My advice to all is to keep an eye on the ball and understand where you are and where you expect to be every five years and have a plan. If you plan on being ju

My advice to all is to keep an eye on the ball and understand where you are and where you expect to be every five years and have a plan. If you plan on being just an expert or individual contributor when you are 40 or 50, then expect to have to compete with those in their 20s. Not too easy when a 25 year old has fewer responsibilities at home (like teen-aged children) and can spend their spare time learning the latest fringe technology to make it more mainstream. Also not too easy to fit in culturally unless you have the developmental maturity of a 25 year old. (See my note about The Stakes at the bottom.) Adults with no responsibilities can drop acid and go to Burning Man without consequences. Responsible adults cannot without the risks they take impacting others. (in response to a poster's comment) That's what separates the men from the boys, to coin a phrase. No offense to ladies or others. What I am not hearing in all of these discussions is talk of developing leadership fundamentals. They apply not just to one's job/career but to the individual and all aspects of their life. There's 5 levels of leadership: I. Individual Contributor Self-leadership. Responsible for producing work and getting along with others. II. Expert/Manager Expert Best at what they do. Work on more complex projects. Display a special talent. Design a plan for new products. Further develop their craft. Innovate on projects. Demonstrate readiness to tackle more challenges Manager Managers are tactical, focus on the short term. Lead individual contributors and experts. Develop staff. Focus is on improving upon weaknesses necessary to succeed at being more than an individual contributor or expert. Navigate organizational structures. Maximize talent of team. Think strategically about how team contributes to organization goals. III. Leader of Leaders Leaders are strategic, focus on the long term. Focus shifts to training level IIs on their managing weaknesses. Training and developing (mentoring) experts and managers. Role is critical to the success of an organization. Poor managers have a huge and damaging impact because they leave high turnover and disengagement as well as low morale and productivity in their wake. Refined communication skills up and down the organization, acting as a reliable conduit for information to flow up and down. Develop business acumen. Develop organizational strategy. Develop new leadership opportunities. IV. Leader of Functions/Divisions Maximize the contributions of all groups within the function/division. Strategize the development of the function for the future of the whole organization. Builds a competitive strategy. Ensures long term growth. Mentor and engage direct reports. Build key relationships outside organization. Deepen their intimate knowledge of other functions. Attune to industry and market shaping factors (sector acumen). V. Leader of Organization Manages all functional leaders. Sets the vision and strategy. Ensures future success. CEO Build a team of differing strengths. Empower functional/division leaders. Create a motivating culture. Share the vision of the future. Position to be at front of trends. As you move up 3 things change: - Scope of your view - The Stakes/impact of your decisions - Proportion of management and leadership What skills do you need to maximize your potential? What skills do you need to develop for the next level? Leveling up is growing up. If you don't like or want to be a manager or leader, figure out why not, starting with understanding your emotions and managing your stress and anxiety. This is usually what stifles one's development.