Building on the plant stage—what's working and where do you want to end up—scan for people within the organization who are doing what they want to do, and who would be beneficial to speak with and learn from. You can also look for peers and those outside
- When it comes to pivoting, you don't need to go it alone. You've probably heard phrases like, connections are currency. And, your network is your net worth. Cliches repeated so often that they're easy to cast aside. Yet it remains true that connecting with others is a far superior opportunity-building strategy than blindly blasting your resume around. Now that you have a sense for what's working best, and a general idea about where you want to end up, it's time to scan for three things, people, skills, and projects that could be a fit to help to close that gap, based directly on what you already identified in the plan stage.
First, let's focus on the people part of scanning. Look for people within your organization who are doing what you might want to do, who would be beneficial to speak with and learn from. You can also look for peers, who I call friendtors, people who you can grow with side by side and help each other with accountability and support. We'll talk more about that in an upcoming lesson. Another approach is drafting behind other professionals. For example, I drafted behind others in my field when I was building my speaking business. I told other speakers in my career niche that I loved working with organizations and speaking at conferences, and was happy to travel to do so.
Many speakers were glad to refer me for gigs that didn't appeal to them, or that they didn't have the time to take on. By drafting behind someone who had already cleared a way forward, I was able to learn from their approach and benefit from any overflow they couldn't handle. And I've since paid it forward by helping others draft behind me. You can try career drafting too. Think about someone further along in their career, either in your industry or the one you might want to be in, who's doing what you're hoping to achieve. And ask if you can help with any overflow that he or she doesn't have the time or desire to tackle.
In the exercise file, brainstorm as many people outreach options as you can related to your strengths and one-year vision. Who is doing what you want to do, as identified in your one-year vision? Who do you already know? Who can provide advice? Even if you don't know exactly who to turn to yet, write down qualities of the types of people that you'd most like to meet and learn from. What structures can you set up for getting to know people in and outside of your organization? For example, lunches, coffees, or walk and talks.
Or maybe even shadowing someone for a few hours. Be open to people in your personal life and outside of your organization, who can provide inspiration and insight to you, as you grow your network in an authentic way, based on who you are genuinely interested in getting to know and vice versa. Overall, be open to people in your personal life and outside of your organization, who can provide inspiration and insight to you, as you grow your network in an authentic way, based on who you are genuinely interested in getting to know and vice versa.
- Optimizing your current role
- Identifying your strengths
- Crafting a one-year vision of success
- Making connections to "friendtors" and one-off mentors
- Creating a skill-building game plan
- Identifying small experiments and stretch projects
- Embracing smart risks
- Mapping next moves to make a greater impact