Ascending Beyond Middle Management
Panelists share what differentiates top performers from those whose careers stall
By JB Shelton

spring ’04 MBA Career Success Panel featured executives and Dean Steve Jones, who offered a wealth of knowledge about what differentiates top performers from those whose careers stall at middle management.

Stephen Miles, principal with Heidrick & Struggles:
Impressing the board of directors isn’t your first  priority. Without a doubt, it’s essential as you travel the road to senior management, but as Miles emphasized, “The introspective executive holds the key to his success. Decide what functional, foundational skill will be your claim to fame within the company.” 

• It’s what you learn after you know it all that counts. Continuous learning means keeping the door wide open to knowledge and growth.
• Focus on excellence in your current role.
• Associate yourself with top performers who are “A” leaders and mentors of good talent.
• Partner with peers who provide valuable connections. Never lose touch with your UNC network.
• Learn to communicate effectively. Listen sincerely to give and receive worthwhile feedback.
• Look for early opportunities to develop visibility in cross-functional experiences, special projects and leadership.

Laura Dabkowski, vice president of human resources for ARAMARK:

“Whatever you do in life, love it, live it, think about what you can create, have the confidence you can do it and have fun,” said Dabkowski.

• Take your company’s succession plan seriously by completing your internal resume with specific background, strengths, developmental needs, current role and future plans.
• The term exposure combines your competencies and technical performance with your public image.
• Take advantage of the one-on-one review with your manager to discover what is required for you to develop and move forward.
• Understand your corporate landscape and how your skill sets and values fit into the culture and norms.

Jean Leslie, manager of instrument and development research at The Center for Creative Leadership (CCL):

Leslie focused on CCL’s 15 years of research on executive derailment. She discussed five factors that derail careers:

• Inability or unwillingness to change and adapt;
• Inability to select and build a team;  
• Problems with interpersonal relationships at all levels;
• Failure to meet business objectives;
• Too narrow business experience.

Steve Thorne, senior vice president of human resources at GE Equipment Services:

Thorne offered advice based on GE’s global corporate values:

• Communicate clearly; simplify strategy or complex issues into specific actions.
• Be tough-minded and resilient; have the courage of your convictions.
• Lead people and manage things. Be a team player.
• Develop a global mindset.
• Never report a problem without offering a viable solution.
• Understand the dynamics of your business, who your top competitors and customers are, and what differentiates you in the marketplace.
• Embrace change as an opportunity to grow and improve.