注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

宁老师留学DIY咨询

MBA及Master申请PS/Essay/简历/推荐信写作咨询人

 
 
 

日志

 
 
关于我

2009年7月份,我给一个老朋友(Simon FT-MBA,2010春季班)为申请MBA而写的Essay提了几点比较关键的修改建议。后来,她成功拿到Simon的Offer。再后来,她建议我做留学DIY咨询方面的工作,并向我介绍了我的第一个客户。最终,我的第一个客户也成功拿到几个TOP16商学院的面试并顺利拿到Duke Fuqua商学院MBA的录取。 本人毕业于上海复旦大学管理学院国际企业管理系,属于商科科班出身并且做过管理工作、有领导经验的人士。

网易考拉推荐
 
 

留学参考:Taking Control Of Your MBA Career  

2016-12-29 02:43:50|  分类: DIY留学综合信息 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

留学参考:Taking Control Of Your MBA Career

 


 BY: JAREN NICHOLS ON OCTOBER 31, 2016

 

 

Careers are unpredictable—but successful careers are very rewarding, in a variety of ways. And while achieving success, regrettably, is not an algebraic formula (or at least, I’m unable to construct the formula), you can acknowledge and influence the variables that impact your success.

In the course of my career, I’ve worked at and recruited for an up-or-out consulting firm (Accenture), a massive technology corporation (Google), and an elusive unicorn (InsideSales), before finally taking the plunge and moving to a small startup (ZipBooks). I’ve quickly realized that while being at a small company certainly has its own set of risks, the balance of those risks have shifted from being primarily outside my control to inside my control.  

With this perspective, my first piece of advice to MBA students and recent grads is this: before ruling out working at a small company, consider the uncontrollable factors in your success. Even if you are (justifiably) obsessed with measuring and accounting for every risk you can, there are still several which you’ll be blind to before starting a job at a large company—and which are out of your control. Let’s explore some of those.

Your boss. Your boss may be the single most important factor in the slope of your career trajectory. You canbuild a successful relationship with your boss. But, your own boss’s actions and abilities are out of your control. If you deserve an early promotion, you need a boss who will fight for you and has influence with other leaders. Unfortunately, I’ve seen too many promotion decisions where managers’ ability to champion candidates is more important than candidates’ performance.

Your teamI’ve been through two acquisitions – once as an employee and once as a consultant. Tragically, both times, acquired employees’ future roles and employment were determined by their team. My dream is a perfect employment meritocracy; unfortunately, acquiring companies do not fully consider individual potential or merit. If the team is redundant, employees are let go. If the team works on goals strategic to or needed by the acquirer (software engineers, you are safe), employees are kept and frequently promoted.

But this path to promotion doesn’t just happen via acquisition. When I was at Google, resources were flying to moonshot ideas. On a moonshot team? Grow as fast as you can find people. But headcount rapidly moved both ways. Thanks to a growing Google Street View team, I can spend hours exploring iconic andimaginary places. Yet, I wasn’t mourning alone when Google Reader got the axe. Google had a common, unwritten rule that no more than 20% of employees are promoted in a given year. So, the average employee is promoted once every five years. But here’s the catch: unless your team grows quickly. Mathematically, a beating pulse and relative tenure ensure quick promotions on these rocket-ship teams. Teams that implode, however, are left with an ugly promotion bottleneck.

Your company. Your boss impacts the slope of your success; your team introduces volatile pits or prosperity; your company creates your ceiling. If a company is profitable, your success (via compensation) profits. If a company grows, well, each employee grows with it. At Insidesales, we attracted employees who wanted a career halo from going through an IPO. This logic seems sound, but at that stage, one employee’s impact on that goal was marginal at best.

When candidates identify and discuss career risks, the cringe-worthy, punch-in-my-gut fallacy I continuously hear is that these risks should be ignored, because they are uncontrollable. Yes, they are uncontrollable—after you accept the job. Rick Ruback, an exceptional (and very candid) HBS professor, spoke with me after one lecture and highlighted this point: MBA students overestimate the risk of building a successful small company and underestimate the risk of getting stuck in middle management. I couldn’t agree more.

Look, I understand that large companies have a lot of perks. Networks, mentors, defined career paths—the list goes on. I’m sure my business school applications benefited from my employers’ brands. But for MBA candidates, tried and true paths to admissions are shrinking. A job at Google or Goldman Sachs tells admissions, “Look, I was successful at interviewing!” Well, I’d prefer to show that I was simply successful.

I now interview candidates at ZipBooks, a venture-backed accounting software startup. ZipBooks is growing, but it’s still small. Because of its size, each employee has an outsized impact on the success of the company. Our career success is connected to the company’s success; we prefer powering the oars and steering the wheel to letting others row and direct.

Business school students likely invented the most common algebraic rubric of all time – weighing “pros and cons.” So do it!  Make your list. Draw your decision tree. Dissect the business model. Evaluate the leadership team. But consider avoiding a few uncontrollable career risks. Put success in your own hands. Find a place where you have an outsized impact and determine the slope, volatility, and peak of your career.

 

Jaren Nichols is a Harvard MBA who believes that by going to small companies MBA grads can have an over-sized impact on the results and success of a company and, subsequently, their careers. After a four-year consulting gig with Accenture in San Francisco, Nichols spent two years at Google where he launched a first generation Incentive Compensation Management product to design before working in several startups–Nest, InsideSales.com and now ZipBooks, where he is in charge of revenue.

 

 

以上内容摘自:

http://poetsandquants.com/2016/10/31/taking-control-mba-career/ 

 

 

宁老师(Coach Ning)联系方式:

QQ906866938

微信:可通过qq号加宁老师微信

微信公众号:宁老师DIY留学咨询

SKYPEessay-ningchunlong

LinkedIn账号:http://cn.linkedin.com/pub/chunlong-ning/30/28/409

新浪微博:http://weibo.com/ningchunlong

网易博客:http://ningchunlong.blog.163.com/

腾讯博客:http://user.qzone.qq.com/906866938/2

宁老师(Coach NingDIY留学咨询服务说明与收费标准(2016-2017

http://ningchunlong.blog.163.com/blog/static/1153712692016461220967

http://mp.weixin.qq.com/s?__biz=MzA4MDU3MzYxOA==&mid=504022883&idx=1&sn=bb813d21e4565b2911bb7e6cdbc9a07d#rd

(注:上述两个服务说明的链接,若一个无法打开请点击另一个)

宁老师Coach Ning部分MBA或者Master咨询成功案例介绍

http://ningchunlong.blog.163.com/blog/#m=0&t=1&c=fks_087069080082082074081082086095085087084064083087084069093

 

 

DIY留学申请交流QQ群:

MBA申请DIY群:137254413

Master申请DIY群:162474877

MSF/MFE申请DIY 群:27769133

HRM申请DIY群:122368914

MKT申请DIY群:228695973

MSA/Macc申请DIY群:234137969

法律LL.M申请DIY群:110533381

英国及欧洲申请DIY群:209994593

HK申请DIY群:247226867

Canada申请DIY群:255130861

新加坡香港MSF申请DIY群:82449369

MBAMaster申请差别很大请正确选择要加入的群

  评论这张
 
阅读(5)| 评论(0)
推荐 转载

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017