As a follow on to yesterday’s post on blogging your brand, how do you know when to laser-focus on developing your brand? Through many conversations with various leadership in my segment, i’ve created a notional view describing by level how to narrow your focus – to thread the needle so to speak. This necking down and concentration culminates at the intersection of the Manager/Senior Manager levels, with a broadening of focus leading into PPD.
(Note: Graphic still in development)
Analyst / Senior Management Analyst
At this level, the objective is exposure and learning. Basically, act like a sponge and get as much diversity of experience as possible. You will grow your network almost by accident, and your focus should be on improving client delivery, and the supporting consultative skills: deliverable creation, presentation and briefing skills, persuasive and logical thinking, etc.
Consultant
The focus remains on client delivery, with additional effort going towards the support of firm activities. This helps expand your network and create additional skills while continuing cultural growth and fit within the firm. Project roles should be increasing in scope and responsibility, including leading deliverable creation.
Senior Consultant
The focus remains on client delivery with extensive leadership of client deliverables and occasional direct supervision of other staff. Increasing leadership and involvement in firm activities and development of an internal network. The beginnings of a brand emerge. Proposal and sales support may be appropriate.
Manager
The focus begins to shift away from client delivery and towards staff development and firm growth. Active focus on staff development through counseling and mentoring, and an active effort to expand one’s network both internally and externally. Manager’s are often responsible for managing engagements or WBS elements and the staffs that support those efforts. Increased involvement and leadership in firm activities and proposal efforts. Managed and Sales Revenue become metrics. The manager’s brand becomes important, and communicating it internally and effectively is required to make it to the next level.
Senior Manager
Engagement leaders. Client delivery is mostly achieved through orchestrating engagement staff, with some direct contribution. Staff development is a critical priority, and increasing responsibility for securing follow on and new work is levied. The senior manager’s brand begins to expand to incorporate the business(es) she manages. Support for leadership through additional firm activities and an active networking effort are needed to make the next level.
PPD
Client delivery is mostly attained through the management of staff. Staff development and communication remains critical, and the primary focus is generation and maintenance of the business, including proposal and bids through active leverage of internal and external networks.