internally or externally.
Therefore, I would like to offer two practical tips: first and foremost, young and innovative leaders: always keeping an eye on the career strategy while also taking into account input from the outside.
Practical tip 1: Give time for reflection!
Young talent or young leaders spend most of their time in meetings and meetings, make appointments with customers and external partners, and try to be a master of everyday life - to think about strategies for their own future. Regular retreat and time to reflect is, however, important for further career planning.
Young leaders need to be able to plan regularly to focus on their goals and development. However, this is not possible if they are approachable almost round the clock for their team, colleagues and supervisors.
It makes the most sense to schedule fixed dates and take them just as seriously as a business meeting. It is important to stay consistent and to actually leave the office at the scheduled time on these days; or to go to work later, if the activity allows this freedom! This blocked time is then exclusively for your own reflection - and should only be postponed in an emergency.
Practical tip 2: Inspire internal careers with external input
Anyone who wants to be successful as a post-graduate student should not automatically change the employer. Often a small impulse from the outside is enough to discover new facets and other challenges for one's own position. How can this succeed?
For example, engage in cross-company circles! This not only broadens the professional horizon, but also gives junior executives an insight into the topics and processes of other companies - they recognize trends that could be of interest to one's own company and business.
This in turn gives rise to ideas and implementation possibilities, which can then be presented to the whole team. This often results in unimaginable possibilities for the further development of one's own task area.
Therefore, it is also infinitely useful and interesting for start-up and prospective executives to take a closer look at their own company.
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