• How to Make a Promotion Work for You

    POSTED September 5, 2017

That promotion or new job finally came through and you are about to make a name for yourself. Yahoo! But what do you do now? Here are some points to consider.

Learn as much as you can about the expectations of the new position and how it will be evaluated. What were some of the pitfalls the previous person experienced (or caused) and what objectives were or were not being met? Your new boss will have all this information, even if they don’t give it to you all at once. Keep digging.

Ask the people who will be working for and with you about their thoughts on the department’s success. Their insights will set the bar for success, because they will be assessing your performance as much as your boss will. It’s critical to have their support.

While it may be exciting and compelling to jump right into your new role, take some time to strategize the first 90 days. An excellent resource is the book “The First 90 Days” by Michael D. Watkins. He gives you a structure for your plan and plenty of sage advice for your first three months. A game plan is key to having everyone do their part.

In your planning, look for ways to easily succeed in the early days. These wins will go a long way if something doesn’t work out later as you hoped. Give credit where it’s due, but don’t forget to let the boss know the role you played.

None of us work alone. Your 360-degree “village”—those above, below and anyone from outside who supports the business—are very important to the success of the business, and you. If, by chance, you stepped over someone to get your new job, never step on that person’s toes or hurt their reputation. It will only backfire, and you could be the next one out the door. Showing your appreciation for a coworker’s knowledge and efforts will always win the day.

Even the little things matter. Life is short, so celebrate the times when things go well. That high five from the client is something you can share with the team. Surprising everyone with doughnuts or an early afternoon release is a nice gift. Little rewards add up and don’t have to usurp your budget.

Take time to self evaluate. What went well? What could have gone better? Have a recap discussion with the team. There’s always room for improvement, so be open to the small ways the process can be better.

You’re only as good as your last project. Incorporate this same process for each and every project, keeping in mind how everyone contributes, and you will be a good leader. Now get out there and show them why you’re worth it!

With the fast-paced speed of events, follow-up is often forgotten, or the effort put forth is minimal. As the event host or planner, devoting more time and resources to the follow-up offers many benefits yet to be tapped by the broader event planning community. Professional event planners are experts in logistics, details and the experience, and often solely focused on executing a flawless event. Their engagement ends when the event ends.


Organizations take valuable time out of important face-to-face retreats to engage in what many organizations refer to as “team-building.” Buyer beware, as much of what you are seeing is team-building junk food. It’s time together, but just as in the true nature of junk food, these experiences can have a damaging effect on teams and the experience.