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- Microsoft Press Microsoft Encyclopedia of Security
- Famous Flyers Heather Lehr Wagner Amelia Earhart (2003)
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- Mark W. Harris Historical Dictionary of Unitarian Universalism (2003)
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.Leapingwithout a net is foolish.It is better to start by trying out a possiblenew role on a small scale in our spare time, on a time-limitedsabbatical, or as a weekend project.And as we will see in the nextchapter, an added and necessary advantage of experimentingis that while we are trying out new roles, we meet people who willhelp change our lives. 091-112 Ibarra CH5 3rd 9/24/02 11:26 AM Page 112This Page Intentionally Left Blank 113-132 Ibarra CH6 3rd 9/24/02 11:29 AM Page 113sixshifting connectionsE CANNOT REGENERATE ourselves in isolation.We de-Wvelop in and through our relationships with others themaster teaches the apprentice a new craft; the mentor guides a pro-tégé through the passage to an inner circle; the council of peersmonitors the standards of a professional group, conferring statuswithin the community.Yet, when it comes to reinventing ourselves,the people who know us best are also the ones most likely to hin-der rather than help.They may wish to be supportive but they tendto reinforce or even desperately try to preserve the old identi-ties we are seeking to shed.Changing careers is not merely a matter of changing the workwe do.It is as much about changing the relationships that matterin our professional lives.Shifting connections refers to the practiceof finding people who can help us see and grow into our newselves, people we admire, would like to emulate, and with whomwe want to spend time.All reinventions require social support.But as this chapter reveals, it is hard to get the support we reallyneed from career counselors, outplacers, or headhunters, or even 113-132 Ibarra CH6 3rd 9/24/02 11:29 AM Page 114oooworkingidentity114from old friends, family members, or trusted colleagues.New ordistant acquaintances people and groups on the periphery ofour existing networks help us push off in new directions whileproviding the secure base in which change can take hold.Harris s StoryAfter a four-week executive education program, Harris Roberts,thirty-nine, returned to his job ready for change.A regulatory af-fairs director at the health-care firm Pharmaco, Harris longed forbottom-line responsibility.He had advanced as much as he couldas a staff person.His dream was to head one of the company smajor divisions.The executive program, a general management course foryoung high-potential managers, was part of a well-laid plan, con-cocted with the help of the firm s CEO, Alfred Mitchell, his long-term mentor.His promise to Harris was, When you come back,we ll give you a business unit. When Harris returned, a complicated new product introduc-tion delayed the long-awaited transition.The CEO asked him topostpone his dream.He was needed.Instead of the top job, he wasgiven a role as senior vice president, reporting to the division pres-ident, with responsibility for operations.Harris was disappointed.It was too much like what he had done before, and he was still notrunning anything.But, always one to put the company first, he assented, afterclearly and passionately reiterating his hopes and goals to his men-tor. There s no challenge anymore, he explained at the time.Bring me any product and I can foresee the path it will take, thehurdles it will face, and how to best position it.I know I canmake it work, whatever it is.I m a good tactician.But I want tobe a strategist.I want cross-functional experience so that I canmove from executing a strategic plan formulated by someone elseto being part of the team crafting the strategy. 113-132 Ibarra CH6 3rd 9/24/02 11:29 AM Page 115shifting connections115As insurance, he created for himself a network of mentors, allsenior members of the firm, to watch over his development andhelp him find the next role.It was a busy period.He had been the alumni coordinator forhis executive program cohorts, the one charged with making surethey all stayed in touch.But as the pace picked up, Harris let hiscontacts fall by the wayside.Managing the approval of a radicallynew drug left him little time for extracurricular affairs.And thebirth of his second child made it harder to squeeze in discre-tionary outside activities, like the conferences he liked to attend.Headhunters had started to call after the executive program.Many health-care start-ups were seeking senior talent.People headmired left the company, including a close peer from the earlydays, Georgina James, who expressed to Harris her disillusion-ment with Pharmaco. All my peers had already grown to the VPor presidential level, Georgina explained.We had created a new, creative, cutting-edge business.Therewere no road maps.We really built the division.I doubt whetherI ll ever again experience such great years.But new people en-tered the equation.The firm became more structured, more polit-ical and bureaucratic.I had helped build the company, but Ididn t know how to improve the bottom line anymore.My for-mer boss went to a spin-off.His replacement didn t compare.Under his reign, no one grew.As did many of his peers at Pharmaco, Harris entertained theidea of joining a late-stage start-up as a senior manager, poten-tially as CEO
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