plans are nice but then recessions happen, and when orgs start doing layoffs annually if not quarterly it's a transition to "survivor," hoping you don't get voted off the island in each round. As opposed to "where you'd like to be in 5 years." Then the valuable skills are 1. getting as close as possible to the dwindling revenue sources, and 2. knowing how to ingratiate yourself to the people making the decisions
I see both of these actions as derivatives of climbing the ladder that you see from your position in the org chart. When recessions happen there is usually some sector rotation, and skills preivously valuable in one area are necessarily going to transition to another. So follow the revenue, but follow it across markets or segments, and understand how the decision makers in those segments value what you do. This is the step from current role to portfolio of next roles.
plans are nice but then recessions happen, and when orgs start doing layoffs annually if not quarterly it's a transition to "survivor," hoping you don't get voted off the island in each round. As opposed to "where you'd like to be in 5 years." Then the valuable skills are 1. getting as close as possible to the dwindling revenue sources, and 2. knowing how to ingratiate yourself to the people making the decisions
I see both of these actions as derivatives of climbing the ladder that you see from your position in the org chart. When recessions happen there is usually some sector rotation, and skills preivously valuable in one area are necessarily going to transition to another. So follow the revenue, but follow it across markets or segments, and understand how the decision makers in those segments value what you do. This is the step from current role to portfolio of next roles.