SALARY/JOB RESPONSIBILITIES UPDATE

One of the most frequently asked questions by both candidates and clients alike is salary/total compensation ranges. Periodically, I update the figures. Now that you can reach me via e-mail, I’d like to post a survey form toward mid-June asking you not only the standard questions about what you are earning, but whether there has been any significant change or anticipated change in the way or frequency your compensation is adjusted. I’d be very interested in your level of satisfaction with the formula employed by your organization. These comments would form the basis of a report I’d like to write in early fall. Meanwhile, here’s my update on salaries tied to job responsibilities.

The first three years ($20,000-$45,000).

These are the tactical jobs -- junior account executives, coordinators with smaller (second tier) agencies, and non-profit #3 jobs in PR departments. This is the time to invest in a career. The watchword is hustle and "can do." Basic writing skills are all that is expected. An ability to follow instructions and to meet deadlines (say "yes" and mean it -- engender trust) is critical. By the way, interpersonal skills (being a nice person) are essential unless you are interested in research. Liking action, the "rush" from meeting a deadline, and enthusiasm lead to success.

Pay attention to clues about natural talents. When assignments are handed out do you take a piece and tackle it as a single contributor? Do you solve client problems through writing e.g. an article, press release or plan? Do you naturally team up and form a small group to find solutions? Do you jump on the phone and develop ties to the media? (Are you a relationship person who really enjoys contact with your media buddies?) Are you an information maven? (Do you know what the latest news is, and do your teammates come to you for current technical or client developments?)

You can tell if you are succeeding and which talents are perceived as being stronger by paying attention to these clues. In meetings are you making suggestions that your supervisors are adopting? Are you being invited to more meetings and being taken to meet clients? Is your copy being edited less? Are you being given more or less writing projects and/or being shifted to media relations contact (versus updating media lists)?

The critical period from three to seven years --  Moving beyond Account Executive to Senior Account Executive to Manager or beginning Supervisor ($45,000-$70,000):

During this time a junior professional with promise will succeed in making a major leap – becoming a self-starter capable of initiating and adding value to client projects. He will not be a broad-based strategic contributor. He can be relied upon to make sound decision about what he can tackle on his own (and when to ask for clarification) in the area of trade and business media relations. He will have developed an ability to manage projects (such as a media tour or trade show) and he will be able to set and meet deadlines. He will also have effective people skills either as a single contributor or as a supervisor of a small team. To develop these capabilities is not only a matter of "doing" but of maturity, intelligence, and personality. Succeeding at this level requires a far more complex combination of talents than needed for a beginner. Not everyone has all the pieces and succeeding at the beginning stage is no guarantee that a professional will move to the next level. This timetable is optimal and not everyone moves so quickly.

The Middle Management Professional --  Agency Supervisor to Corporate Communications Manager with seven to 10 years experience ($70,000-$100,000):

This is where a successful professional makes major career decisions. He has assimilated the basics and is ready to contribute to an organization through a well-rounded skill set. There are more jobs than there are people at this level. Making the best career decision is difficult. Here are three basic paths and the critical qualities required to succeed.

The agency path -- a Supervisor can continue along with a top-tier agency managing bigger clients, budgets and overseeing larger groups. The focus is on project management, multi-tasking, client relationships and new business/marketing. The direction is not primarily internal, operations or people/development intensive. Near term results not long-term strategy makes the client happy and determines success.

The Start-Up or small company track -- with good all around skills, an enthusiastic high-energy self-starter, can be drawn like a bee to honey to this situation. There are "start-up junkies" who love the rush and excitement of forming a small team and "just doing it." With few resources internally, the manager must be "street smart" to cut corners and get the job done. The focus is market support and media relations; this is not brain surgery. Being strategic is very narrowly defined to project work (trade shows) and press tours. Flexibility is essential -- every day is a new challenge. There is no emphasis on long term program or people development and no time to think more than a few weeks/months ahead. This is a high-risk, high reward game and once embarked on a start-up track, a manager can expect to change positions roughly every two years.

The major/large company option -- in stark contrast to the start-up, the emphasis here is on fitting in to the culture and building lasting relationships in order to solve broader more strategic problems for the organization. While short-term projects must be completed, success is gained by developing effective strategies over longer-term media issues, crisis communication, and high-level counsel to senior officers. Thoughtful and carefully written presentations are important tools to win the trust and confidence of management. Directing outside resources while developing a good (if small) internal team is essential. This position is the launching point for a rise through the middle to senior ranks. Again, the intangibles that can only be discovered through this work experience will ultimately lead to success -- such as organizational/political savvy, business intelligence and leadership capabilities.

From an agency environment, it is relatively easy to move along any of these paths. However, it is very difficult to move from a start-up environment to a medium/large corporation and vice versa. If after experiencing a start-up, a young manager discovers it is not a "fit," then moving back to an agency may be an excellent option. Jumping into a stable corporation after the exhausting experience of a go-go start-up may sound very tempting. However, it requires a great deal of introspection to determine if the real appeal is simply the change of pace and need to slow down. Once you’ve caught your breath will the company seem boring?

Professionals who haven’t analyzed which role suits them and taps their talents most effectively, find themselves jumping from one path to another -- oftentimes not progressing in title or level of responsibility. It is easy in this market to reach six figures. The real challenge is breaking through to senior management ranks. That is the subject for another newsletter.