• A career journey is not smooth sailing. More so when you voyage the next-level paths. There could be twists and turns; ups and downs.
• Have you ever felt that you had a real moment of connection with someone who is practical?

Mr. Anil Kumar Denduluri, Alumnus of ICFAI Online MBA, shares his real-life experiences in the IT services industry to tell how to navigate one’s career growth at the three crucial stages viz. entry-level, middle-level and senior-level.

Category 1: Fresh into the Industry

The expectation versus reality gap is something that discourages every fresh entrant into the industry. Companies are facing an uphill task to find the right talent. Similarly, job seekers find the task of finding the “right job” equally perplexing.

Contrary to the common perception, the biggest challenge is not a lack of technical skills. In fact, there are enough and more opportunities to learn and get acquainted with the necessary technical knowledge in the IT services sector. Instead, the true differentiator is attitude. A candidate who embodies a learner’s mindset — someone who is eager to absorb, adapt, and grow — will thrive in this environment.

In fact, I always tell fresh candidates that their career is a lifetime process of learning, unlearning, and relearning. What you have learned at college will be a sort of foundation, but most of it will have to be re-anchored or unlearned in the face of emerging technologies and industry requirements. For instance, today’s hot programming language or framework might be obsolete tomorrow. Where the key is not necessarily to perfect a skill, but to retain an agility for learning new ones.

Pro Tip: The most successful candidates are like blotting paper — soaking up everything around them. Embrace every opportunity for knowledge, whether it comes from formal training, peer collaboration, or even unexpected challenges.

Category 2: Mid-Level Professionals

Navigating the middle-management phase of IT can feel like a professional midlife crisis. This is where individuals frequently find themselves stuck in the middle between accelerating expectations from the senior leaders and idealistic, unreal, optimism from junior staff. One gets to a point whereby you most likely utter to yourself, “It is easier if I just do this myself.” There is the catch: It is not about what you can do by yourself; it’s about enabling others and setting directions.

If you’re looking to transition out of this layer and into more senior roles, there are two crucial steps to consider:

1. Identify Your Successor: One of the most important aspects of growth is succession planning. Find someone within your team whom you can mentor to take over your responsibilities. Leadership is not just about solving problems but ensuring continuity when you move on. For example, when I transitioned to a senior management role, I immediately identified a promising junior colleague and mentored them over six months. This not only prepared them to fill my shoes but also solidified my reputation as a leader who fosters talent.
2. Define Clear Exit Criteria: Whether it’s a project or an assignment, define success in measurable terms before you begin. This includes identifying key stakeholders, setting project milestones, and ensuring that the right people know about your contributions. For example, if you’re leading a major tech upgrade, make sure to document and communicate your successes regularly. During appraisals, these exit criteria will demonstrate your ability to complete initiatives, making you an attractive candidate for higher-level roles.

Pro Tip: The best leaders grow by making themselves redundant in their current roles. The moment your team can run smoothly without you, you’re ready to move to the next level.

Category 3: Senior Executives on the CXO Track

For seasoned professionals aiming for C-level roles, the journey is both exciting and challenging. While many aspire to the C-suite, the available positions are few and the competition is intense.

My advice to professionals at this stage is two-fold:

1. Specialize and Build Your Brand: Be laser-focused on which C-suite role aligns with your expertise. Whether you aim to be a CFO, CTO, or COO, the industry needs to recognize your contributions in that area. Contribute to industry thought leadership by publishing articles, participating in panel discussions, and earning accolades that highlight your skills. I’ve seen colleagues rise to the top not just through excellent execution, but by becoming thought leaders in their domains.
2. Mentorship is Key: This is arguably the most important aspect of preparing for a C-level role. If you’re not dedicating at least 50% of your time to mentoring and coaching, you’re not ready for the C-suite. The most successful executives I know have built their legacies by developing the next generation of leaders. Your experience and insights — especially your failures — should serve as learning material for those you mentor. In my own experience, dedicating time to mentor emerging leaders has been instrumental in building a strong leadership pipeline.

Pro Tip: True leaders don’t just rise; they lift others as they climb. Dedicate yourself to mentoring, and you’ll not only build future leaders but also prove your own readiness to take on the C-suite mantle.

About the Author:

Note:  The views expressed by the author reflect his personal opinion and do not represent the standpoint of the ICFAI Foundation for Higher Education or ICFAI Online.