Making mid-level
One day in my mid-twenties, I committed to celebrate in style. I read an article that mentioned the average salary of an American worker and I realized I was above average for that measure at least. I was quite proud of this and I promptly declared myself to be a mid-level manager. For a moment I thought something from the authorities should arrive, similar to how parents of an honor student receive a bumper sticker. I do admit having some doubt if I truly was a mid-level manager because I was not managing anyone but I comforted myself by noting that even though I may just be one of the staff, the word manager was in my title and that with my salary being above the average income, I was indeed a mid-level manager.
How I made it to mid-level
I made it to mid-level manager by relying on my college degree, absorbing everything I could and trying to help those around me. In the beginning of my career, I thought of myself as a 'helper'.
In construction trades, helpers help their mechanics get jobs done. Mechanics are the experts and it is the helper's job to keep the mechanic working at the highest level of productivity possible. Sometimes this means fetching tools, doing small jobs or passing over a cup of coffee.
How I will get further
To become a business mechanic or to get beyond being a mid-level manager, I believe that I have to do things faster while maintaining a high level of competency and with an increase of visibility to those in the level above, or preferably two levels above me. Receiving recognition from those two or more levels above is eventually necessary because without their support it would be very difficult to receive a promotion.
As a mid-level manager, it is critical to cooperate with others because as is often the case, you will not actually supervise the individual and cannot just tell them to do what you wish. Even if you do supervise others, you still need to convince them that the work is important and necessary. To receive cooperation I observe the 110% rule. This rule says that if you put in 110% of what someone expects of you when they need your help, you will earn a good reputation and find them to be very cooperative when you need help. Note this is not the more commonly known practice of working yourself to death by putting 110% in on everything. By working to 110% of someone's expectations on particular projects or tasks you will encourage the other person to at least match your effort.
Learn to get to the core of an issue by asking the question why four times the next time someone explains something to you. So if a colleague says customers disconnect their service because of x, ask why the customer thinks x. When the answer comes, ask why again and so on. I have seen people become stumped by the second why question, mumbling to themselves by the third and by the seldom needed fourth why question, think you the questioner a very rude person. But, if you observe this you and your colleague will better understand the issues and also know which questions must be answered so that the problem can be clearly defined and an approach created to solve it.
To get things done a team or an individual needs to make changes. Sometimes before solutions can be found, or worse, implemented after being found, conflicts and tensions need to be resolved. A difference of opinion may be as simple as deciding when to make improvements or it may be as large as outright disagreement about what to do or if there really is a problem. Resolving differences starts with understanding all sides of an issue. To do this, you must first understand the differing viewpoints and the reason why the given party holds to that viewpoint. This may require one on one time with the separate individuals or groups. Being able to articulate the concerns of both sides is important and once the concerns are laid out, you yourself may not even have to think of the solution because there is a good chance the involved parties themselves will propose solutions.
Create an atmosphere that solutions to problems are close at hand. Be creative, and ask questions like, have we tried it this way, if not why not, what would happen if we did try this, if we had to start from scratch, what would be different about the process or product. By asking questions like these, other colleagues will feed off this line of questions and join with you in brainstorming. Once you get that virtuous cycle going, sooner or later the right questions start being asked and people become more open to trying new things or looking at possible solutions with a refreshed attitude.
Continual and steady progress is necessary. When working on projects, break down your action items so that each week, or better yet, each day, items are being completed or at least worked on. Maybe on a given day just a few phone calls or e-mails are all that can be accomplished but over time, even these small things add up. At the least, the recipients of the messages are kept aware of the project too and that they need to work on it.
Why do I want to go further
To get more satisfaction at work, not be bored, and to take on ever more responsibilities, I will continue to strive to improve my performance and get myself into situations where that is noticed. I hope one day I can say that these ideas are exactly what got me to the next level but for today, I can only advise these are the things that I am working on and trying to improve. At the least they have gotten me this far and my career is providing for my family and myself very well but, if I am doing the same work five years from now I'll go nuts. That is of course unless I have no job, in which case I'll be happy to go nuts at work.