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LEADING FROM THE ENTRY LEVEL


Take charge early in your career to make a difference | By Bryan Hill YOUNG PROFESSIONALS:


We all dream of the job we want to have from the time we are chil-


dren. As we grow, it slowly becomes a realization that we are not simply    focus. As a current member of the entry level workforce, I have quickly learned that in order to achieve personal and professional success, we must start from the bottom and work our way up the mountain. In organizations with layers of structure and titles we tend to as- sign the most value to the members at the highest levels and fail to recognize the members at the bottom of the organizational chart. For the people in these entry level posi-        ideas, thoughts, and projects to the members at the highest levels of the organization. As discouraging as this can sometimes be, it is not a solidi-     organization that works at an entry - tive organization. No matter what your title is or where you sit on the organizational chart, everyone has the opportunity to lead. In order to get started, we must do exactly that, start.  in our organization. It can be easy to get caught up in groupthink and even get pigeonholed into your own self-stereotypes. We are not helping anyone by internalizing these thoughts and complaining that we don’t agree with how a process is executed. Instead, write these ideas down, research the details, develop a strategy, and envision the execution process. Take ownership of the project so that when the time comes for someone to ask questions, you will have a plan ready to implement that you can lead through the organization. As entry-level employees, we may answer to a few levels of admin-


istration, but often times we have the great opportunity to lead and manage a group of part-time employees. While these members may not be committed to the organization full time, they are oftentimes stationed on the frontline and are of great value to the organization. Learn from these individuals, ask questions, and hear what they think - look these frontline positions; however, they oftentimes have more cus- tomer or operational related information than anyone. For example, recording questions from guests at a guest services location can help determine the need for additional concourse signage. A stagehand can suggest a new system to help build a stage to save an hour of set up time. The insight and wisdom is and will be there. We need to make sure we are asking the questions, and more importantly, listening. When going through the day-to-day operations, always be looking for that next chance to step up and take the lead on a project, event,


“There are risks and costs to action. But they are far less than the long range risks of comfortable inaction.”


or task. So many people today are scared to take a chance on a risky opportunity. In reality, most times the constraints are simply mental. Taking a step out of your comfort zone is one of the greatest ways to help develop your personal and professional skills. Continuing to do what comes easy to you will continue to yield the same results. You are not likely to get better and you are not likely to get worse. Taking ini-   may seem as if the opportunity will never come, but it will. Make sure you’re ready for when it does. As a young event manager, I knew I wanted to run concerts in our venue. Even though a senior event manager handled these shows, I took my time to learn how the operation worked, where the challenges were, and how I would manage a show on my own. Every opportunity I was given, my knowledge grew. When that manager left the organization,


and I had an opportunity to step up - I was ready. President John F. Kennedy once said, “There are risks and costs to action. But they are far less than the long range risks of comfortable inaction.” If you want to achieve any level of personal and profession- al growth, you must start with conscious action. Thinking or talking about a plan, idea, or project gets you no closer to the desired result.   project team, investigate through research, take action. Prepare your- self to move forward. Motivational speaker Les Brown mentioned, “The graveyard is the


richest place on earth.” All of the ideas that never were, the dreams and goals that were unachieved, and the success that was never at- tained because of inaction now lives beneath the ground earth. We          ourselves and others each and every day. All it takes is a single action. Whether it be implementing a new operational process, leading - ty to lead from the entry level. Commit today to taking action on one thing a day for the next month. Develop your thoughts and ideas into implementation-ready plans and processes. Learn a new skill that will  Listen and learn from the people and colleagues you are surrounded by. Don’t be constrained by the words on your job descriptions. Get out there and lead. It starts now. You’re ready. FM


Bryan Hill is facility and events manager at the Bob Carpenter Center at the Uni- versity of Delaware.


IAVM 41


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