Can
the principles of evolutionary biology be used to guide our
careers? I pose the question strategically, rather than for those
who suspect that monkeys in the executive suite are playing dice
with their destiny.
For a select few, rising to the senior ranks appears to take
place consistently and seamlessly. But many aspiring executives
run into invisible barriers as they navigate the corporate
hierarchy.
How should an aspiring senior executive look at their career,
especially if they feel they have the qualifications to rise, yet
seem stuck in middle management?
At a certain point in a career, there is less definition around
climbing an organizational pyramid. At the upper reaches, there is
hardly a pyramid at all. The qualifications for a director-level
role are obvious compared with those of a CEO.
This is where evolutionary biology enters the picture. In the
1970s, Stephen Jay Gould, a Harvard University paleontologist who
died in 2002, proposed his "Punctuated Equilibrium"
theory of evolutionary development.
Gould, also known for his column in Nature magazine and a guest
appearance on the Simpsons, theorized that species do not evolve
in small consistent steps, as previously thought. Instead,
evolution tends to be characterized by long periods of relative
inactivity ("equilibrium") that are
"punctuated" by changes in the environment, leading to
episodes of rapid, revolutionary development.
Career Punctuated Equilibrium
I've observed a dynamic resembling punctuated equilibrium with
some frequency in the careers of executives I work with. Usually,
their careers take off quickly, but seem to stall after 15 years
or so. They feel frustrated and are tempted to leave their
organizations and seek opportunity elsewhere.
Most often, I counsel such individuals to stay where they are.
Just as in evolution, they are often on the verge of breaking
through to the next level, if they stay focused and do some hard,
unsexy but necessary work.
Sometimes of course, such executives have hit a dead end in
their organizations or even in their careers. How can an executive
distinguish between a career that is moving upward in a
"punctuated equilibrium" style and one that is actually
stagnating? Here are four critical factors:
• The job you are doing is substantive, even if it isn't
glamorous.
• The organization is of major-league quality, even if it
isn't a winning team. The organization is usually a large one.
• The role has general management responsibilities, with lots
of learning curve for senior executive critical skills. P&L
and leadership responsibility are examples.
• The executive still has visibility to and support of the
senior executive team, even though the rewards seem inadequate.
Here are three real-life examples of senior executives I've
known a long time, who have taken alternative paths to senior
leadership:
Dominic. A bright, entrepreneurial executive, he started
out in the computer services industry, where he was in charge of
product development for several human capital start-ups. At one of
them, he was made chief operating officer just as the firm
contracted from hundreds of employees to dozens, leaving him the
task of laying off several hundred people.
It was as unpleasant a corporate role as could be imagined, but
it gave Dominic invaluable seasoning. Combined with the innovative
skills he already had, he was ready for his next job, running a
large division of a big publishing business
Matthew. After 10 years at a global management
consultancy, Matthew had state-of-the-art experience managing
Fortune 100 client projects and building new outsourcing
businesses. Yet the eclectic nature of his experience had slowed
his growth on the track to a partnership. He felt frustrated, and
he was tempted by various dot-coms that would have been glad to
have him.
Instead, Matt stayed at the firm three more years, wearing a
variety of hats in starting new service bureau businesses, and
consulting on merger and acquisition activities. He was rewarded
by being recruited to a big outsourcing vendor, as vice president
of operations.
Gretchen. A cerebral and driven IT executive, Gretchen
had gambled on several start-ups early in her career. After 10
years, she was a senior manager at a third-tier software company.
Rather than try again to hit a home run, she joined a very
large computer vendor that was facing serious challenges in the IT
market. The culture was not the entrepreneurial sort Gretchen
preferred, but she made the most of the opportunity and
distinguished herself by her hard work, strategic ability and
positive personality.
She was promoted to vice president in three years and rotated
among a variety of executive roles in an organization where she
had few peers. After seven years in the company, she was hired
into a senior executive role by a very large not-for-profit
organization, where she plays an important role in designing
future strategies and manages several thousand employees.
Bottom line, there are never enough top leaders. If you are
growing in your role, and the right people know it, you'll
probably get a chance at the brass ring in the long term.
