Ask anyone in Senior Management and they will agree – there are significant challenges in recruitment that are common to every industry. From management’s point of view, getting the right people is crucial for a company’s performance and success. Similarly, for employees, working for a company that shares their values and meets their needs is also crucial. Therefore, it’s necessary to find a way to satisfy all involved so companies attract and keep suitable employees, and employees rise within organizations that nurture their skills and appreciate the contributions they make. Here are my top five tips to fuel your career progression.
Fully develop your skill set
If you’re serious about optimizing your career potential, it’s essential to get the basics of the role right. Better career growth is more likely when you take the time to really excel at a function. Therefore, it’s important to remain in a position until you truly understand its demands and challenges, as well as how to overcome them. By doing this, you become a more attractive prospect for an employer; developing your skill set comprehensively will make you a more valuable employee.
Be strategic in your choices
In markets where the supply of staff is less than the demand, employees are often headhunted by competing companies. The temptation to move job for a higher salary is often a factor in a person’s decision to stay or go. However, it’s absolutely vital to make decisions based on where they can ultimately lead; to be strategic in your career choices. Do not allow a slight increase in salary today determine your future, instead, consider the long-term value of developing your expertise within a function. It pays far more, down the line, to gain a wealth of experience and skills and have a long-term strategy, rather than merely gaining a little extra cash in the present.
Consider the bigger picture
So much of our time is spent in work that it’s important to share common values with your colleagues and managers. For instance, if family values are important to you, are they also important to your organization? Also, consider if there is an open-door policy in practice. Does senior management invite you to discuss your issues with them? Do they welcome feedback and encourage you to share your feelings and work through your frustrations? This type of company ethos ensures a healthy atmosphere of sharing and mutual understanding, as well as contented employees, and is central to your happiness and career prosperity.
Remember your reputation
Your reputation as a professional is key to your desirability as an employee, and, as we all know, a person’s reputation follows them in the business world. It’s vital to consider this when you are dealing with people internally and externally, but also when you decide to leave an organization. Employers want people who value loyalty and integrity; something that’s often evident through your resume. Have you spent time in past roles? Have you shown loyalty to previous organizations? Employers are reluctant to invest in who they deem as unstable candidates, people who flit from one position to another. Even if you find yourself in a position that does not fulfill your needs, be sure to leave the company on good terms, otherwise, this will reflect badly on you. Remember, your reputation is part of your career asset, and employers value an individual’s professionalism and integrity above all else.
Take responsibility for your own self-development
It’s vital to be proactive is your quest for career development. Use your initiative- ask your manager’s opinion of what you need to develop to become more of an asset to your organization and begin to work on it in your own time. Taking responsibility for your own self-development contributes to your overall value as an employee and your willingness to invest in yourself proves your ambition and motivation- vital qualities for optimal career progression.
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Mitch Launius
Instructor Pilot for 30 West IP
Mitch is the CEO of 30 West IP where he is also an instructor providing pilot training on international procedures. With an illustrious career of over 34 years in the cockpit, Mitch has acquired over 13,000 hours of flight time flying worldwide, with over 9,000 hours of this in Challenger and Gulfstream aircraft. He is an experienced safety officer and was also an IS-BAO project manager for a fortune 500 flight department. He has presented on Safety and Operations topics at the NBAA International Operators Conference and the Canadian Business Aviation Association Convention and is currently on the NBAA International Operators Committee and serves as the North Atlantic Regional Lead. Mitch is also a member of an FAA working group on General Aviation International Authorizations and Tabletop Exercises (GIATE). He was recently selected to represent IBAC as a member of the ICAO Personal Training and Licensing Panel (PTLP) and was also recently named as a 2020 recipient of the NBAA Tony Kern Professionalism in Aviation Award for his contribution to the business aviation community.
Henry ‘Duke’ LeDuc
Director Of Operations, Americas, UAS International Trip Support
Duke has been a dearly respected member of UAS Americas team and the UAS global family for more than five years. A safety-oriented, FAA-licensed aircraft dispatcher, he oversees all of the operations of the elite UAS Operations Team. With twenty-five years of experience in aviation overall with more than fifteen years of experience in international flight planning and VVIP trip coordination, he is responsible for the development of the dispatch training program and involved in the strategic development of UAS Americas. With a myriad of rich aviation experience behind him, he has extensive experience in worldwide operations with both corporate and charter environments, including seven years as Operations/Dispatch Manager in an industry-leading, Fortune 500, IS-BAO Stage III Certified corporate flight department. Duke is frequently asked shares his knowledge at major industry events and is currently serving on the NBAA’s International Operators Conference (IOC) Planning Committee.
Dudley King
President and Founder, FlightBridge
Dudley is the Founder and President of FlightBridge, which he established in 2011 and has been focused on technology solutions for the private aviation industry since 2006. Since he graduated from Dartmouth in 1988, he has worked with an array of companies listed anywhere from VentureWire to the Fortune 100. A rare blend of executive, entrepreneur, and consultant, Dudley’s executive roles have included acting CIO positions for several companies and tech advisory services to CEOs trying to rebuild their technology organizations or looking for an external, professional point of view. Highly skilled at deeply understanding his customer’s business challenges and drawing from a long and varied experience in information technology services, Dudley excels at designing technology solutions to solve their problems.
Dr. Paulo Alves
Global Medical Director, Aviation Health, Medaire
Paulo has extensive experience in medical advisory in the aviation industry. As a cardiologist, he provides technical guidance and analysis for MedAire’s MedLink medical advisory service and is MedAire’s liaison with civil aviation regulators and industry associations. Paulo worked with Varig Brazilian Airlines for 23 years, 10 of which were spent as General Medical Manager. A member of the MedAire Medical Advisory Board, Paulo is also President of the Ibero-American Aerospace Medical Association, a member of the International Academy of Aerospace Medicine, a member of the National Business Aviation Association (NBAA) Safety Committee, a Fellow of the Aerospace Medical Association (AsMA), and a Fellow of the Civil Aviation Medical Association. Throughout his illustrious career, Paulo has held industry leadership roles including Chairperson of the AsMA’s Air Transport Medicine Committee, President of the Airlines Medical Directors Association, President of the Brazilian Society of Aerospace Medicine and was a member of the IATA Medical Advisory Group from 2002 to 2006.
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