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A revised and updated edition of the career advancement guide that advocates working smarter, not harder, from one of America's premier career consultants.
Do your job, do it well, and you’ll be rewarded, right?
Actually, probably not.
According to career guru Donald Asher, advancement at work is less about skillsets and more about strategy. The revised and expanded edition of WHO GETS PROMOTED, WHO DOESN’T, AND WHY details exactly what puts one employee on the fast track to an exceptional career, while another stays on the treadmill to mediocrity.
Whether you’re new to the workforce, repairing a recession-damaged career, or feeling stagnant and overlooked at work, this book is your ticket to advancement. Learn:
∙ why timing is more important than talent
∙ how corporations actually make promotion decisions
∙ how to avoid career mistakes you don’t even know you’re making
∙ what women in the workforce particularly need to know
∙ and the twelve proven strategies for promotion regardless of
your industry and experience
If you want to know how to control your career destiny, the solution is to work smarter, not harder. WHO GETS PROMOTED, WHO DOESN’T, AND WHY will help you do just that.
- Sales Rank: #47155 in Books
- Brand: Asher, Donald
- Published on: 2014-05-06
- Released on: 2014-05-06
- Original language: English
- Number of items: 1
- Dimensions: 7.99" h x .56" w x 5.20" l, .50 pounds
- Binding: Paperback
- 208 pages
Review
“I doubled my income with the tips in this book!”
—Adele Liss, public relations executive, San Francisco
About the Author
DONALD ASHER is one of America’s premier career consultants and a featured speaker at conferences and colleges coast to coast. He is a contributing writer for the San Francisco Chronicle, the Wall Street Journal’s CareerJournal.com, MSN Encarta, as well as magazines and newspapers nationwide.
Excerpt. © Reprinted by permission. All rights reserved.
PREFACE
Dear Reader,
Thank you for picking up this book. It has the potential to change your life. Everything that happens to you from this point on can be different. You can have a different outcome, a different future—different from other workers, and different from the other you, the one who didn’t pick up this book, the one who didn’t try to maneuver for promotion.
This little book went around the world in the media, and was named career management book of the year in Joyce Lain Kennedy’s nationally syndicated column, Careers Now. The award-winning career portal QuintCareers named me a “Career Mastermind” because of this book. When you register that you have accepted a job offer at Columbia Business School’s MBA program, they hand you this book. Many other graduate and undergraduate programs use the book in the same way. “You got a job? Great. Now use this book to create a reputation and get promoted.” I deeply appreciate career centers and all that they do for students. Thousands upon thousands of you, readers from around the world, have used this book to achieve your goals, and I look forward to each and every one of your emails and stories. Your success is eternally gratifying to me.
The tips from the book that seemed to resonate the most, according to your reviews and in your letters and emails, were these:
• A promotion is never a reward, it’s a prediction.
• Irreplaceable people cannot be promoted, ever.
• There is a structural bias in favor of hiring from outside rather than promoting from within, and you must provide certain specific assurances to overcome that bias.
You’ll see these, and much, much more, in the following pages.
The first edition was a bit of a risk. My editors weren’t sure if it made sense to write a book just for top performers and highly ambitious people. I believed that there was plenty of reason to do it. First of all, the majority of workers don’t read any career books at all, so an author is automatically writing for the top half of all careerists. But I knew there were smart, ambitious people out there who could put these principles into play, who didn’t need the kind of rudimentary advice in other guides, who didn’t need to pay money to read advice like this: “Polish your shoes.” I wrote this book for smart, ambitious, hard-working, accomplished contributors. It’s the opposite of remedial. It’s about optimizing and maximizing your career experience.
The tips and techniques that made this book a success did not come from me. They came from the highly ambitious people I met in my career coaching business. I spent twenty years studying what fast-track careerists do, and I have distilled their advice, and their strategies and techniques, into this tome. I am merely the vessel. The content comes from the real experts, that is, people who get promoted, again and again, throughout their careers.
By the way, you do not need to decide to become a fast-track careerist to use the techniques in this book to solve a career problem. You may not become one of those people who will move to Outer Siberia if it will lead to career advancement, or who will turn your entire private life over to a concierge so you can grind out insane hours to win a promotion. You can use these techniques at will, ad hoc, when and how you need them, to best a rival, fix a problem with your boss, improve your reputation, and so on. The techniques work when and how you choose to deploy them. I invite you, however, to push your limits. The fast-track careerists are onto something. If you love your job, you’re pretty likely to like your life. Most of the fast-track careerists who gave me tips for this book love to work, and they love their work.
The other source of information for this book came from human resources professionals, the people who have to decide whom to promote and whom to pass over, whom to offer a stretch assignment and whom to reassign into a less responsible role. Some of the best warnings about what not to do came from them, the most important of which is: Don’t go over your boss’s head without her permission, ever (see chapter 6).
Young people, in particular, don’t seem to get this warning, and it is just as sound advice today as it was a generation ago. Sure, you can email anyone in America today and, yes, we do have the First Amendment, but a lack of consideration of why this is a rule will land you in big trouble with the one person who most controls your destiny, your boss. Mess this one up and you’ll not be needing a promotion, you’ll be needing a new job. Many readers wrote to me about this advice from the first edition, and expressed appreciation for it being so forcefully presented. “I get it, now,” they said.
There was something missing from the first edition, however, which became glaringly obvious when Sheryl Sandberg released her bestseller, Lean In: Women, Work and the Will to Lead. There really are gender differences in play at work. Sandberg meant to throw down a gauntlet and respark the feminist movement. I think she has changed the face of career planning, and changed the center of gravity toward individual women and their choices and away from large social forces. In other words, I think she has established that women can choose and act within a system rather than be acted upon by that system. She did a wonderful job, a public service, and it is certainly a public service she did not have to do. No billionaire has to write a book, let me assure you. You have to read Lean In and you have to check out the movement she launched at leanin.org and hundreds of websites and blogs that are inspired by this work.
I have woven some of these concepts into this book here and there, but I have also crafted an entirely new chapter about women in the workplace, chapter 11, “Women: Take Control of Your Career!” Whether you are a woman, work with women, or have important women in your life, I hope you will take something from it.
The flip side of this is that I discovered there are still some Neanderthal young men out there. I thought they were a dying breed, but my correspondents and certain news items assure me they still exist. I put a rather strong warning beginning on page 43 about that, which I consider part of acknowledging gender differences in the workplace. Again, whether you are a young man, work with young men, or care about a young man, this is an absolutely critical piece for them to grasp. Apparently, social networks and the education
system have failed to provide this absolutely critical piece of information. And, by the way, I do consider this remedial—remedial but necessary.
Finally, in this edition I have beefed up my coverage of what to do if your career stalls. I have a full chapter on career repair, chapter 10, “Know How to Repair Your Career,” beginning on page 159. As part of this, I have improved my coverage of what to do about the crazy and mean people you may have the pleasure to encounter at work. I explicate a career repair system that includes more about when and how to change jobs to advance, which is not part of the other chapters. One gets promoted inside a company, but sometimes you have to give yourself a promotion by abandoning your current employer and seeking a better opportunity elsewhere. If you suspect your career needs repair—for example, you are way more than one promotion away from where you belong—you might start with that chapter first, then restart the book from the beginning.
Readers like you have improved the book, and I hope you will give
me your stories to improve the next edition (don@donaldasher.com).
My very best wishes for your continued success,
Don Asher
Most helpful customer reviews
19 of 19 people found the following review helpful.
Who Gets Promoted, Who Doesn't, and Why? Probably Not Because They Read This Book
By Jack Jacob
Donald Asher is well-known by many in the business community as the author of a book, now in its second edition, that outlines for them how to get promoted. He includes both how to get promoted and what to avoid to keep it from happening. His subtitle is “12 Things You’d Better Do If You Want to Get Ahead”. Since this is a business book, it make sense that he draws all of his illustrations from the business world. While Asher has some great things to say, many of these are self-evident and his mentioning of them is not all that helpful or insightful. For instance, he talks about anticipating change and offering yourself as the solution to the problems or opportunities that change presents. The problem with his encouragement to ride the wave of change comes from the assumption that a person can see all changes and that a person can remain nimble and trained up enough on potential futures to be the answer to anything that might come up. While this would be the best scenario, it is not always possible, nor practical. I realize the reader might be thinking that I am merely claiming sour grapes and not wanting to change and that this reluctance is driving my criticism. My point is simply that it is not always possible to know what is coming, nor economical to train for every potential future.
Asher presents a pyramid for getting promoted in the second chapter of his book. I found this both helpful and a little presumptive. He says that doing your job well is the foundation for future success (again, very obvious), but goes on to say this is not enough. You have to:
1. Do your job well.
2. Make yourself known to the right people.
3. Develop the skillset needed for advancement (see note above).
4. Be available when opportunity knocks. Package yourself for promotion.
5. Win the promotion.
While all of these steps are helpful, they are also nothing new. What is new is that a person would approach their current situation with an eye always on promotion. And herein lies the true power of Asher’s book. Asher suggests that doing one’s job is no longer that best indicator of who is eligible for promotion. For instance, he suggests that anyone who becomes so good at their job so as to become irreplaceable has actually worked against his or herself for promotion. The military has seen their way around this conundrum for a long time, but they have the endless pockets which come from your tax money. For businesses with limited resources, and profitability at stake, this is too often the case. Many employers and senior managers would rather not take a chance on moving someone with a known skill set to a position they may not be able to fill. They do not want to lose the productivity or mid-level leadership. So, while a bit confusing, a person is to do their job well, but not too well.
Asher’s main contribution in Who Gets Promoted and Who Doesn’t and Why is that he challenges the average person to be become more than average and to seek to reach their full potential. He suggests this through being a constant student of the company, people, the art of selling yourself and your company, and the art of reading and managing people. This is worth the cost of the book for the person that has not considered such things before. For those that read this type of material, and for those who have worked in the business world for any amount of time at all, this is obvious and need not be shared.
If I sound like I am confusing and ambivalent towards Who Gets Promoted and Who Doesn’t and Why, it is because I am. The book is the same, so it is fitting. If you have not read any material on promoting yourself, get the book. If you have, don’t bother. If you work in a company that leaves the door open for promotion, and you are not sure how to step through, get the book. If you don’t work in that environment, save $15. If you need a motivational push to get going, read the book. If are already motivated, don’t get bogged down in reading the book. You are probably already doing what Asher recommends.
Disclosure of Material Connection: I received this book free from The Crown Publishing Group as part of their Blogging for Books Program. I was not required to write a positive review. The opinions I have expressed are my own. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”
1 of 1 people found the following review helpful.
If you want to get ahead, buy this book
By Blue Skies
The best book on this subject. No non-sense, practical, sensible advice on how to survive and thrive at work. It is an honest book, so be ready for some hard truths. But I think this book is exactly on-point, and I applaud the author for making this information available to us, and distilling it in a way that's so easy to understand (and with discipline, to implement).
In fact, after I read this book, I had a lot of "aha" moments. Things that used to confuse me before are clear now. This book will allow you to understand how companies make decisions, why you didn't get promoted after your glowing review, how to navigate the office. It's an indispensable book for anyone who cares about their career.
4 of 4 people found the following review helpful.
This Book Will Help You Advance Your Career
By Derek Dix
Every person I know wants to have a great career! Who wouldn’t want to have money to buy the car they want, go on that vacation they want, buy that house, get a pay raise every year, and never have to worry about money again? Many people have these desires, so why is it that so many people are having a hard time landing that “perfect job”?
In this book, Donald Asher helps us to see 12 areas where we could be (most likely are) making mistakes when it comes to our career path. We all know some things about career planning, but do we really understand what we need to say and do to get where we want to be? Don’t worry, after reading this book I came to realize that I really had no idea!
The book is divided into 12 easy to read chapters. Each one covering an aspect of career building/planning that we often don’t think about. He covers areas like: knowing when to look for more work, how to promote yourself, education, having a plan, repairing your career, and many others.
I would highly recommend this book to college students, people who hate their job, those working part-time, and anyone who wants to see how they could advance their career!
I do book reviews at bookreivewswithderek.wordpress.com
I blog at nextwithderek.wordpress.com
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