Is it time to shed your ‘junior’ label? How might you show you’re ready? When I started my career as a fresh graduate at a large employer, there were a number of rungs in the progression ladder to mark the development of our skills and knowledge. The system was predicated mostly on spending a few years at each level to gain the required on-the-job experience: junior specialist, intermediate specialist, senior specialist etc. 

Each role level also had required competencies, which allowed managers to delineate between them – a system I now know as a ‘competency framework’ or ‘capability model’. But, as I’ve continued to get more and more ‘senior’, my memory of the requirements has faded! 👴 

In this article, I discuss the shift from junior to senior roles. Read more for thoughts on the contributions we make at work, benefits of experience, and practical tips for being seen as more senior, including framing, looking up and outside, asking for help, crafting your brand, and more… ​

One of the BIG questions while we're diligently studying towards our professional qualifications is what to specialise in... Many designations have choices available, particularly where these allow you to work in different domains. And, the options are generally increasing over time! 

When I was writing my final actuarial exams, we had to study all 4 specialist technical subjects available, before we could then choose one 'fellowship' exam from the options available. These days, students choose 2 from many more options (now called 'specialist principles' subjects): health & care, life insurance, pensions, investment & finance, financial derivatives, general insurance reserving, general insurance pricing, enterprise risk management, and banking... 

All this choice means that professionals can find choosing a struggle, particularly where they have multiple interests and/or want to try other domains in future. Hence the focus of this post, based on some excellent suggestions from Shubham Mehta. 

Try these steps to help you make YOUR choices: 

1) First, consider all the options available to you, including perhaps less common ones - for example, you may be able to 'convert' another qualification or degree, such as a Masters in a related subject of interest to you; you should also investigate which options your employer might be willing to sponsor, as part of their study policy - a discussion with your boss and/or Learning & Development team may help 

2) For your shortlist, review the syllabus of each subject to assess what topics it covers - your professional body should have detailed guidelines (sometimes called 'learning objectives') for each subject. Reflect on which topics: 

• are of more interest to you (which will make them easier to study), 
• you already have practical experience of at work (which will increase your likelihood of giving good answers in the exam), and 
• are more likely to help you in your future roles (which will help you actively steer your career as it evolves) 

3) Your reflection will allow you to narrow down your preferences even further. You may wish to discuss the options with others, including your boss, peers, family, allocated mentor at work, and/or independent professional mentor or coach. Aim for forward-looking conversations, as these can help you assess what combination of skills will allow YOU to add most future value, given your existing strengths, personality and preferences as well as how the world of work is evolving. 

Don't simply follow the 'standard' route, unless you actively decide that suits you too. Remember that it is YOUR career, and you are aiming to make a good choice for your unique circumstances and preferences i.e. be deliberate about steering your career. 

And, your choice isn't irreversible - once you get stuck in, you may feel that a subject is no longer appealing to you. You can change, and choose another. Many successful professionals have changed their minds! You may even later, after qualification, wish to do additional subjects and/or certificates as electives. That's not as crazy as it may sound - ongoing development is important as professionals. One example is Shubham's own preference to write the enterprise risk management exam as as additional exam for broadening his skill set. 

Do these suggestions ring true for you too? How have/did you approach(ed) your choices? 

At Protagion, we regularly work with executives who are taking on new roles, and are eager to add value quickly - which is why they approach our professional mentors and coaches for external guidance. Stepping up involves stretching ourselves, so support as we do this is invaluable. In this article, we share suggestions for those of you taking on new roles, including areas to focus on during the first three months as you get to know the environment, build relationships, set a vision, and develop your roadmap. We also discuss shifting into execution for the rest of your first year, plus iterating and evolving thereafter. 

This article has a financial and/or risk slant, but the lessons generalise to other functions too, whether you’re stepping up into the C-Suite, leading a function, managing a team, or have ambitions to broaden your organisational influence in future. A lot is about mindset i.e. seeing yourself as a strategist who helps craft the future direction of your team, function and/or organisation, and focusing on sustained impact through your collaborative performance. 

Read more to dive into detail on the key aspects to concentrate on when taking on a new role, so that you can hit the ground running and have a meaningful impact in your first 90 days and beyond…