Do I have to become a generalist to succeed?
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At T&P we are often asked by people in specialist roles if they should remain specialists or move into broader more general management roles in order to drive their careers. As ever, the answer is ‘it depends’ – on what really motivates you, energises you and ultimately what you believe success looks like. So why have you raised the question? What lies behind it?
Money? Many people think that by remaining a specialist they will limit their ability to move significantly up the earnings ladder. Money may not be their only motivational driver but, let’s face it, whilst money doesn’t bring happiness at least we can be miserable in comfort! Joking aside, money is important throughout our lives; to establish our homes, raise and educate our children and retire in comfort. Knowing what level of income matters to us and why as opposed to what level is required to manage is an important insight and one we all need to reconcile. So, consider how you might shine as a specialist, how you might stand out from the crowd, what other strengths you could develop, what other technical knowledge and experience you could gain, which will allow you to earn a premium that others can’t command.
Promotion? All board directors will have started their careers in one specialism or another but most will have moved beyond this to operational roles which expand their experience of managing others and of managing a commercial business unit and this exposure will have underpinned their promotability for senior leadership roles. Whilst some organisations will have specialist Board members, many more will not. So, how important is it to you to reach a similar level?
If you want to remain a specialist and still reach a senior level you can network with other specialists in your industry and beyond, via your professional body if applicable, and develop the strengths, knowledge and experience needed to enable you to become a thought leader in your organisation and further afield. You may be asked to speak at conferences, write articles, or publish research and thereby gain a reputation for developing leading-edge practices. In this way, your ‘promotion’ may extend well beyond the realms of your employer.
Boxed In? As a specialist are you worried you’ll be limiting your ability to engage with, and work in, different parts of the business? Colleagues can be frustratingly narrow-minded and unimaginative and often miss the degree to which anyone’s skills are transferable – unless we point educate them – and even then, they may be unconvinced! Is this driving your concern about being a generalist?
If you become a thought leader you are more likely to be invited to lend your expertise to complex projects which require specialist input both in your organisation and possibly beyond. I recently met someone – arguably overlooked by their employer – feeling frustrated at the lack of internal opportunities, who reached out to an academic to support an internal project and as a result of their joint work has subsequently found herself working at the heart of a government initiative which will radically change the way business in her industry is conducted. Her career opportunities are now boundless.
Managing Others? How much of a people manager do you really want to be? The broader the management role the more you deliver strategic and tactical goals through others and that means keeping everyone happy! Meat and drink if managing and motivating others interests you but what if you’re happiest when working with other specialists, team members who speak the ‘same language’ and have the same level of interest in your specialism as you? Is this a price you want to pay for that promotion? If not, remaining a specialist who is well known and highly respected in their field will be the right answer for you.
TAKE AWAY
There’s no easy answer to the question of whether to remain a specialist or not but if you work your way through the points above and look at opportunities through different lenses you may well find you can achieve broader personal goals without moving away from the work you love.
Money? Many people think that by remaining a specialist they will limit their ability to move significantly up the earnings ladder. Money may not be their only motivational driver but, let’s face it, whilst money doesn’t bring happiness at least we can be miserable in comfort! Joking aside, money is important throughout our lives; to establish our homes, raise and educate our children and retire in comfort. Knowing what level of income matters to us and why as opposed to what level is required to manage is an important insight and one we all need to reconcile. So, consider how you might shine as a specialist, how you might stand out from the crowd, what other strengths you could develop, what other technical knowledge and experience you could gain, which will allow you to earn a premium that others can’t command.
Promotion? All board directors will have started their careers in one specialism or another but most will have moved beyond this to operational roles which expand their experience of managing others and of managing a commercial business unit and this exposure will have underpinned their promotability for senior leadership roles. Whilst some organisations will have specialist Board members, many more will not. So, how important is it to you to reach a similar level?
If you want to remain a specialist and still reach a senior level you can network with other specialists in your industry and beyond, via your professional body if applicable, and develop the strengths, knowledge and experience needed to enable you to become a thought leader in your organisation and further afield. You may be asked to speak at conferences, write articles, or publish research and thereby gain a reputation for developing leading-edge practices. In this way, your ‘promotion’ may extend well beyond the realms of your employer.
Boxed In? As a specialist are you worried you’ll be limiting your ability to engage with, and work in, different parts of the business? Colleagues can be frustratingly narrow-minded and unimaginative and often miss the degree to which anyone’s skills are transferable – unless we point educate them – and even then, they may be unconvinced! Is this driving your concern about being a generalist?
If you become a thought leader you are more likely to be invited to lend your expertise to complex projects which require specialist input both in your organisation and possibly beyond. I recently met someone – arguably overlooked by their employer – feeling frustrated at the lack of internal opportunities, who reached out to an academic to support an internal project and as a result of their joint work has subsequently found herself working at the heart of a government initiative which will radically change the way business in her industry is conducted. Her career opportunities are now boundless.
Managing Others? How much of a people manager do you really want to be? The broader the management role the more you deliver strategic and tactical goals through others and that means keeping everyone happy! Meat and drink if managing and motivating others interests you but what if you’re happiest when working with other specialists, team members who speak the ‘same language’ and have the same level of interest in your specialism as you? Is this a price you want to pay for that promotion? If not, remaining a specialist who is well known and highly respected in their field will be the right answer for you.
TAKE AWAY
There’s no easy answer to the question of whether to remain a specialist or not but if you work your way through the points above and look at opportunities through different lenses you may well find you can achieve broader personal goals without moving away from the work you love.