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Growing Within Your Company: Killer Competitiveness, Becoming a Job Magnet

Pam Lassiter Did you ever play with magnets when you were a kid? Brio trains and science kits have given way to your playing with magnets at a more sophisticated level: medical equipment, cars, even name tags. Attract, repel. Pull, push. Could you be a magnet, the kind that draws interesting work towards you, rather than your needing to chase it?

Drawing work towards you, having people recruit you for high-profile projects, desirable teams, and leadership positions is certainly less work than looking for opportunities and is highly gratifying. How do you set yourself up to be that desirable commodity that attracts work that you truly love?

Where these articles are headed

In these articles in the WITI Career Newsletter, we're exploring six different strategies for growing within your job and/or your company:

     • The Inverse Security Monster: Recognizing and defending against it
     • WIIFM and BOSOC: Alphabets that spell "Career Success"
     • The Yogi Berra Approach to Career Planning?
>> • Killer Competitiveness: Becoming a job magnet
     • Networks that Last: Dragonflies and Pelicans
     • Building your Reputation: The 5 points of being a star

These six topics build on each other, so you can catch up on the earlier ones with the links. Developing career management skills for the long term can never start too soon. Building a core competency in career management along with your technical and managerial ones will let you start shaping where you're heading. Watch both your company and you prosper!

Killer Competitiveness: Becoming a Job Magnet

Becoming a job magnet isn't done casually or by coincidence. It's part of your overall career planning. You're thinking about where you might like to be two jobs from now, then designing the strategy to get you there. The steps it takes to increase your opportunities while decreasing the wear and tear are actions that you can start right now, and they'll benefit both you and your company.


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