| Book Excerpts From How To DYFET |
| |
| Chapter 4: Recognize and Respond toHigh Value-Added Areas |
|
Chapter 5: Strong Soft Skills Are The Key
|
| High Value-Added Areas For Middle Managers |
|
| If you are just starting to climb up the management ranks in your career, then you want to have a good understanding of how successful middle managers add value to an organization and to those around them. Actually, through our recruitment services and management development workshops, we have the chance to see what it takes to get into and excel at this level in a world-class company. Based on our experience, the following are areas that are most often emphasized by our multinational clients for performing well at a middle management level in China today. They are also areas that many mainland professionals need to put more thought into and need to greatly improve in their ability to do better. |
|
When I first moved to Shanghai and opened our company¡¯s first mainland office in 1999, I was determined to understand the staffing needs of multinational companies in this market. In discussion after discussion I had with senior executives and hiring managers, what they expressed most was their desire to identify and develop more local talent for many of their key management positions. However, despite the huge pool of talent that was accessible to them, they also all spoke of the difficulty they had in finding mainland professionals with the capabilities and qualities needed to take on higher-level responsibilities in their company. |
Chapter 6 Be Accountable For Your Own Career Development And Success
Your Career, Your Responsibility
|
|
Chapter 7: Take Advantage Of The Many Situations And Opportunities Around You |
¡°Too many of our mainland staff rely too heavily on the company to provide them with training and development opportunities,¡± explains one country manager, whose thoughts reflect those of many of our multinational clients. ¡°They always talk about what the company should be giving them and spend way too much time thinking about what they¡¯re not getting. At the same time, they do not recognize that opportunities to learn and improve are available to them within their everyday job and interaction with others. Perhaps most frustrating is that they are unwilling to take on new challenges, responsibilities, or stretched assignments when the chances arise. They are also not attentive enough in observing best practices and in trying to apply them in their daily work.¡±
 |
|
Another common characteristic among the highly successful executives I know is that they also take a proactive approach to leveraging situations and opportunities that allow them to learn and improve. Rather than sit around waiting for something to come their way, they seek out ways to get nvolved and participate. They try to be as active as they can and have a fundamental understanding that the more they do, the faster they¡¯ll learn and the better they¡¯ll get.
As a result, beyond just taking greater accountability for your own career development and success, your ability to DYFET is also about taking greater advantage of the situations and opportunities around you to develop the key capabilities you need. This is something that anyone can do in their company situation, regardless of how good or bad that may be.
|
|
|
