Robert L. Dilenschneider - The Critical First Years of Your Professional Life
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Dilenschneider has guided thousands of highly successful people through the world of business. Maria Bartiromo
Faced with an unstable economy, recent college grads need more expert guidance than ever to land that dream job and make it rewarding and meaningful. This invaluable guiderevised to meet the specific challenges of todays fast-evolving job marketshows how you can use your talent, originality, and initiative to sharpen your competitive edge.
The first years of your professional life are critical to long-term success in any field. The skills you acquire, the contacts you make, and the lessons you learn will help you remain involved, adaptable, and always ahead of the curve. Now a seasoned veteran of the workplace shares his insights, tips, and experiences in a thoroughly updated edition of a career-planning classic.
Praise for Robert L. Dilenschneider and The Critical First Years of Your Professional Life
Offers practical advice on how young people can take charge of their careers and develop independently both the skills required to excel in any environment and the savvy to know when to move on. Norman R. Augustine, former Chairman and CEO of Lockheed Martin Corporation
An insightful, idea?laden, practical guide that will be valuable to young professionals seeking to advance their on?the?job lives. Stephen A. Greyser, Richard P. Chapman, Professor of Business Administration Emeritus, Harvard Business School
Bob Dilenschneider has the right recipe for coping in an era of stunningly rapid change. Allan Goodman, President, Institute of International Education
Faced with an unstable economy, recent college grads need more expert guidance than ever to land that dream job and make it rewarding and meaningful. This invaluable guiderevised to meet the specific challenges of todays fast-evolving job marketshows how you can use your talent, originality, and initiative to sharpen your competitive edge.
The first years of your professional life are critical to long-term success in any field. The skills you acquire, the contacts you make, and the lessons you learn will help you remain involved, adaptable, and always ahead of the curve. Now a seasoned veteran of the workplace shares his insights, tips, and experiences in a thoroughly updated edition of a career-planning classic.
Praise for Robert L. Dilenschneider and The Critical First Years of Your Professional Life
Offers practical advice on how young people can take charge of their careers and develop independently both the skills required to excel in any environment and the savvy to know when to move on. Norman R. Augustine, former Chairman and CEO of Lockheed Martin Corporation
An insightful, idea?laden, practical guide that will be valuable to young professionals seeking to advance their on?the?job lives. Stephen A. Greyser, Richard P. Chapman, Professor of Business Administration Emeritus, Harvard Business School
Bob Dilenschneider has the right recipe for coping in an era of stunningly rapid change. Allan Goodman, President, Institute of International Education
Robert L. Dilenschneider: author's other books
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Robert L. Dilenschneider
Robert L. Dilenschneider
Robert L. Dilenschneider
Robert L. Dilenschneider
Robert L. Dilenschneider
Robert L. Dilenschneider
Robert J. McGovern
Robert L. Dilenschneider
Robert L. Dilenschneider
Robert L. Dilenschneider
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Table of Contents
ACKNOWLEDGMENTS
The idea for this book arose when unemployment in the United States grew beyond 10 percent. That figure, large as it was, underrepresented the situation. The actual number of men and women out of work exceeded 17 percent, because the official count, as issued by the US Bureau of Labor Statistics, did not include people who had given up looking for jobs. So the problem was worse than it appeared to be.
The same is true today. Its tough out there, and young people who are trying to launch their careers are struggling to do so. Thats why the time seems right for a new edition of The Critical First Years of Your Professional Life. When it was originally published in 1997, it helped thousands of young people. I believe it has the potential to do so again. Michaela Hamilton, editor in chief of Citadel Press, agrees. Without her encouragement and assistance, this project would not have come to fruition.
I want to thank Jean Allen, Orlando Camargo, Stephen Greyser, Astro Teller, and Sheila Wellington, each of whom graciously agreed to be interviewed for this book.
Nancy Hathaway, my frequent collaborator, joined with me to update the original manuscript.
My wife, Jan, continues to provide a level of support and inspiration that is uncommon. It would be difficult for me to undertake any project like this without her patience, advice, and counsel.
Finally, no page of acknowledgments would be complete without highlighting the support of Joan Avagliano, who has worked with me for more than two decades. Her assistance on this bookand, indeed, all the work we do togetherhas been invaluable, ranging from formation of strategy to completion of the finest detail.
To all these people I am so grateful.
A LSO BY R OBERT L. D ILENSCHNEIDER
Power and Influence: Mastering the Art of Persuasion
A Briefing for Leaders: Communication as the Ultimate Exercise of
Power
Power
On Power
Dartnells Public Relations Handbook
The Critical 14 Years of Your Professional Life (first edition)
Moses, C.E.O.: Lessons in Leadership
The Corporate Communications Bible
The Critical 2nd Phase of Your Professional Life
50 Plus! Critical Career Decisions for the Rest of Your Life
A Time for Heroes
Power and Influence: The Rules Have Changed
The AMA Handbook of Public Relations
Dartnells Public Relations Handbook
The Critical 14 Years of Your Professional Life (first edition)
Moses, C.E.O.: Lessons in Leadership
The Corporate Communications Bible
The Critical 2nd Phase of Your Professional Life
50 Plus! Critical Career Decisions for the Rest of Your Life
A Time for Heroes
Power and Influence: The Rules Have Changed
The AMA Handbook of Public Relations
ABOUT THE AUTHORS
R OBERT L. D ILENSCHNEIDER has hired more than 3,000 success stories and advised thousands more. He is founder of the Dilenschneider Group, a corporate strategic counseling and public relations firm based in New York City. Formerly president and CEO of Hill & Knowlton, he is the author of the best-selling books Power and Influence, A Briefing for Leaders, and On Power.
M ARY J ANE G ENOVA, an international business writer, has been published in the New York Times, the Washington Post, Newsday, Newsweek, Ad Age, American Banker, and Harvard Business Review.
CONCLUSION
This chapter is must reading IF:
You want to continue to be successful
Everything around you keeps changing
Congratulations. You now know the ropes. You can graduate from boot camp. You can go out there and get what you want. You understand everything that it took my generation years to learn.
ALL ABOUT STRATEGY
Oh, youll forget a lot of the details you read about in this book. You probably wont remember some of the characters on the grapevine, such as the good mother. And youve probably already forgotten how many businesses go under in the first few years. But what you should have down cold is that in your professional life, you have to think strategically. Your career, your professional reputation, your promotions and pay raisestheyre all about strategy.
For instance, you dont just access the grapevine in your office and start asking about Joe. Before you approach the grapevine you should have thought through: (a) Why are you asking about Joe? (b) Whom are you approaching about Joe? (c) What will this information about Joe cost you in terms of favors youll owe? (d) What happens if Joe finds out that youve been asking about him? Every one of your actions at work can have multiple consequences. Thats what you have to think about before you act.
You wont be successful, at least not for long, if you dont approach every aspect of your professional life on a strategic basis. That ranges from whom you befriend at work to how you manage your bosses when they have personal problems.
Smart prosthose who win in the workplacethink of their careers as businesses theyre running. Their careers are as important to them as Amazon is to Jeff Bezos or Starbucks to Howard Schultz. You would be wise to approach your professional life in the same manner. That means that you ought to be as objective in your research and observations as possible. If something you are doing is hurting the business, then you have to look at that factor in your life. Suppose youre working in White Plains, a small city a few miles north of New York. You feel out of the loop and arent meeting many colleagues from Manhattan. What are your options? Or you checked with headhunters and discovered that your compensation is below the average. Is that any way to run a business? What do you want to do about it?
You can no longer depend on the company or boss to look out for you. Your career is now entirely your business.
STRATEGIC PLANNING MEETINGS
At least once a week you must have a strategic planning meeting about your business. You can conduct those meetings alone, by yourself. Or you can invite your mentor or friends to attend. You want to analyze where youve made progress that week and what your setbacks were. Are your original goals becoming outdated? For instance, maybe your goal was to become assistant manager in two years, but your organization has started to downsize. Maybe your new goal should be to survive for the time being or to hunt for another position in a more secure environment. Another aspect of cultivating your business is looking at your contacts. Is your circle getting bigger or smaller, and what is the quality of those contacts? In your inner circle should be some people who not only support but also challenge you and push you to be your best professional self. What new skills have you been learning? Are you bored?
BEING HAPPY
In your strategic planning sessions you also have to look at the emotional part of your life. Are you happy? Your happiness is as important to your success as the MBA you picked up or the new product youre working on in the design studio. Happy people, whether in organizations or self-employed, tend to get ahead.
Years ago at a telecommunications organization I met a man Ill call Dave. Dave did not have the typical profile for big success. He wasnt a tall, good-looking WASP; his ethnic origin classified him as a minority, and in those days members of his ethnic group were not exactly on the fast track at any organization. Daves education was also atypical. He hadnt gone to a brand-name university full-time; instead, he had attended a local college in the evening. He had started his career with the organization in a blue-collar position, and it is usually difficult, if not impossible, to move from blue collar to white collar. Yet Dave rose, seeming effortlessly, to the upper tiers of the organization. Despite plenty of reorganizations, Dave is still there. And still walking the halls with a smile.
Over the years, we Dave-watchers analyzed his rise to leadership positions. We had to agree that Dave was no tiger like GEs Jack Welch. He wasnt brilliant in any particular area of business. His energy level was average. And, on his watch, mistakes had been made. So there were blemishes on his track record.
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