Scrutinise the CV of any successful executive and their career consists of a series of strategic moves.
These are moves that have led them from one challenging position to another, even more challenging, role; from consultant to manager, on to vice president and eventually president and CEO.
Do you have a perfectly clear sense of what your next step needs to be if you want to achieve your ultimate role in the organisation?
For most of us, the answer is "No, not really". Career mapping helps you determine exactly that. In its purest form, it is a long term strategy which helps you take control, plan for the future and focus on the steps that will really make a difference. Much the same as a business plan directs the activities and efforts of an organisation.
Paving the way to CEO
"Although not many people know the phrase 'career mapping', it is commonly understood that you need goals and objectives if you want to be successful," explains Jonathan Nicholson, Managing Director of Astbury Marsden. "If you aren't working towards clearly defined goals and objectives, it is very hard to assess at any point how you are progressing."
So what exactly does career mapping involve? There are four key steps in the process: self auditing, finding the big picture, developing the skill set and staying on track.
Start with an honest self audit of your current situation. This should assess your strengths and weaknesses, what you enjoy about your current position and what you'd like to change. The next step is to develop a compelling vision of the ultimate position your career should evolve into over the next 10, 15 or 20 years. Do you want to aim for the top and become a company director? The level of commitment and stress can put some off, but the reward from the associated leadership and responsibility can be enormous.
Taking the right steps
If a directorship isn't your ultimate career position, what is? Be as clear about the position you are ultimately working towards as possible by creating a vivid mental image of the type of company you would like to work for, the projects your job would entail and the elements of the job that are most important to you - be it salary, location or freedom. A clear and compelling vision will help you maintain focus and give you a sense of "I go to work because.".
Once you have a clear idea of your ultimate goal, you can determine what steps you need to take every two or three years to ensure you are working towards that. These steps can then be framed with time as well as the competencies and skills you need to develop to achieve them.
"Don't forget, even the best plans should be reviewed regularly," adds Nicholson. "If you are tracking off plan or if your plan has changed, then it can be adjusted accordingly, but at least have a plan against which you can assess your progress."