What Are The Different Phases of My Career Development From An Employee to A Business Owner

Summary

The author reflects on their career progression from an enthusiastic novice to a seasoned business owner, detailing the various phases of learning, investing, leading, and planning for succession over thirty years in the medical testing industry.

Abstract

The author shares a personal journey of career development that spans three decades, beginning as a fresh graduate in the medical testing industry and evolving into a business owner. Initially, they were full of energy but lacked direction. As they moved through a learning phase, they recognized the gaps between academic knowledge and real-world application, experienced the challenges of workplace politics, and sought mentorship. In the investing phase, they focused on personal growth, completing further education, and developing networking skills. Transitioning to business ownership brought another learning curve, followed by a leading phase where they excelled in customer relationships and business growth. Now in the succession phase, the author is dedicated to nurturing staff, hoping to inspire them to step out of their comfort zones and become potential successors, with a particular focus on those who show exceptional performance and a desire to grow with the company.

Opinions

The author values the importance of mentorship and networking, as evidenced by their investment in a Master's degree, a clinical research project, and public speaking skills through Toastmasters.
They acknowledge the difficulty in transitioning from an employee mindset to that of a business owner, emphasizing the steep learning curve and the challenges faced during the initial years of business ownership.
The author believes that understanding one's strengths and weaknesses is crucial for effective leadership and delegation, which has been instrumental in their company's growth.
They place a high importance on building genuine customer relationships, viewing them as a source of business opportunities and personal satisfaction.
The author recognizes that not all employees are willing or able to step out of their comfort zones, but they are particularly invested in those who demonstrate a proactive approach to personal and professional growth.
They express a commitment to identifying and mentoring potential successors within their staff, indicating a personal involvement in the development of their team members.

I can see them from my staff

I have been working in the medical testing industry for almost thirty years, eleven years as an employee and the rest as a business owner. Along this journey, I learned, changed, and grew.

We are very lucky to have good staff working for us. It is very interesting that as I watch the ways that they behave and perform, they reflect on what I was like during different phases of my career development.

Novice phase: I was freshly graduated and full of enthusiasm. I enjoyed the challenges but had no idea how to channel my energy. The size of my paid check influenced to a certain degree the amount of my extra effort I would be prepared to invest in my career.

Learning phase: I realized I had a lot I did not know. The stuff that I learned but university had a big gap with the real world. I kept making mistakes as I learned. I realized the pain of work politics and tried to dodge it. This phase was painful!

Investing phase: I figured out who in my workplace were my real friends and possible mentors. I sought advice and invested in completing a Master’s degree and a clinical research project. My mentor showed me relationship building is a key to career development. I made myself get out of my introverted shell to learn about public speaking through Toastmasters and showed my initiative to talk to people at work conferences.

Another learning phase: My confidence grew and I had a better understanding of who I am. My business partners and I set up our own business. It was a big learning curve changing from an employee to a business owner mindset. It was tremendously difficult for the first three years. I learned and grew.

Leading phase: Our company started to grow. We had more business and hired more staff. The skills that I picked up along the way allowed me to understand what I am good at and what I need to delegate. I excel in customer relationships as I love people and want to know them outside the business arena. With these relationships, more business opportunities turned up. I found the most satisfying part is becoming a personal friend to our customers.

Succession phase: This is where I am now. I am spending time growing and teaching staff how to become the best of themselves. I could tell more than half of them were reluctant to get out of their comfort zones. A few of them would tiptoe and try but need lots of encouragement to change. Only a small number of them are performing exceptionally. They observed, listened, and understood fully why we do what we do. They want to grow along with us intentionally. I love that. Even better still if they would knock on the company owners’ doors and ask how to move up to our level. I am more than happy to teach them.

Our staff reflect on how I was when I developed my career. The truth is I find it difficult to help them learn and grow by only telling them. I need to show them for a period of time. Even so, only those, who have a desire to follow will become our successors. I know I find at least two. I will make sure I look after them.