If you work in systems management, you might have some expectations or assumptions about how to advance your career. However, not all of them are accurate or realistic. In this article, we'll explore some common misconceptions that you might have about getting promoted in systems management, and how to avoid them.
One of the most common misconceptions that systems managers have is that their technical skills are enough to get them promoted. While technical skills are essential for your role, they are not the only factor that determines your success. You also need to demonstrate leadership, communication, collaboration, and strategic thinking skills. These skills help you to manage projects, teams, and stakeholders effectively, and to align your work with the organizational goals and vision.
Managers who believe this are not ready for promotion. Skills and knowledge are certainly aspects however one also needs to possess attitude in order to be competent. An attitude of learning, an attitude of understanding others, an attitude of understanding how to get the best out of everyone, an attitude of being adaptable, these are some of the needed aspects.
The technical skills get you in the door but it's soft skills that get you promoted. How well do you lead? How well can you resolve conflict? Can you build consensus? Can you negotiate? Do you understand how your technical skills fit into the business model? Master those and you are pure gold.
One thing I've learned is that reliance on technical skills alone is not enough but possessing a wealth of experience and the openness to learning from peers is what aided me to be an effective team player.
Las habilidades técnicas son imprescindibles, pero tenemos que nos habituar / aprender, que cada vez hay más y mejoradas. Tenemos que "estar" en el presente, "sin olvidar el pasado", y pensando lo que nos depara el "futuro"
Votre fondation #1: votre crédibilité. Si personne n'a confiance dans vos prises de position, les compétences techniques ne suffiront pas.
Another misconception that systems managers have is that they need to do everything themselves to prove their worth and competence. This can lead to burnout, stress, and poor quality of work. Instead of trying to do everything yourself, you need to learn how to delegate, prioritize, and automate tasks. This will help you to focus on the most important and impactful aspects of your role, and to leverage the skills and expertise of your team and colleagues.
A fourth misconception that systems managers have is that they need to be perfect to get promoted. They might think that they need to have flawless performance, avoid mistakes, and meet all the expectations and standards of their role and organization. However, perfectionism can hinder your career progress and learning. Instead of being perfect, you need to be adaptable, resilient, and open to feedback. These qualities help you to cope with change, overcome challenges, and improve your skills and performance.
Following this mindset is the road to disaster. This means that you are never developing and growing others. It is important to develop and grow your replacement, otherwise you will never grow yourself.
No, yo no puedo hacerlo todo solo. Mi ayudante es absolutamente imprescindible para mi trabajo y su apoyo es crítico para el éxito de mis proyectos.
A third misconception that systems managers have is that they need to wait for opportunities to get promoted. They might think that they need to stay in their current role for a certain amount of time, or that they need to wait for their manager or HR to recognize their potential and offer them a promotion. However, waiting for opportunities can limit your career growth and satisfaction. Instead of waiting, you need to create and seek opportunities for yourself. You can do this by expressing your interest and goals, taking on new challenges and responsibilities, and networking with people who can support your career development.
Leaning on own effort to conquer it all is an ineffective method of getting anything accomplished. In my experience it caused me a burnout and it disrupted workflow for me. I had to learn to delegate and trust my peers to carry out the task. Effective communication is also key in sharing what is the desired final out come of the projects or tasks that you've been assigned to.
A fourth misconception that systems managers have is that they need to be perfect to get promoted. They might think that they need to have flawless performance, avoid mistakes, and meet all the expectations and standards of their role and organization. However, perfectionism can hinder your career progress and learning. Instead of being perfect, you need to be adaptable, resilient, and open to feedback. These qualities help you to cope with change, overcome challenges, and improve your skills and performance.
I agree with this misconception, no one is perfect. Following this misconception can only build an environment of mistrust. Mistrust is a cancer that will slowly devour your team from the inside out. In my experience this is a difficult cancer to remove from the team
To have an ideal mindset to be perfect can be admired, but it will also self-impose the limited allowance to accept flaws and space for growth.
A fifth misconception that systems managers have is that they need to compete with others to get promoted. They might think that they need to outperform, outshine, or outsmart their peers and colleagues to stand out and get noticed. However, competition can create conflict, resentment, and isolation. Instead of competing with others, you need to cooperate with them. Cooperation helps you to build trust, rapport, and influence, and to contribute to the success of your team and organization.
The real competition is yourself. Using others as a benchmark for the purpose of outshining or self-glory will only reflect the self centered nature that will naturally discount anyone the opportunity for a promotion.
A sixth misconception that systems managers have is that they need to fit a certain mold to get promoted. They might think that they need to have a specific personality, style, or background to match the expectations and preferences of their managers or leaders. However, fitting a mold can limit your authenticity, diversity, and creativity. Instead of fitting a mold, you need to be yourself. Being yourself helps you to showcase your unique strengths, values, and perspectives, and to align them with the culture and vision of your organization.
Fitting a certain mold will only create a workspace of a specific mindset and culture thus disallowing vast space for creativity, challenge and diversity. I had a time we hired someone from the arts background in my firm, we went bold to hire this person with a hint of doubt, but eventually this new-hire saw our processes in a different perspective and made it further streamlined.