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It’s unlikely to be a surprise to you that the rate of job change is increasing. LinkedIn data shows that over the last 20 years the number of companies’ people work for in the five years after they graduate has nearly doubled, with the highest rates of job change for people working in media and entertainment and a trend for higher rate of change for women versus men. This leads to more ‘squiggly careers’ with a need to more consciously manage the movement from job to job and company to company.

As marketers, we are all familiar with the Product Life Cycle. But fewer of us apply this framework to our careers to manage the phases of a job to ensure we extract the maximum value from each role and deliver the most significant impact.

Phase one: Job introduction

This is the easiest to grasp and identify of all the phases, because it is distinct and familiar to us all. During this phase, you can increase your impact by defining your 30/60/90 day plan to create momentum and identify small wins. Specific tactics found in the book ‘The First 90 Days’ by Harvard Business Review author Michael Watkin include being systematic about what you need to learn, level set on expectations of success with your manager and identifying supportive alliances within your new team or organisation. Also think about what you want to be known for and how you show-up in a way that is consistent with that aim.

Phase two: Personal growth

Otherwise known as ‘the steep learning curve’. The challenge of trying to make an impact while you’re still learning your job is one of the most difficult but rewarding phases and likely to happen between month three and month 12. If you’re in this phase it can feel endless, but one of the most powerful things you can focus on are success markers – self-determined indicators of your success and progress.

Identify what great looks like at month six, nine and 12 and align your activities as far as possible to achieve these goals. This is also a prime phase to develop strong feedback loops. Find three people who can give you a different perspective on your performance, such as a manager, a peer and someone who works for you. Regularly ask…