| The biography of a manager is an elaboration of | | | | to switch to a management position. The obvious |
| an existing idea. Peter Drucker stressed that the | | | | pitfall is that the role of the specialist (where |
| first task of every manager consists in deciding | | | | every situation is unique) conflicts with that of |
| what business to move in. In a more general way | | | | management that must foster a general |
| you could rephrase this and refocus this viewpoint | | | | approach. Another latent conflict is where the |
| towards the proposition: "what are you going to | | | | specialist wants to try to solve issues himself, |
| do, to achieve your goals in life?" | | | | where he now must delegate to others and |
| 1. Looking back. | | | | motivate them to do so. |
| The idea of a biography is that it can only be | | | | But the biography of a manager is useful on the |
| registered after someone has done something. | | | | path towards management. |
| People build their curriculum according to what | | | | 2. Looking forward. |
| they have done: | | | | Many have been there yet. They are facing their |
| That starts with the question: What have you | | | | first job. What should that first job look like? |
| studied? What subjects did you like at school and | | | | Perhaps you accept everything on your path. But |
| what was your first focus. Some dream of | | | | then the next job and the next, and ... Those who |
| becoming a physician, others of becoming a | | | | "designing" their career can virtually design a |
| lawyer, etc. | | | | biography of what they would like to do and |
| When people apply for a job they write their | | | | according to the state where they are now, |
| biography in a concise way. They add their | | | | concentrate on the competences and relevant |
| curricular activities they have been engaged in. | | | | experience in order to become a successful |
| What trainings and additional education they have | | | | manager later on. |
| received. Think also about what have you learned | | | | Questions you should ask in this case are for |
| "on the job." And some moment in time, people | | | | example: should I switch often or build on |
| make set the step to becoming a manager. In | | | | experience in one company, should I explore |
| many cases as targeted in advance in other | | | | different sectors or stick to one, etc, etc. In |
| cases it just happens. Whatever what depends on | | | | short should I accept any opportunity or should I |
| the opportunities and own actions. | | | | let go one that doesn't fit my future ambitions, |
| In short, think about your biography as a | | | | and how do I explain my curriculum along the |
| manager. Think what you have done so far and | | | | way? Is my job experience like a series of "loose |
| from it your strength and weaknesses as a | | | | articles" or do they read as a coherent novel... |
| manager will show. | | | | H.J.B. |
| An example: a medical specialist has the ambition | | | | |