Sometimes, getting ahead means moving sideways
“Up or out.” That’s the rule at many large consulting firms, as well as a lot of other business. Talented, ambitious business leaders look for opportunities to rise through their organization for all kinds of reasons—money, status, influence, broader scope, interesting work, etc.
But a recent article in The Economist suggested that the path to success is often not straight up. Lateral moves may not have the same cachet as promotions, but they are often an important part of getting ahead.
Why lateral moves can help you leap forward
There are a bunch of reasons why lateral moves make sense:
Lateral moves are a good way to learn new skills. For example, I have noticed that some highly talented leaders lack expertise in the quantitative side of the business. They may be great people leaders or highly creative strategists, but when it comes to the numbers, their eyes glaze over. Sometimes they are even math phobic. But numbers are the language of business. A rotation into a job that teaches them accounting and finance skills will open doors to many new opportunities.
The senior leaders of most companies have broad capabilities. It is rare for someone with deep expertise in just one area to be promoted to a top leadership role.
Lateral moves facilitate making new contacts. Creating a broader internal network is an important step toward increasing a leader’s sphere of influence.
Moving to a new role at the same level can reduce boredom. Leaders can wait a long time for the job above them to open up, and the higher they go, the fewer the opportunities for promotion. In the meantime, a lateral move can provide stimulation, stretch their skill set, and keep them engaged and growing until that top job opens up.
Make your own HiPo path
Many companies have structured high-potential (aka HiPo) leadership programs. They identify leaders who have the ability to rise to levels of greater responsibility and then provide them with experiences designed to accelerate their development. These experiences often include working in multidisciplinary teams or rotating through roles in other parts of the company. But leaders don’t have to wait to be selected for such a program. They can design their own HiPo program by seizing opportunities to explore lateral moves.
I can personally attest to the value of a lateral move. When I decided to leave my clinical psychology practice, I was the owner and leader of a thriving small business. I took a job with a well-regarded consulting firm, which involved taking a cut in both status and salary. But the five years I spent at the firm gave me the broad training and experience to start my own company. I now enjoy both fascinating work and a good income that I would not have achieved without that lateral (maybe even downward) move.
If you would like to learn more about how to plot out your path to success, contact me at ggolden@gailgoldenconsulting.com.
