Where should I be next in my career? Is there a certain point or level I should reach by a certain age? What about education versus experience? Recruiters, executive coaches, management consultants and HR professionals are all familiar with these questions about career planning and advancement.
Through my work in the nonprofit sector, I’ve been fortunate to offer advice to job seekers for 25 years. Here is my take on career planning and stages learned from hundreds who have shared their experiences and whom I’ve observed.
I think the most important observation is that one’s career trajectory is determined, for the vast majority of people, by the time you reach 30 years of age. If you are destined to be a chief executive officer (CEO), for example, you need to be well on your way by 30 (in some cases, perhaps already there).
I think of some of my peers and where they were at 30. Diane Brisebois, who is president of the Retail Council of Canada, was a CEO at 25. Michael Anderson, who is president of the Canadian Society of Association Executives, was a CEO at 32. By the time I was 30, I was headed into my second CEO position. Paulette Vinette, now a consultant to the nonprofit sector, had also been a CEO for two separate organizations by the time she reached her early 30s. George Weber, who heads the Royal Ottawa Health Care Group, was CEO and Secretary-General of the Canadian Red Cross Society at 37 (and well on his way to this post at 30 as National Director of International Affairs for Red Cross).
For younger professionals who have their sights set on executive leadership in the sector, it is important to make three points about decisions and opportunities to reach the executive level in one’s 30s.
First, while education is very important, it is not the only factor that determines a future leadership role. Some go to university and complete graduate degrees. Some do not. Many leaders come from what is best described as middle class backgrounds, but examples range from parents who were butchers to those who were business executives. The shared characteristics most noteworthy about these leaders is that there is ample evidence in their early lives of an ability to be a team member (e.g., actively participate in organized groups); their entrepreneurial outlook, particularly a willingness to take risk (e.g., creating their own opportunities to make money as a student); and leadership (e.g., student government). Also related to these experiences is an an ability to be social and to be part of a group.
Second, the successful young leaders were strategic. By this I mean they saw and seized opportunities when they were presented. Many times these opportunities were serendipitous and could not be planned in advance. But when faced with the situation, the individuals took full advantage and knew this could be a break-through opportunity.
They also sought out and listened to the sage advice of mentors. They had a network of peers to consult and bounce ideas. They broadened their circle of members and colleagues to include other stakeholders with whom they dealt, such as government officials or media. In some cases, the more influential stakeholders — those with a high level of public recognition and credibility — also became allies to help advance their career, whether in small or large ways in the future (e.g., to act as a reference).
Third, one needs to take a reality check regarding the opportunities that existed then compared to now. The nonprofit sector has become a draw for people who have their early career experience in the private and public sector, so there are more options for employers and more competition for candidates aspiring to become CEOs. I genuinely believe education is much more important now, not so much for what is taught, but what is learned. Academic credentials are the “ticket in the door” to have a dialogue about what one can do to leverage that education into practical organizational results.
Individuals in their 20s will want to round out their post-secondary education with specific areas of professional certification. This includes programs such as the certified association executive (CAE®) courses through the Canadian Society of Association Executives. Individuals with an interest and/or career specialization in disciplines such as human resources (CHRP), project management (PMP), fundraising (CFRE), and event planning (CMP) have other professional designations to consider.
The 20s are also the decade to grow and leverage networks — virtual and in-person — to create a literal population of allies who will “have your back” career-wise. This is more than just sharing experiences online. It is the network of friends and professional colleagues who really know you, respect you, and go to lengths to open doors of opportunity for you. In return, you know their counsel is trustworthy.
It is further my observation that the 20s, and even earlier, is the time to proactively seek out career-advancing and career-enriching opportunities such as volunteer roles. The qualifiers are important ones. While assembling lawn signs in a local political candidate’s campaign office is worthy and likely an appropriate first step as a volunteer, the goal should be to demonstrate so much value that you are next asked to play a more strategic role. In community organizations, a parallel is to start as a committee member and strive to become committee chair, and then a director, when the opportunity is right.
If the 30s is the decade to reach that first career position of leadership and demonstrate that the employer’s decision selecting you was the right one, the 40s is the decade to really leverage the experience to make a tangible difference in the world (or your corner of it). This is not to suggest one cannot make that difference earlier in life, but in one’s 40s there is a wealth of personal experience and resources (e.g., a vast network) to draw upon to transform organizations and create a lasting legacy.
All decades in a career must accommodate the need to continually expand skills and develop new ones. It is true that much of what one learns in university is obsolete within a few years of graduation. Barack Obama and Stephen Harper started their careers when a fax machine was considered leading edge and a printed newsletter delivered by the post office was among the top ways to communicate with voters.
Practical leadership experience combined with outstanding education is a powerful combination. It is why many business school deans and professors quietly admit that they recommend people return to school to earn an MBA after having had some “real world” experience.
An article on career advancement would not be complete without some thoughts on satisfaction and success. Here are a few tips I’ve gathered along the way (and wish I had followed consistently):
- Work where you are happy. All jobs have stress, difficult people, and some unpleasant tasks. But on balance if you are not happy at work, look to move on. Life is too short.
- Leadership and management are transferable skills but perceptions still exist that nonprofit specialists do not understand business principles, and business people don’t understand the values and behaviours required to be successful in the not-for-profit world. Multi-sectoral career experience is an incredibly powerful asset to bring to an employer. In a time when people will increasingly move in and out of careers (or at least sectors), the more diverse your experience (without appearing scattered or purposeless), the better. In all situations, be attuned to those break-though opportunities and run with them.
- Pay yourself first and take care of your money. Years ago my father told me about a friend from his years in university. As his friend advanced through his career he and his wife agreed on a simple formula: every time they received a pay raise, they’d save half and spend half of the amount of the increase. The friend retired a wealthy man by the time he was 60 with that simple approach (and likely a good financial advisor).
- No one believes at 15 or 25 what their parents tell them about growing older. Those who then reach 50, 60, and beyond then share in their parent’s realization that each decade, professionally and personally, brings great opportunities and rewards.
Whether your career journey has just started or is entering its twilight, be prepared and have a plan for that next phase. It will serve you well.
Content is © Jack Shand and is reprinted with permission.
Jack Shand, CMC, CAE, is president of Leader Quest, a management consulting firm providing expert advice to not-for-profit organizations since 1997. Leader Quest specializes in executive search/staff recruitment, strategic planning, governance, and organizational reviews. Jack can be reached at 905-842-3845 and 1-877-929-4473, or jack-at-leaderquest-dot-com.
