strategies for being promoted

Libertiny Group

Growth Through Strategy

www.LibertinyGroup.com

Strategies for Being Promoted Within an Organization

1. Background: Research

2. Beneficial Anomalies: What you haven’t read

3. Perception: The Gulf Between Upper and Middle Management

4. Strategy: Established Organizations and Blue Ocean

Content



Background

Libertiny Group Research

Organization size: Annual gross revenue

• Small: <US$50million

• Medium: US$50million to $US1billion

• Large: >US$1billion



Male 64%

Female 36%

Research Survey Responses

Gender, all revenue categories

Background


Focus: For-profit and not-for-profit

• Government and academia not included in analysis




Age, all management levels

18-29 3%

30-44 20%

45-60 61%

> 60 16%

Background


Titles: Adjusted for apples-to-apples comparison

• Upper Management: Director level or higher




Age, Upper Management

30-44 10%

45-60 81%

> 60 9%

Beneficial Anomalies

Upper Management—Director level and higher


Male 82%

Female 18%

Male 14%

Female 86%

For-profit

All revenue categories

The Glass Ceiling

remains for women

in large business*

*>US$1billion revenue

Not-for-profit






Male 82%

Female 18%

Male 14%

Female 86%

For-profit


Niche for women

in small business*

*<US$50million revenue

Not-for-profit






Male 82%

Female 18%

Male 14%

Female 86%

For-profit


Conversely, women

run the majority of

not-for-profits

Not-for-profit






Male 82%

Female 18%

Male 14%

Female 86%

For-profit


Regardless of

gender, succeed by

emulating Meg Whitman*

*eBay—Grow a small

business

Not-for-profit






Male 82%

Female 18%

Male 14%

Female 86%

For-profit


Not-for-profit



Conversely, women

run the majority of

not-for-profits

Regardless of gender

focus on small business

or not-for-profits


Perception

The Gulf Between Upper and Middle Management

Middle Management

Me/Narrow focus

More money

Getting things done

Upper Management

Team/High level strategy

Proven leadership/people skills

Excel at communicating

Married to the company

Proven results

Networking/visibility



Perception


Middle Management

Me/Narrow focus

More money—Successful leadership track record needs to come first

Focus on your value proposition to the company with quantifiable results

Getting things done—this is a given for Upper Management



Perception


Intersection

Proven results—Must be quantifiable

Quote: "Delivering results that help the company meet and exceed its goals."

Vice President, >US$1billion

Networking/visibility—Important, but has be over-emphasized in recent years

Recommended reading:

“Connections don’t build things.” Ben Yu, 2011 Thiel Fellow

www.benyu.org/connections-dont-build-things


http://www.benyu.org/connections-dont-build-things








Perception


Upper Management

Proven leadership/people skills—Takes time

In established for-profit and not-for-profit organizations,

the majority are at least 45 years old

Excel at communicating—Follow the salesperson’s mantra: Know your audience and

their communication preferences (channel, day and time)

Married to the company—Traditional compartmentalized work/life balance doesn’t exist.

and most Upper Managers prefer it that way because they love

what they do.

Quote: "You need to be the type of person that Upper Management

would like to invite to their home for a Sunday afternoon chat."

Director, US$50million to US$100million



Strategy

Established Organizations

1. Join a small business <$US50milion revenue per year

2. Volunteer to be part of a high visibility program

3. Seek leadership positions in programs no one wants to lead and build your own team

4. Bring in new business Be a Rainmaker

5. Find a mentor who can and will help you improve in areas deemed important by Upper Management

6. Mentor others



Strategy

Established Large Organizations

Sample Org chart


Chairman & CEO

Senior VP & COO

VP & President Region 1

Director Director

VP & President Region 2

Director Director

Senior VP & CFO

VP Finance

Mentor candidates • Skill development

• Visibility

• Succession planning


Strategy

Established Large Organizations

Finding a Mentor

1. Credible within business Successful track record

2. Likely candidate for promotion Gravitas, acumen, appropriate age, relationship with CEO and Board

3. Similar business and personal interest Ask questions and listen. www.LinkedIn.com Google

4. Willing to share their time Community and social programs

5. What’s in it for them? How will you help them?

6. Identify your competition and perform better Environmental scan: Within and external to the company


http://www.linkedin.com/


Strategy

Blue Ocean

1. Read “Blue Ocean Strategy” by W. Chan Kim and Renée Mauborgne

2. Study the Google Global Impact Awards www.google.com/giving/impact-awards.htm

Recommended reading: Give Directly www.givedirectly.org

3. Start your own business or not-for-profit


http://www.amazon.com/dp/B004OC07F8/ref=as_li_qf_sp_asin_til?tag=libergroup-20&camp=14573&creative=327641&linkCode=as1&creativeASIN=B004OC07F8&adid=1SMW1C66AJ6CB0S43CWA&&ref-refURL=http%3A%2F%2Fwww.libertiny.com%2FLibertinyGroup%2Fbooks%2F

http://www.google.com/giving/impact-awards.htm



http://www.givedirectly.org/

Libertiny Group

Growth Through Strategy



strategies for being promoted

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