Make yourself indispensable. Volunteer for key projects within your firm.
You can predict what product manager Eric will say before he opens his mouth. You’ve heard Cynthia in marketing express her branding theories maybe two million times. And if the CEO drones on about synergies and optics once more, you’ll have to strangle him with his silk tie.
Thanks to the many participants from across the United States who provided some great feedback and input at the very first InSource Regional Roundtable. Participants included a wide range of individuals from independent designers and creative directors to department heads of major institutions.
Give references a “heads up.” Each time you submit a reference list to a prospective employer, let your contacts know so they are well-prepared.
Many in-house creative services and communications groups grew organically as a result of an organizational unit deciding to hire a few people to do more cheaply (and perhaps more quickly) what the company was paying external agencies to do. The overwhelming majority of such groups start small with informal roles and processes.
Speak to any executive, regardless of industry, and they’ll always be fascinated to hear how other companies run similar functions. When used correctly, benchmarking can be an extremely effective learning and validation tool for leaders who are trying to improve their corporate operation.
March has certainly come in like a lion for me. I live in the northeast, specifically northern New Jersey. And this month we’ve seen our fair share of Mother Nature’s wrath. The first weekend of the month, we lost power for two days due to heavy snowfall. The second weekend of the month, we lost power for four days due to the “storm with no name,” or the “daylight savings time storm,” a.k.a. low-level hurricane. Whatever you want to call it; it was pretty devastating.
Donna Farrugia, executive director of The Creative Group, responds to career-related questions from InSource members. This month, she addresses the issue of managing a heavy workload.
Pinpoint when you’re most productive. It’s important to know when you’re able to get the most done so you can group your more challenging tasks for those periods.
Recently, I had an opportunity to speak with the manager of the creative services group at Saint-Gobain, and I think his story from the past few years can provide some encouragement to other in-house creative leaders who are continuing to experience the pressures of a down economy.