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• W2010702456 abstract "Partner with your boss and think like an owner. Julie Hermann, executive senior associate athletic director and senior woman administrator at the University of Louisville KY and president-elect of the National Association of Collegiate Women's Athletic Administrators (NACWAA), expanded on these career tips and others at the group's annual convention in Fort Worth TX in October. Her advice to athletics administrators and others applies to almost anyone hoping to rise in campus leadership. You probably spend more time with your “day partner” at work than with anyone else. What do you think that person values in a partner? What do you value in a partner? That's likely a good clue to what your boss is looking for. Hermann listed her top eight in rank order: It's easy to let these slide through inattention. If honesty is on your list, are you practicing it every day? To make sure she can be relied on, she carries sticky-notes when she walks around so she can remember what she has agreed to. Almost everyone reports to somebody, as she does to Louisville's director of athletics. “If you're not the AD, you are an assistant coach,” she said. You've been hired to assist him, with all his strengths and weaknesses. Your job is to partner with him every day to move the program forward. To do that, be ready for any question your boss comes up with. It shows that you're smart and you've thought ahead. She asks the AD how she can help him. What does he need? She has far too much to do; she has to prioritize, so his needs will guide her choice of priorities. Her goal is to swim like a duck, appearing calm on the surface while she paddles like crazy underneath. Can you be loyal even if the person who hired you is a bonehead? You'd better! Welcome his weaknesses as a partnership opportunity. If he's a micromanager, he may lack a clear vision and need to hear your views. Start by asking what really matters to him. Being a great partner positions her for advancement. “They promote women because they're their buddy. I can be a buddy,” she said. She can hang out after the football game long after she wants to go home, holding a can of beer even though she doesn't drink beer. Position yourself next to the people who make the decisions. Get to know a senior administrator so they'll think of you when they're trying to decide whom to give a plum assignment to or whom to promote. Seek insight from senior managers on their experiences and ask ways to make a contribution they'll value. Hermann was born and raised in Nebraska, where her father had two businesses. He hired two guys to pump gas. When they weren't pumping gas, they were expected to clean up and pick up trash as though they owned the place. Their job wasn't just to pump gas but to help the business to succeed. “Act like an owner, not a renter,” she said. See yourself as a leader no matter where you are in the organization. If the department has to raise $60 million, think or ask what you can do to help. Never, ever worry that a task is outside your job description or act like it's not your job. It's not enough just to do your job and take a paycheck. Unless you act like an owner, you are not going to advance. “I'm completely, totally invested in the organization. I need to demonstrate that,” she said. She wakes up at 3 a.m. trying to forecast issues and look at alternatives. Now her boss asks her what woke her up last night. Points on her “Do” list include: To move up in leadership you need practice in managing others; it's a whole different skill set. Move as quickly as possible to get someone reporting to you. Don't grouse if it's someone incompetent—that's your golden opportunity! “The greatest opportunity is to take an incompetent and whip them into shape,” Hermann said. She listed five keys to managing incompetents: Of course you'll need to acquire and demonstrate other skills too. Go to areas outside your own and ask how you can help out. The higher you rise, the broader your responsibilities will become; Hermann currently supervises 18 women's and men's sports along with student development, sports medicine, strength and conditioning, marketing, development and academic support for students. You never know what skills you may need up the ladder. Seek out assignments that involve you directly with students and other key groups. Look for chances to increase the range of work on your plate, and make reports that communicate your body of work to others. Say “yes” until it jeopardizes your competence and mental health. Tell others what you'd like to have a shot at and why. If you're asking for opportunities and your boss doesn't respond, take her to lunch. Show your sincerity and caring; ask if she's overwhelmed and how you can help. Say, “I want to learn. Give it to me for a week and see if I can make any headway.” If you're the one who is getting overwhelmed, it's all right to say you're at capacity. Suppose your boss assigns you the straw that would break the camel's back. Explain that you're now doing A, B and C, so which tasks does she want you to drop? One boss responded, “Never mind, I'll give it to my secretary.” The more you lead, the more invitations to leadership will come your way. Hermann was on the university's Committee on the Status of Women and the Gender Equity Subcommittee of its NCAA Certification Self-Study Committee, which issued its report in 2003 documenting gains toward gender equity in athletics. Off campus she's served on a number of Louisville community boards including the Frazier Rehab Institute, Metro Parks, Women 4 Women, the YMCA, the Louisville Sports Commission and the Kentucky Sports Commission. Several questions and answers in her NACWAA round table related to the strategies of moving from one position or college to the next. Q: What if there's no room to advance at my school? A: To have any leverage you must be willing and able to relocate. Build your network through conferences and organizations. Meanwhile, prepare yourself in case the person above you drops dead, Hermann advised. She has moved repeatedly, with important stops along the way. After playing volleyball as a student athlete at the University of Nebraska, she coached for two years at Wyoming and then as an assistant at the University of Georgia. She spent a season at Northern Arizona University and six seasons as head women's volleyball coach at the University of Tennessee. As an assistant coach with USA Volleyball, she helped the national team to earn a silver medal at the 1997 World University Games. Then she joined the University of Louisville staff, where she remains. Q: How long should I stay at one school? Should I jump around or park myself for 15 years? A: When she's hiring, Hermann doesn't much care how long you've been at each place. Six months is too short; you need to complete a whole season or year. She prefers to see at least a year-and-a-half or two years. If you're bored and can't contribute to the whole effort at a high level, though, you're going to look around. Having been at one school a long time won't hurt your advancement, if your resume changes over the years. You need to be doing different things as the years go by. Q: What if your job changes but your title stays the same? A: People get hung up on titles. They create silos and little empires. Make sure your boss knows what you do and what you've been working on. On your resume, lay out the sequence of what you've done by years or intervals with bullet points in each section to show a progression over time. Whatever you do, avoid these career-killers: Q: I want to move to Division I. Should I accept a lower-level job to get there? A: Take the job only if it interests you. Don't sell yourself short; you can learn wherever you are. What counts is how you present yourself professionally. In Division II you can pick up a wide range of skills that will position you for the move to Division I. Become an AD no matter where; then you can move up to a higher-level school or program. Q: What if I'm happy in my job but want to put out feelers? A: How much to say when depends on your boss. Mafioso loyalty demands you stay absolutely on task where you are, as long as you're there. At the stage of putting out feelers, your boss shouldn't get a whiff of divided attention. The last thing you want is a reputation for dating around. “This is my day marriage. Date around with caution,” Hermann said. On the other hand, at some point you'll need to broach the subject so administration isn't totally ambushed—and so they're prepared to give you a recommendation. Say there's an opportunity screaming at you and ask what they think. Soliciting your boss's perspective on a prospective job is an opening to discuss your current one. If you've been doing the same thing for 10 years, they may see you as a lifer; another school's interest in you could jog the possibility of new assignments or a promotion. When you say this job no longer fits you perfectly, that may lead to collaboration in creating a job you like better. Q: What about asking for more money? A: Try to position yourself so that it would cost the school twice as much to replace you. Build up your body of work and make sure the decision-makers know about it. Don't ask for more money as such; ask what contribution you could make that would add value to the program. If the organization has no money, that's a different matter. Look for creative ways to raise money. Add financial value by getting freebies from vendors in exchange for promotion or tickets. It's hard not to compensate you if you're taking costs off the ledger. Thinking like an owner and acting like a leader can become a self-fulfilling prophecy. Contact Julie Hermann at: julie.hermann@louisville.edu" @default.
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• W2010702456 title "Wondering How to Position Yourself to Advance?" @default.
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