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Information on trends of how long someone has been in a certain role.
 

As an executive joining a new organization, you are expected to achieve a higher level of productivity within the first few months with a lower learning curve than other employees. Executives must be ready to make an immediate contribution once they’ve accepted their job offer. You can achieve this by knowing everything you can about the organization, its culture, your team, your executive colleagues, and the Board of Directors.

The key is to establish your reputation as a knowledgeable and diligent leader in your first 30 days. Your initial focus should be on building relationships, gaining trust, and showcasing your credentials.

No one wants to be labelled a "job hopper", but is it equally damaging to your executive career progression to say in one place for too long?

New skills and challenging experiences are often the product of a career transition. Changing roles can also lead to a faster compensation increase, and can prevent you from becoming pigeonholed into one set function or industry. During this recording, listen to executive career advisors share their knowledge on career transitions and how to know when to go.  

The results of the BlueSteps 2013 Executive Mobility Report discovered that the majority of senior-level executives are willing to make a career transition if the right opportunity came along. Peter Felix, President of the Association of Executive Search Consultants and BlueSteps.com, commented, “Rapid changes in technology and big data is impacting every sector.

In a recent survey of BlueSteps senior executives, 49.4% believed that executives should stay in every position at least two years, with a further 19.5% believing 3 years to be the minimum, in order to not compromise the value of your resume/CV. However, for many reasons, tenure in jobs can come under two years. So what should you do when your CV/resume presents two or more positions with tenure of less than two years?
 
To help answer this question, we refer to a recent Ivy Exec blog post, about this topic exactly. Taking advice from Bradford Agry, take a look at the key takeaways from his response:

 In a recent discussion about career success, someone described the company in which they work as a “Velvet Coffin” by reputation. 

I have seen many discussions and articles published recently that debate whether organizations prefer to hire internal or external executive job candidates. From my reading, I have found that many senior executives believe there is an overwhelming preference for the external candidate. Although the question of preference varies across geographical, organizational and individual circumstances - to offer a generalized answer would avoid the complexity involved in every hire - I would like to offer some hope to any senior executive who feels they cannot progress internally.

Internal Hiring Happens All the Time