I recently read The 5 Patterns of Extraordinary Careers: The Guide for Achieving Success and Satisfaction by James M. Citrin and Richard A. Smith. This book was based on the research and years of accumulated observation of some of the nation’s most successful executives by these leading executive recruiters from Spencer Stuart. I found the book to be well-written and insightful.
Among the major findings in the book were:
- The most successful executives never take their job descriptions too literally and always find ways to expand their responsibilities within their organizations.
- The process of building a successful career is step-by-step and is similar to compounding interest. In a career, success must be measured by the positive actions taken, not the immediate results.
- According to Watson Wyatt Worldwide, low-performing companies have nearly twice as much turnover among top-performing employees as high-performing companies.
- One’s value in the talent marketplace is derived from two distinctly separate elements – the value of one’s potential and the value of one’s experience.
- Extraordinary success is achieved by making those around you successful. Top-performers are almost always surrounded by other top performers.
- The most successful people do not like being managed, especially not being micromanaged. They prefer to be provided with a clear set of goals and objectives and given the creative freedom to accomplish their targets. The most successful people place a high value on being well regarded in their companies and industries.
- One problem with making yourself invaluable in your current job is that it becomes very difficult for your superiors to promote you.
- Clarifying and expanding the scope of what you have permission to do is a skill you must master for extraordinary success. The most successful professionals view their job description as merely a starting point – a platform on which to build.
- The best performers channel their energy into the events that matter the most. For instance, in 2002, Lance Armstrong decided to stop racing in the U.S.– except for one or two special events. Also, Tiger Woods plays fewer tournaments over the course of the year than his PGA brethren and previous champions such as Arnold Palmer and Jack Nicklaus.
- The most successful executives take liberties with their permission by doing the things that have the biggest impact on the value drivers of their organizations.
- When weighing options in life, most people try to determine the net present value of taking a course of action and then subtract the present cost of taking such action. However, the authors astutely point out that “In any investment decision, the value of the creation or reduction of options must also be considered.”
- The extraordinary organization is not merely a collection of successful individuals, but a creator of them.
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