How long do I stay in one job?
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This question often arises at career conferences or when coaching people in techniques that will drive your career. The answer is almost ‘how long is a piece of string?’
It’s when you’ve exhausted the opportunities the post offers – both for the benefit of your organisation and your potential for self-development. So, when might that be?
Review your networks
What contacts does this role facilitate that might otherwise be more difficult for you to make? Does your work affect other teams? If so, how well connected are you to colleagues in that team? Is your work shared at committee or Board level? If so, have you asked to attend meetings – even as an observer – to see how your work is received and whether it can be improved? Perhaps work you undertake could be shared with other locations – and vice versa – have you initiated this contact? If you have used all your current networking opportunities, then work out how and when you will maintain those contacts, to mutual benefit, before you look to move on.
Ask for more responsibility
Have you had this discussion with your manager? If not, take action now. The longer you’ve been in the team, performing well and reliably, the more likely your manager will consider your request carefully. Perhaps your manager has a new project they would like help with, maybe there is some aspect of their work that is routine for them but would be useful development for you, or perhaps a colleague needs help with an element of work that you haven’t undertaken before. Whatever the opportunity, make sure you take full advantage before moving on.
What have you achieved in this role?
Have you achieved all that is possible, or are there further improvements, developments or changes you could initiate to good effect? Again, the longer you have worked in your team, the more likely any significant changes you suggest will receive a proper hearing. Use the opportunity to drive improvements, measure the outcomes carefully for the benefit of the team, organisation and yourself and share this evidence with your network. It could well be that enhancements you’ve made in one location might benefit colleagues elsewhere.
As one door closes… Another opens! For example, if you’ve just recruited a new graduate cohort, ask if you can be involved in developing them, and then consider what engagement activities are needed to retain them. In other words, how might you expand your current remit? Are there initiatives you’ve heard of elsewhere which your organisation might benefit from using? In my last corporate role, talent management was a new and growing trend being discussed in the professional press and at conferences. My HR department was behind the curve, so I suggested we look at the approach and how we might develop a strategy, and that I should lead it. The rest is history.
Similarly, if you have a new manager, they might offer you new opportunities to grow in your current role, which weren’t previously available. New technology being introduced could do the same as might new legislation. The landscape is always changing, so make sure you are alert to the new opportunities to learn and develop that this offers you before thinking you ‘have to move on’.
How influential are you?
What opportunities do you have to influence the debate on a range of subjects which touch on your professional expertise and do you take advantage of these? As someone known for excellent communication skills, I was asked to support the HSE team in handling an awkward conversation with night shift workers about safety messages. I was also often asked by colleagues in other departments to help them think through approaches to difficult work issues because I had a reputation for clarity of thinking. What talents do you possess that would benefit your colleagues and offer you the opportunity to influence outcomes for the better?
What skills can you share?
Do you have skills which other team members have yet to acquire? If so, teach them. Become known as someone who is an expert in certain areas and generous enough to share that expertise for the good of all. It will enhance your reputation and open new opportunities for you. Also, remember the old adage ‘if you’re irreplaceable you are probably unpromotable!’
TAKE AWAY
All too often people worry about leaving a role within a designated time, but the deciding factor should be the range of opportunities to learn, develop, network, improve, initiate, change, share and influence. If you’ve exhausted these, then think about your next move utilising all the career assets you’ve built up in your current role.
Review your networks
What contacts does this role facilitate that might otherwise be more difficult for you to make? Does your work affect other teams? If so, how well connected are you to colleagues in that team? Is your work shared at committee or Board level? If so, have you asked to attend meetings – even as an observer – to see how your work is received and whether it can be improved? Perhaps work you undertake could be shared with other locations – and vice versa – have you initiated this contact? If you have used all your current networking opportunities, then work out how and when you will maintain those contacts, to mutual benefit, before you look to move on.
Ask for more responsibility
Have you had this discussion with your manager? If not, take action now. The longer you’ve been in the team, performing well and reliably, the more likely your manager will consider your request carefully. Perhaps your manager has a new project they would like help with, maybe there is some aspect of their work that is routine for them but would be useful development for you, or perhaps a colleague needs help with an element of work that you haven’t undertaken before. Whatever the opportunity, make sure you take full advantage before moving on.
What have you achieved in this role?
Have you achieved all that is possible, or are there further improvements, developments or changes you could initiate to good effect? Again, the longer you have worked in your team, the more likely any significant changes you suggest will receive a proper hearing. Use the opportunity to drive improvements, measure the outcomes carefully for the benefit of the team, organisation and yourself and share this evidence with your network. It could well be that enhancements you’ve made in one location might benefit colleagues elsewhere.
As one door closes… Another opens! For example, if you’ve just recruited a new graduate cohort, ask if you can be involved in developing them, and then consider what engagement activities are needed to retain them. In other words, how might you expand your current remit? Are there initiatives you’ve heard of elsewhere which your organisation might benefit from using? In my last corporate role, talent management was a new and growing trend being discussed in the professional press and at conferences. My HR department was behind the curve, so I suggested we look at the approach and how we might develop a strategy, and that I should lead it. The rest is history.
Similarly, if you have a new manager, they might offer you new opportunities to grow in your current role, which weren’t previously available. New technology being introduced could do the same as might new legislation. The landscape is always changing, so make sure you are alert to the new opportunities to learn and develop that this offers you before thinking you ‘have to move on’.
How influential are you?
What opportunities do you have to influence the debate on a range of subjects which touch on your professional expertise and do you take advantage of these? As someone known for excellent communication skills, I was asked to support the HSE team in handling an awkward conversation with night shift workers about safety messages. I was also often asked by colleagues in other departments to help them think through approaches to difficult work issues because I had a reputation for clarity of thinking. What talents do you possess that would benefit your colleagues and offer you the opportunity to influence outcomes for the better?
What skills can you share?
Do you have skills which other team members have yet to acquire? If so, teach them. Become known as someone who is an expert in certain areas and generous enough to share that expertise for the good of all. It will enhance your reputation and open new opportunities for you. Also, remember the old adage ‘if you’re irreplaceable you are probably unpromotable!’
TAKE AWAY
All too often people worry about leaving a role within a designated time, but the deciding factor should be the range of opportunities to learn, develop, network, improve, initiate, change, share and influence. If you’ve exhausted these, then think about your next move utilising all the career assets you’ve built up in your current role.