How to take a step up

By VIKKI BLAND

Climbing the management ladder requires keeping an eye firmly on the next rung, putting in long hours, socialising with seniors and attending loads of courses; right?

Wrong, say three CEO's, one general manager and a managing director.

"To get beyond the boundaries of an existing role takes talent and intellect, then dedication. If career progression comes as a surprise or shock or is not evolving naturally, then it probably isn't right," says Anna Fieldsend, general manager for brand marketers DNA Design.

Fieldsend, 31, has spent 11 years evolving naturally. After a commerce degree and a start as sponsorship co-ordinator for TVNZ, she was appointed brand specialist for New Zealand Post; then account manager, account director and finally general manager for DNA Design.

"Not everyone is good with people or a natural leader. I really wanted to lead by example. Progression is about natural talent and putting your head down and working hard where you are," she says.

Darryn Melrose, managing director for direct marketers AIM Proximity, couldn't agree more.

"Reaching senior management requires innate ability and boldness rather than time served," he says.

Over the years Melrose, 37, has made a few bold moves of his own. These include a radical departure from marketing (he established the Global Plus card with Air New Zealand and the BNZ, then worked for Proximity London), to a project management role with Lloyds TSB Bank in England. There, he guided the bank into Britain's utilities market; a process he says took 25 board presentations to approve.

Melrose says a common mistake of middle managers is to worry too much about keeping their jobs, sit quiet, and then expect seniority for time served.

"In New Zealand, Australia, and the United States there is a basic business culture of entrepreneurship. If you have your own ideas and opinions, you'll be valued and promoted. It's quite different to the English business culture where progression is more about hierarchy."

He says middle managers with one eye on senior management should shut it and focus instead on what they're doing.

"If you're desperate to get to the next level, you'll come across as desperate. Just relax; outperform your current role. Companies don't look at your potential when they promote, they look at what you're capable of right now."

If that sounds daunting, it's worth remembering good employers will mentor and support their burgeoning senior managers - something Andrew Young, CEO for fundraising organisation Starship Foundation, is profoundly grateful for.

"I felt the extra pressure as a new CEO. Despite holding previous management responsibilities, it's a different thing being accountable to a board. My transition was eased by mentoring from the foundation's former CEO."

Young says being responsible for raising up to $5 million a year for Starship Children's Health in Auckland is daunting.

"I wouldn't want this position if I was going to be isolated or out on a limb."

Michael Hartley, CEO for information technology firm ECONZ, says mentoring has been important to his management success.

"If you're in middle management and you are not well mentored it's hard to get to the next step. You need an extensive network of business mentors and then be strong enough to know when to align with your mentor and when to make your own decisions."

Hartley, 38, started as a business analyst for the Lion Nathan Group. He quickly progressed to IT manager before being headhunted by the now defunct QED Software. There, he led a management buy-out to become managing director of QED at 29.

After nine months setting up new business in the United States, he returned to New Zealand shortly after 9/11.

Hartley says money matters, but enjoyment in work and a stable home life are as important.

"Senior managers are paid well but it's a challenge and you have to be ready to move up. You have to back yourself."

Young, a former journalist, says his desire to move into senior management isn't about money.

"If it was, I would have accepted one of a few corporate job offers. I am ambitious and competitive, but Starship has got my heart and soul.

"The work of doctors and nurses are miracles and the [grit] displayed by families of sick children is inspiring and humbling."

He says senior managers should be driven by a passion for what they do.

"If you weigh up the stress entailed it isn't worth it if your heart's not in it."

So is the effort of reaching senior management worth it? While many managers would say yes, others aren't so sure.

Ross Peat, managing director for Microsoft New Zealand, says some middle managers decline senior management opportunities.

"I've had people say, 'No thanks, I'm very happy with the way things are.' It's often about their families and not wanting to disturb a life that's going very well. Such decisions should be respected; people are to be commended for knowing what they want."

Al Munro, CEO of touch screen firm NextWindow, says senior management is what he wanted.

"I was always keen because of my own ambition, because of the pay, and because I wanted the extra responsibility and accountability."

Munro, 46, began his rise at 20, moving through the ranks of IBM New Zealand to become national sales manager, then regional executive. He followed this with management stints in Vietnam and Malaysia before returning to New Zealand.

Recounting a now familiar theme, Munro says career progression is about hard work, leadership and confidence.

"It's true you don't get promoted by working nine to five, but you have to be effective with those extra hours.

"You need a broad understanding of the business and customer and when the heat goes on you need to be able to step up to the plate without getting paid extra to do that."

Munro rates ongoing education highly.

"IBM offered quite exceptional management training, Harvard-led courses. Doing them was absolutely expected," he says.

Fieldsend says she attended a management workshop as a "sanity check -

but true education occurs in talking to customers, attending seminars and industry events."

Munro points out that excellent people skills are vital.

"You have to be able to deal with executives from other companies and difficult situations that require management of internal resources and negotiation. But I love the job; it's as far as I want to go."

In contrast, Hartley says being CEO is not the end of his journey.

"When you start growing, you must keep growing."

"When he made his moves into senior management he knew he didn't have all the skills he needed.

"I knew I was ready and I was damned if I was going to let the opportunities go past."

Senior management hopefuls take note.

Tips for the top

* Focus on where you are, not where you want to go

* Stay upbeat; relax, have confidence in your value

* Get involved with company projects outside the scope of your role; leadership teams, steering committees, volunteer to help

* Build a mentor network; listen well

* Develop advocates among peers and customers by exceeding their expectations

* Think for yourself; have your own ideas

* Don't be afraid to disagree with superiors

* Don't be afraid to progress your career with a new employer

* Demonstrate awareness of the business and its place in the industry as a whole

* Be open, communicate; gain the respect of colleagues and seniors by being upfront

* Adopt different styles of communication for different people

* Be sure about what you want; would an ongoing career in middle management suit you better?

* How would a move to senior management affect your family? Your health? Your lifestyle?