You may remember that back in September I spoke of four key themes: communication; demonstrable activities; responding to needs; and delivering value. Although these were discussed in the larger context of chapter priorities, when it comes to the idea of delivering value, I think that there are many parallels which can be drawn with your personal career success.

How does your organization measure success? How is your individual performance (or contribution) measured and rated? Do you work in a learning organization that embraces diversity, or are you stuck in a toxic atmosphere dominated by a "good old boy network" of baby boomers just coasting toward retirement? If you can answer these questions, then you probably have a good idea of both how you are viewed within the organization, and what types of rewards or recognition you will receive. For many people however, not all answers are easy to come by. Most of us work within organizations where there remains some unanswered questions, whether it is due to the structure of the organization (corporate bureaucracy, matrix style reporting, or continual realignments in the hierarchy), the management style (more secretive, with a policy of non-disclosure regarding key details) or just a lack of objective metrics that can be referred to (perhaps replaced by vague group or team goals).

Regardless of the business circumstance you find yourself in, there are two ways in which you can help to promote yourself in the workplace and show that you are delivering value within the organization. The first way is to respond to the needs of your customers, whether that is the actual end-user customer external to your organization, or for most of us, the internal customers we are serving. Many of you reading this are most likely in staff positions, working in support of line functions (those who actually provide the good or service to end-user customers). When this is the case, make sure your communication with internal customers is robust and precise – whether the context is a regular standing meeting, email, or a casual phone conversation.

The second way to promote yourself is by demonstrable activities. If you work in a learning organization, then taking additional classes outside of work may fit the bill. However, if education is not a priority where you work, then perhaps you should consider joining a special team that is assigned to a high priority or high profile project. When it comes to annual reviews, perception is reality. Even when a review is (theoretically) covering the previous twelve months or calendar year, there are many times when that unwritten review can still be shaded and affected by the actions you take during the first quarter of 2012. Why is this so important? There are many reasons why, but most important I would want each and every one of you to enjoy career success as we begin the new year. When you are on top of your game and doing a good job, it is easier to work through temporary setbacks (such as a lower than expected performance review). Situations will change throughout 2012 and each one of us should position ourselves to take advantage of any opportunities that may come our way (or that we can create for ourselves).

The choices are yours and your success is in your hands. Remember that you are not alone – the Western Mass chapter is here to help. Join the board, take a class, or attend a meeting – do whatever needs to be done. I cannot speak for the other members of the Board, but nothing would give me more professional satisfaction and pleasure than to write a letter of recommendation on behalf of one of our members to their employer (or prospective new employer) detailing your skills and accomplishments. Take control and make the beginning of 2012 a new start.

Sincerely,

Tom Cantin, CPIM