Additional Career Profiles from
Jobs That Matter: Find a Stable, Fulfilling Career in Public Service
Steve Damiano, Director of Professional Development, Support Center for Nonprofit Management
What is your brief career history?
I was a journalism major in college (Temple University) and spent the first seven years of my working life as an editor with different trade publications in Pennsylvania and New York. During that time I covered syndicated television, specialty advertising and marketing. After that, I worked for 10 years with MZA Events, which produces AIDS Walks benefiting numerous nonprofit organizations in various cities across the country. My primary responsibility there was coordinating corporate and community group teams to participate in the events. When I left MZA, my title was Vice President. I joined the Support Center for Nonprofit Management in 2003. I am currently Director of Professional Development and oversee our workshop and grant maker panel series.
How did you enter this profession? What led you to get into this field, and what steps did you take to obtain your current position?
I started working in the nonprofit sector after the publishing company I worked for went out of business. I began by applying for hourly jobs with nonprofits and eventually was hired to work on a walk-a-thon campaign by the Multiple Sclerosis Society in New York. From there I joined an event production company that produces AIDS Walks for nonprofits throughout the U.S. In my AIDS Walk position, I coordinated trainings for groups that were forming walk-a-thon teams. Coordinating those trainings helped to prepare me for my current position, which consists of putting together 100-120 workshops and panel discussions each year.
What are some of the things you do on a typical day?
I speak with volunteer facilitators about training opportunities; book facilitators and schedule workshops; book panelists for Meet the Grantmakers events; research what other MSOs (Management Support Organizations) are offering in different parts of the country
What do you like the most about this career? What's your proudest accomplishment?
The thing I like the most is knowing that we are able to make a tangible difference in the way that area nonprofits are run and, by helping nonprofit employees become better supervisors or better fundraisers or by helping them build better boards of directors, these nonprofits are better able to serve their communities.
What are some of the challenges about this career?
As most people know, the nonprofit sector salaries tend to be on the low side. Being based in New York City, the lower salaries are a huge challenge for most nonprofit professionals. Nonprofits also try to do more with less. That means that almost all of us tend to work long hours and wear multiple hats. The work is incredibly rewarding, but can also be tiring.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
One of the most important things that all nonprofit professionals need is the ability to relate well to other people. You have to be able to understand the expectations and foibles of your volunteers and your constituents. You also have to believe in and be able to speak passionately about what you do. This cannot be “just a job.” You cannot be a success in the sector and adequately serve your organization’s clients unless you firmly believe in what you are doing.
Any other advice for people who want to enter this field? Any professional organizations they should join, events to attend, publications to read etc.?
Before entering the field, people should volunteer with the types of organizations for which they would like to work. Not only can you find out about the organizations, but also they can learn about you. Checking out Idealist.org is a good way to find out what is going on in the sector and a great source of job listings. Job seekers should also line up as many informational interviews as they can.
Anna M. De Santis, LCSW, MPA, Program Director/Case Manager, Coney Island Hospital, Brooklyn, NY
What is your brief career history?
My introduction into the field of nonprofit public service was in child welfare. I worked as a caseworker in a foster care program that serviced New York City’s five boroughs. I continued my work with children by working at a hospital-based pediatric rehabilitation as an Early Intervention Coordinator, coordinating services for the 0-3 population with developmental delays. I also worked in private practice where I provided psychotherapy services to children, adolescents and adults. Currently, I am working with in one of NYC’s public hospitals and run a mental health program, whose goal is to promote the recovery and rehabilitation of those diagnosed with a mental illness. In keeping step with the current recovery movement in mental health, this program has changed how the public hospital system views mental health and the services it provides to its patients.
How did you enter this profession? What led you to get into this field, and what steps did you take to obtain your current position?
I entered this field through my interest in psychology. My work in child welfare allowed me to experience how different systems work together as well as identify any gaps or limitations of the systems. I got an early introduction into how policies affected people and communities. It was this experience that propelled me to seek out a greater role in public service and to expand beyond a clinical role. I wanted the impact of my work to reach a greater number of people, communities and systems at large. In addition, I understood early on in my career that in addition to my clinical skills, I needed to develop management skills in order for the programs and the organization to thrive in a competitive marketplace. I sought a position that would allow me to work in an emerging area of mental health, develop a grant funded program and change the culture of psychiatry.
What are some of the things you do on a typical day?
A typical work day is spent juggling between the administrative and clinical realms. A work day entails addressing programmatic and clinical issues, staying abreast of policy issues that impact service delivery, attending leadership, departmental and clinical meetings as well as committee meetings. Administrative issues include preparing and participating in audits, meeting regulatory standards and reporting requirements and conducting performance improvement activities. To nurture the clinical aspect of the work, participating in and presenting on continuing education activities, learning clinical best practices to enhance service delivery and providing crisis intervention are integrated into the work day. Special projects, such as coordinating community depression screenings and presenting at professional forums, occur through out the year. Time is also set aside to conduct clinical and administrative supervision with staff and graduate social work interns.
What do you like the most about this career? What's your proudest accomplishment?
This career involves developing skills from various disciplines in order to be an effective leader and service provider, maintaining my interest in my work. In addition, this career affords me the flexibility to work with clients directly, for an organization, to teach and to engage in policy issues also is of interest to me since I enjoy meeting new challenges. Throughout my career, I have had numerous accomplishments. My program was awarded the Public Health Community Award from the Public Health Association of New York City and I was awarded the Social Work Image Award from the National Association of Social Workers, NYC Chapter. Although these awards reflect a professional recognition for my work, my proudest accomplishment is when our work improves the quality of life of the individuals we serve. It is these affected lives that bring a deeper and humanistic meaning to any accomplishment achieved professionally.
What are some of the challenges about this career?
One of the greatest challenges is prioritizing and providing services, which are affected by factors such as funding streams, the political climate, performance demands and organizational goals. The key is in identifying the factors that affect your organization and/or program, understanding their impact on service delivery and developing the skills to overcome any hurdles.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
A clinical and an administrative degree allow one to be a well-rounded health care leader. The clinical knowledge of patient care is balanced with the management skills required to successfully operate a sound and responsible health care system. The ability to maintain overall objectivity without allowing one to become personally affected by the nature of the work must be balanced with empathy for the clients that are served as well as for the staff who treat them. In addition, flexibility and ingenuity is required to adapt to the evolving needs of a healthcare organization which is faced with advances in healthcare technology, evolving best practices, fiscal constraints and quality service delivery. Values, which include striving towards excellence, performance improvement, patient safety, customer service and a commitment to the communities served is necessary to the health of the hospital. Strength of character, humility and a resolve for recognizing what is important is also needed to succeed.
Any other advice for people who want to enter this field? Any professional organizations they should join, events to attend, publications to read etc.?
Becoming part of professional and university organizations helps one to increase their opportunities for networking and while encouraging professional development. Professional organizations include the National Association of Social Workers and The American Society for Public Administration. I would also encourage attendance at professional seminars, alumni events and fundraising activities to increase networking opportunities. There are numerous publications available in New York including The New York Nonprofit Press, Mental Health News, Health Care Management Review, and The Health Care Manager.
Brian O. Hill, M.A., Director, Trenton City Museum
What is your brief career history? I have been the Director / Curator of Trenton City Museum since 1998. Before that I was Department Head of Pattern Development at the Johnson Atelier School of Sculpture in Hamilton, New Jersey. I also owned my own business, Brian's Cabinet Shoppe.
How did you enter this profession?
Literally, saw the ad in the paper. I needed a career change and had a degree in sculpture.
What led you to get into this field, and what steps did you take to obtain your current position?
Originally I was hired to fix the building. The management knew of my background and figured I would fix everything and then they would hire a 'qualified' person to replace me. Well after 4 years I went back to school and got my Masters in Museum Management and in Arts Administration. I kept this job by the level of my performance and what I brought to the table.
What are some of the things you do on a typical day?
I act as direct liaison between the Trenton Museum Society (nonprofit 501(c)3), the City of Trenton municipal government, and Museum volunteers, and organize and coordinate all activities and programs produced at the Museum, including lectures, concerts, and fundraising. I conduct Q&A sessions and presentations in neighborhoods and at civic associations, and augment the Trenton City Museum budget by implementing usage of Ellarslie Mansion for weddings, fundraising events, and private and public meetings held in the community and the region, also bringing in new audiences for membership and donor opportunities. I oversee all renovations and maintenance of Ellarslie Mansion, a historic John Notman building. During my tenure, this has required installation of a new roof, heating and air-conditioning systems, ADA compliant bathrooms, and a new building for the cooling tower; renovation of the museum store, which increased sales one thousand percent; development of a shipping-and-receiving area for artwork and a storage area for the collection; and the design and installation of a new library. As the Curator, I also produce all exhibits, including the design of all interpretive statements and labels. I ensure that Museum exhibits are diverse and multicultural, with an emphasis on the historical influence of Trenton in the past, present, and future. I visit the studios of contracted contemporary artists to solidify exhibition concepts, develop curatorial statements, write all press releases, and secure interviews for the publicity of the exhibition. Implement and oversee the photographing, computerizing and maintenance of the Museum collection of 5,000 artifacts and Trentoniana.
What do you like the most about this career? The constant pace and the balance between taking care of an Historic House and putting together great exhibitions. What's your proudest accomplishment? It’s tough to choose one: I brought attendance from 4,000 to almost 20,000, increased the non-profit budget from $16,000 to $130,000; added a huge kids’ program, and brought in new donations (increased the collection by more then 25%).
What are some of the challenges about this career? Keeping the non-profit organization on an even keel through transitions. Learning how to get volunteers to understand the way they can make a difference without becoming too 'dictator' like. Getting some volunteers properly motivated and learning how to 'fire' a volunteer.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
You need everything in a small museum. There is not a single job in the production of this museum, I have not done myself. You need an engaging personality; to be a quick decision maker, to have knowledge of ethics, and yet, you also need to know how to kick start the heater, display paintings, hang the art, light the show, and plan ahead. The exhibits I produce are cutting edge, but have been in production for over two years.
Any other advice for people who want to enter this field? There are too many now. Before you start, get several good internships under your belt. Go to a good school for your graduate work (like Seton Hall or Bard). Professional organizations include the American Association of Museums (AAM, www.aam-us.org/), New Jersey Association of Museums (www.njmuseums.org/joinus.cfm), Mid-Atlantic Association of Museums (MAAM, www.midatlanticmuseums.org/), International Council of Museums (ICOM): http://icom.museum.
Maggie Jarry, State of Minnesota Department of Human Services, Mental Health Program Consultant
What is your brief career history (i.e. list the jobs you held in the past, your education etc.)
I consider myself a community organizer who has taken an unorthodox path to becoming a recovery expert. Originally I worked in arts organizations and attained Bachelors of Arts degrees in Religious Studies and Art History from the University of Arizona. Later I lived in Japan, where I taught English and informally studied Buddhist and Shinto art. I later moved to New York City and shortly after moving to New York was in the city on September 11, 2001. Prior to September 11th, to pay the bills, I had taken a temporary job. After September 11th, I approached a church I had begun to know via my temporary job and expressed interest in any jobs working in the 9/11 recovery effort. By October 1, 2001 I had been given a job as a call center manager for 9/11 victims. My skills in community organizing quickly led me to various roles in the recovery effort and the development of a career path and calling to work in disaster human services recovery.
I worked in the 9/11 recovery for six years through World Vision (October 2001 to February 2002), Lutheran Social Services/Lutheran Disaster Response of New York (February 2002-July 2005), New York Disaster Interfaith Services (July 2005-2007). One of the key roles that I had in 9/11 recovery work was as Chair of the NYC 9/11 Unmet Needs Roundtable at its inception in April 2002. The unmet needs table was a type of long-term recovery committee that eventually included over 100 human services agencies and 20 donor agencies. Its purpose was to distribute money to assist people in reaching their recovery from the impact of 9/11. I viewed the 9/11 unmet needs table as a tool for helping individuals and as a vehicle for social justice. I later became Director of Recovery and Advocacy for New York Disaster Interfaith Services. In that role I managed the transition of the Unmet Needs Roundtable into a vehicle for the newly emerging needs of WTC recovery workers and the long-term needs of people with 9/11-related mental health difficulties. As well, while attaining a Masters of Science in Nonprofit Management at The New School, I conducted qualitative research from 2004-2006 (using taped interviews and questionnaires) that allowed me to reflectively engage my colleagues in discourse regarding the early stages of 9/11 recovery. I drew upon this work experience and research to write a chapter in a soon-to-be published book. The chapter title and book are: “Working as an Ally to Underserved Communities: The Role of Faith, Coordination and Partnerships in Response to the 2001 World Trade Center Attack” (Chapter 3 Section 2) Creating Spiritual and Psychological Resilience: Integrating Care In Disaster Relief Work Grant H. Brenner, M. D., Daniel H. Bush, M. Div, Joshua Moses, M.A, Editors (Scheduled for publication before December 2009)
As well as my work in the 9/11 recovery, inspired by my life experience, since 2003, I have coordinated a national working group dedicated to improving awareness and addressing the needs of daughters and sons of all ages who have a parent with psychiatric illness. Members of this working group include people with lived experience as daughters and sons or as parents with psychiatric illness, researchers across the United States and leaders in the UK and Australia. I began this project as a way to improve the responsiveness of National Alliance on Mental Illness (NAMI) affiliates across the United States when they receive inquires from daughters and sons. The effort has grown and the “Daughters and Sons Initiative” is now considering ways to engage child welfare leaders and broader audiences in the topic of breaking stigma against parents with psychiatric illness and their daughters and sons. Because of this work I regularly make public presentations about the experiences of daughters and sons who have a parent with psychiatric illness. In December 2009 I will have a published essay A Peer Saplings Story in of Psychiatric Services Journal. Hopefully that will generate even more social energy and support for integrating child welfare and adult mental health systems.
In 2007 I joined the Minnesota Department of Human Services as State Planner for Refugee and Immigrant Populations. As of January 2009, I now serve as a Mental Health Program Consultant in the Department’s Adult Mental Health Division. My work experience has been inspired by my life experience and has led me to my current role in Minnesota.
How did you enter this profession? What led you to get into this field, and what steps did you take to obtain your current position?
For the most part, my jobs have come through formal and informal relationships. Here are a few examples, my first job in 9/11 recovery came through a referral from a person who was in charge of office management at an Episcopal Church. We had met because I was selling copier machines as a temporary job. When I came to him after 9/11, saying that I wanted to work in the recovery and hoped to do so through the church, all that he knew about me was that I sold copier machines and that I had taught English in Japan. A few weeks later he called to say he had heard a job announced at the church and that he "didn't know what the job was, but thought the organization was good." He also said when he heard the job announced he wrote down my name. In essence, he was referring me based on intuition. When I called regarding the job I learned that it was in a phone center. I shared with the person interviewing that I had more than three years experience working in phone banks for arts organizations and American Express Financial Advisors. Later I learned that the woman who spoke with me hung up the phone and said to the people in the room "that was our call center director." When I came in to interview for the job I didn't know that she was considering me for the director position and she offered it to me at the end of the interview. In disaster work, there is an all-hands-on-deck type of mentality in the initial response phases. Because of this, a person's natural gifts, not their resume, tend to be the focus of interviews. Very few people have disaster relief or recovery experience prior to having a disaster happen in their environment.
As my work with the call center continued my skills as a community organizer became important. My responsibilities expanded and I ended up supervising 12 people and organizing the distribution of funds to individuals. This was valuable on-the-job experience. Because of this role I ended up at communities meetings. On my way to a meeting I met someone in an elevator and recognized her Minnesota accent. By the time we were off the elevator we came to realize that we knew people in common in Minnesota. She told me her agency was hiring people to work in the long-term response to 9/11. I decided to apply and because of her referral, as well as my experience in the immediate response, was given a position working in the long term recovery. Within months, that job had led me to a role organizing the creation of the faith-based communities’ long-term recovery committee. All of this was built on relationships. As well, relationships are built on trust that is established when you carry through on deliverables and produce results on the job. Eventually my job as Director of long-term recovery for 9/11 came though a balance of these relationships, my experience at different phases of the disaster recovery and my choice to pursue a masters of science in nonprofit management.
My position in state government was a shift and, I will admit, it is not always easy to get a job in government. In my case, once again, relationships helped. I had decided to move to Minnesota and wanted to find a job that would be parallel to the level I had reached in my career in New York. I sent my resume to friends, some of whom worked in community colleges and in philanthropy. My criterion for a job was that I wanted a job that worked with nonprofits, but was not housed in one. I wanted to broaden my experience, but remain in program implementation work. An acquaintance at a Minnesota-based foundation read my resume and was impressed with it. She said she would "keep her eyes open for me." A few weeks later she sent me an email about a two-year, temporary position with the state government that looked like it would be a perfect fit for me. I applied, was given an interview, and eventually was offered the job. This was a bit of a "back door" to a government job. I did mention that a friend in this prominent Minnesota-based foundation had referred me and I believe that, along with my work experience, helped open the door.
Once I arrived on the job I realized that it wasn't quite what I wanted. It was more oriented toward contract management than program implementation. I decided to continue looking and set up meetings with people within the state agency and with other community organizations. I was fortunate that I had a job that allowed me to work with many agencies, so I could get an overview of who was doing what in Minnesota. Eventually this let me to a meeting with the division director of Adult Mental Health for the State of Minnesota. Our conversation led to a discussion of my volunteer work for families that have a parent with psychiatric illness. I was invited to make a presentation to the division to compliment a documentary they were showing. I know the woman who had created the documentary and had sat on panel discussions with her in New York and Washington DC. Because of that presentation, I was approached by the Adult Mental Health Division of the State of Minnesota regarding whether I would be interested in my current position, which is permanent, full-time and focused on program implementation.
In all of these job opportunities, relationships opened the door. My ability to produce results in my work then led to more relationships and more doors opening.
What are some of the things you do on a typical day?
My job requires that I use skills in meeting and group facilitation, persuasive writing, drafting of policy language, and public speaking. Typically I meet with colleagues and community groups to discuss the logistics of incorporating this new program into existing programs. I am referred to as the “policy lead” for this program. Thereby, I am responsible for drafting language to make this a Medicaid-billable service and to create policy communications that will guide agencies as they incorporate this new service into their work environments. My work requires that I facilitate organizational change and that I have comfort at times with the ambiguity of change. I sometimes have to manage conflict in response to concerns as people grapple with the ideas of this new service.
What do you like the most about this career? What's your proudest accomplishment?
My proudest accomplishment is the tangible impact of the work I have participated in both for 9/11 recovery and assisting daughters and sons of parents with psychiatric illnesses. I have grown professionally and personally through this work, but most of all, I have knowledge that this work has impacted hundreds of people’s lives. I have an amazing network of colleagues around the nation and the world because of both of these areas of my career.
What are some of the challenges about this career?
I have found compassion fatigue to be my greatest challenge in my career thus far. As I have grown in my professional understanding of disaster human services and mental health services I have learned to watch for and manage fatigue and burnout. As well as fatigue, time management has been a challenge. It is important to find balance and “refill the well” of your energy by doing creative things, hanging out with friends, traveling or just spending time at home. That type of balance is something I am just starting to incorporate into my life.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
In the fields in which I work, personal integrity is important. You must be motivated by a sincere interest in the human element of your work. The “bottom line” is did something make a tangible difference in the lives of the people you serve. As a public servant I am not a “bean counter.” I am working as an ally to communities that may not have access to the same type of power and influence I have through my work. So my values are important to me and I continually assess whether I am doing work that has positive impact for others. Sometimes my best impact can be to step aside and leave room for others to lead the way and chart the direction of a project. Because of that, learning skills to facilitate change, but not always play the role of “leader,” has been important. I have also learned when to step in to guide a process and when to sit and be comfortable with conflict so that a group can work out its own answer to a problem. These are some of the skills I learned via my Masters of Science coursework in Nonprofit Management at The New School. I think facilitation skills are the skills I use most every day.
Any other advice for people who want to enter this field? Any professional organizations they should join, events to attend, publications to read etc.?
I have found that when you are motivated by love, you can be successful in whatever you do. I love what I do and find meaning in it. I still yearn to return to my interests in religious studies and arts and think about other career ambitions. I love to travel as well and hope to keep incorporating that into my life and career. Financially I have been able to have stable income doing work that some people think is not a “stable” career path. Once again, loving what you do is a key to success.
Here are a few quotes that I keep around my desk:
“I want to be thoroughly uses up when I die, for the harder I work the more I love.” George Bernard Shaw
“Recovery is remembering who you are and using your strengths to become all that you were meant to be.” Recovery Innovations of Arizona
My energy comes from my belief that impacting even one person’s life has a cumulative impact. So I measure my success by standards that if even one person’s life is better, including my own, then something good has come of these efforts.
I have found various nonprofit governance organizations helpful including:
Governance Matters
The Support Center for Nonprofit Management
The Foundation Center (especially their list serves, such as Philanthropy News Digest)
Emerging Practitioners in Philanthropy
The Grants Managers Network
Jimmy Lee, Management Auditor, New York City Comptroller’s Office
What is your brief career history?
I graduated with a BBA Economics degree from the Zicklin School of Business at Baruch College. Prior to my position at the New York City Comptroller's Office as a Management Auditor, I've had positions as an online retailer, financial advisor intern, paralegal and computer lab monitor.
How did you enter this profession? What led you to get into this field, and what steps did you take to obtain your current position?
I got this position through Baruch College’s career center website. To be honest, I never thought about working for the government or becoming an auditor. I aspired to work in finance and land an investment banking job throughout my years at Baruch. However, it certainly looks like I graduated at the wrong time and was looking for work in the wrong industry. I was at home for 9 months after graduating from Baruch, persistently applying and going to interviews at banks, but I landed no offers.
So, I expanded my horizons and started applying for positions outside of banks. The job specifications listed on the job posting for my position was very appealing, so I applied and was fortunate enough to land and excel in my job interview.
What are some of the things you do on a typical day?
Some of the things that I do on a typical day include: checking work emails, going to meetings with my team to discuss audit progress, analyzing, testing and verifying data, writing memos and papers, making phone calls to ask questions with the auditee, making field visits and meeting with different agency officials at auditee's offices.
What do you like the most about this career? What's your proudest accomplishment?
I like the autonomy of being an auditor. You really have a lot of say in what you do and your work is not strictly in the office. You can be working at the auditee's offices half your time on the job. People usually associate a government position as being very bureaucratic and having to work with a lot of red tape. While that may be true to a certain extent, I find that my opinion matters and the everyday work is never the same; there are a lot of different things to do.
My proudest accomplishment is that my communication and interpersonal skills have vastly improved since I've been an auditor here.
What are some of the challenges about this career?
For me, the challenges that I face include: being more comfortable interviewing top officials at government agencies, devising appropriate tests on the auditee, and working with different personalities on my audit team.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
To be successful in this field, one would need to be inquisitive, analytical and possess strong interpersonal and communication skills. In addition, one needs to be able to be a good team player as most audits are composed of two people and teams are always being rotated.
Any other advice for people who want to enter this field? Any professional organizations they should join, events to attend, publications to read etc.?
As with most jobs, networking and knowing someone where you want to work is always beneficial as you can tap into the hidden job market. The NYC Comptroller's Office is always recruiting, so check with your college’s career center.
Christopher Mayberry, Naval Intelligence, U.S. Navy
What is your brief career history (i.e. list the jobs you held in the past, your education etc.)
I graduated from the University of Missouri-Rolla (now the Missouri University of Science and Technology) with a degree in Computer Science December 1998. During my schooling, I had been a member of the Air Force ROTC program and then joined the US Navy's Bachelors Degree Completion Program, which required attendance at Officer Candidate School (OCS) following graduation. After 90 days at OCS I moved to Virginia Beach, VA for training as a Naval Intelligence Officer. Postings in the Navy include Squadron Intelligence and Communciations Officer in Norfolk, VA; Watch Officer at the Pentagon including time supporting the Joint Staff; an assignment with Navy Space Acquisition, and project management/leadership for analyzing and disseminating information. Following a deployment to Afghanistan, I transitioned to the Naval Reserve where I am a department head (mid-level manager) in a 30 person unit, and, as a civilian defense contractor, a military operations analyst supporting anti-submarine warfare analysis.
How did you enter this profession? What led you to get into this field, and what steps did you take to obtain your current position?
I grew up in the Navy (both my father and grandfather were in the Navy for more than 20 years) and decided that I would like to join the United States Armed Forces. Initially, I intended to join the US Air Force as they had a Reserve Officer Training Corps unit at the school I was most interested in. However, I did not activate a scholarship with the USAF and, instead, joined the Navy’s Bachelors Degree Completion Program (BDCP), which is a program open to sophomores. To get into the program, I had to go through a standardized test to determine some metrics (spatial orientation capabilities, etc), an interview, and most importantly select three options for career path. In selecting a career path in the Navy, I decided to interview officers already working in the field to determine what I would place as my first choice.
What are some of the things you do on a typical day?
The main thing about life in the military is that day-to-day jobs change fairly rapidly compared to civilian service. As a member of the military, I have been a first level manager and intelligence professional in an operational unit (a unit that can be deployed worldwide), a shiftworker monitoring world events for items of interest to the Director of Naval Intelligence and Chief of Naval Operations, a subject matter expert in space and intelligence matters, and a project manager for multi-million dollar projects. With my current position in the Naval Reserve, I am responsible for ensuring that all unit administrative functions are executed, including performance evaluations and official correspondence.
What do you like the most about this career? What's your proudest accomplishment?
There are three things that I enjoy working in the field of intelligence: tackling new tasks on a regular basis, and being able to develop technical capabilities. My proudest accomplishment is being part of several projects that have and continue to have benefit in my career.
What are some of the challenges about this career?
With any job in today’s military, Active Duty or Reserve, there is the challenge of deployment. Deployment means both going forward in support of contingency operations, and also the regular movement of personnel. This movement can be both challenging and rewarding and provides a great deal of opportunity to explore new places. Additionally, shifting jobs can be a challenge, as new tasks always take time to learn.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
The largest set of skills needed to be successful in Naval Intelligence is problem solving skills. A majority of my coursework did not directly apply to my military career, however, the skills I learned during those courses have been critical in my success. Looking back, I did not realize how much I had learned during college until I found myself doing something that I knew I had not been able to do well previously.
Any other advice for people who want to enter this field? Any professional organizations they should join, events to attend, publications to read etc.?
For people who wish to join the Navy, and Naval Intelligence in particular, there are a couple of things to remember:
•
Be flexible in your expectations. It is not all like it is in the movies.
Be flexible in your expectations. It is not all like it is in the movies.•Take some interest in the world around, it is a big place, and you never know where you may end up (I never thought in 1998 that I would spend 6 months as a Naval Officer in a landlocked country turned combat zone)
Take some interest in the world around, it is a big place, and you never know where you may end up (I never thought in 1998 that I would spend 6 months as a Naval Officer in a landlocked country turned combat zone)There are many professional societies in the military, reviewing the available information can be useful in understanding what the career holds for you. For intelligence related ones there are the following:
•Naval Intelligence Professional
Naval Intelligence Professional•Armed Forces Communications and Electronics Association
Armed Forces Communications and Electronics Association•National Military Intelligence Association
National Military Intelligence AssociationThe various intelligence agencies also maintain publications at both public and private levels.
Monica Rich, Human Resource Advisor, U.S. Air Force
What is your brief career history (i.e. list the jobs you held in the past, your education etc.)
I started out at age 17 as a radio operator (both air-to-ground and point-to-point), then I moved on being an Information Specialist, mainly because my communication position was being removed and I needed a home, so to speak. Now I am a Human Resource Advisor, however, I have worked in many different areas such as logistics.
How did you enter this profession? What led you to get into this field, and what steps did you take to obtain your current position?
I first decided to enter the military because I wanted to travel and have many experiences, plus the education benefits and receiving training.
What are some of the things you do on a typical day?
Every person in the military has a job to do. It's basically like having a job in the civilian world where you show every day, do your job, and go home.
What do you like the most about this career? What's your proudest accomplishment?
I think what I like most about being in the military is you never meet a stranger. The comraderie in the military is great.
I can run into someone that I haven't seen in years and it's like we never parted.
Somehow or another you seem to run into the same people on different military tours or conferences.
I am not sure of my proudest accomplishment. There are many.
What are some of the challenges about this career?
As a young troop a person will need to share living space with another person, or many persons if they are living in an open bay barracks.
If a person is not used to that environment it may be an adjustment.
However, it can also be a lot of fun.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
It is very beneficial to be a structured person, or desire structure.
Otherwise that person will not survive in the military as it is a very structured environment.
Of course, with any career development it is good to have a good attitude and have the desire to succeed.
Any other advice for people who want to enter this field? Any professional organizations they should join, events to attend, publications to read etc.?
I would recommend speaking with their high school or college counselor, reading about military careers and possibly speaking with someone that has been in the military, and then speak with a recruiter to get information.
A lot of times there are recruiting booths at State Fairs and public events and even some malls.
Rob Schwartz, Medical Rating Specialist, US Dept. of Veterans Affairs
What is your brief career history (i.e. list the jobs you held in the past, your education etc.)
My main career history is that I worked for 30 years as a Claims-Examiner-for the US Dept. of Veterans Affairs, the last 20 of them as a Medical Rating Specialist. I also worked one summer for New York City helping to administer a Summer Jobs Program for handicapped youth. Also, I worked one summer doing miscellaneous administrative work for the Rockland County Dept. of Social Services.
How did you enter this profession? What led you to get into this field, and what steps did you take to obtain your current position?
I entered this profession by taking a Federal Civil Service Exam (note: federal government does not usually hire by exam these days) after graduate school did not work out for me. It took about 1 year to get this job after taking the exam. Also, as I had long been interested in government, political issues, and public policy, entering the Federal Government was a very natural step for me.
What are some of the things you do on a typical day?
On a typical day I would rate or evaluate disability claims of veterans and determine the percentage of their disabilities and whether or not their disabilities were incurred in or aggravated by their military service.
What do you like the most about this career? What's your proudest accomplishment?
I like the fact that I helped a lot of veterans and their families and helped them to obtain disability, death, and education benefits which made a great difference in their lives. I am proud that I cut through a lot of red tape in very difficult and complicated situations to enable veterans and their families to receive benefits which made a great difference in their lives. Also, I am very proud of the fact that I trained a large amount of fellow Rating Specialists to compassionately do their job and also make a difference in the lives of veterans and their families, despite the very difficult conditions under which we worked.
What are some of the challenges about this career? The main challenge which I faced with my career at the VA was dealing with an overly bureaucratic upper management which greatly impeded us from doing our work. There was a lot of hypocrisy as we were told to produce a large volume of work while at the same time doing it perfectly. This was impossible and very stressful. If we followed every rule and dotted every i and crossed every t we would not get anything done, and our jobs would be in jeopardy for not doing enough production and not meeting job standards. If we worked quickly and made too many very petty errors our jobs would also be in jeopardy as we also would not be meeting our job standards. ... I do want to say that despite all of this, that the VA positively did encourage us to find a way to grant benefits to veterans and did care about veterans. It was just very difficult due to the complexity of the laws, regulations, and procedures under which we worked.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
One needs good analytical skills, a good ability to work with details, flexibility, a lack of rigidness or black and white thinking, and concern and compassion for people to succeed where I worked. Most of the hiring in my office is now with people who have Bachelors Degrees with a fairly high Grade Point Average.
Kitty Wooley, Human Capital Strategist, U.S. Department of Education
What is your brief career history?
I've made a living in the private sector and in government. There is not enough space in the book to convey those worlds, or the ways in which capabilities were developed as they were needed! However, readers are invited to review the fairly detailed overview contained in my public profile on LinkedIn.
How did you enter this profession? What led you to get into this
field, and what steps did you take to obtain your current position?
I entered the Civil Service purely by happenstance, having served as an administrator at an established career school in Oakland, California. The school closed after several decades of success due to an episode of financial mismanagement, and then I spent several months looking for work. The way I handled the closure, and my prior experience as a college financial aid director and registrar, resulted in a job offer by the U.S. Department of Education’s (ED’s) regional office across the Bay in San Francisco. That job approached the functions I had performed previously from “the other side of the desk,” i.e., a regulatory perspective informed by site visits.
The single most significant thing I’ve done that has led to my current position is to work hard and well, while asking myself what I could learn or do to add more value. As the context has shifted, the focus of my questioning has followed. For example, during my first job at ED, which involved the oversight of college student financial aid administration, I made it my business to learn about the state regulatory agency and regional accrediting bodies, in addition to researching the college I was planning to visit. That knowledge gave me more confidence and a much more nuanced understanding of the regulatory environment, enabling me to ramp up quickly and go in like a pro. That resulted in instant credibility with college officials. Having credibility made it easier to get them to improve, if necessary. Now, the learning is more apt to involve intangibles such as how to get team members who are working at a distance to take charge of their own development. An unexpected side effect of all this is that I’ve become more creative over time. It reminds me of an Accenture ad in the subway starring Tiger Woods: 90% Perspiration; 10% Inspiration. It’s true!
What are some of the things you do on a typical day?
The work I do is similar to internal consulting; no two days are ever alike. Although I supervised employees in the private sector, I’ve chosen to be an individual contributor in government. Most days involve some face-to-face conversation, lots of e-mail interaction, and reading, writing, thinking, and planning. I may be reading and assimilating a new directive from the Office of Management and Budget, drafting a report to the Office of Personnel Management, or meeting with Training and Development officials about how a new curriculum will fit into the agency plan for developing employees for future supervisory positions. Or, I may be receiving a visit from a senior executive or a request to mentor a more junior colleague. Before work, I sometimes attend panel discussions to stay current on issues that may come up at the office, or that will help me stay on the cutting edge. For the past six years, I’ve produced ad hoc leadership development dinners that attract a multi-sector network of people who are interested in improving government. When I was tasked with coordinating ED’s participation in a government-wide food drive, I met and learned how to work with a team that performs help desk functions and handles logistics in every building across the country. There’s always something new happening.
What do you like the most about this career? What's your proudest
accomplishment?
What I like most is the public service mission. For example, while I was working in the Office of Federal Student Aid, our mission statement was, “We help put America through school.” That still gives me goose bumps, because I remember the years I spent helping adult students who knew exactly where they were trying to go with their lives and who just needed a little help to take the next step. Once they realized that it was possible to finance the education or training that would help them get there, their faces reflected the joy of possibility.
My proudest accomplishment is having done my best consistently, not always because I always felt like it, but because there were 300 million people out there who needed and deserved that from me.
What are some of the challenges about this career?
Working in a large bureaucracy has its unique challenges, whether we’re talking about business or government. I think they’ve been well documented and will not go into specifics here. However, I will say that there are all sorts of subcultures and niches within a large organization – it is never monolithic, even if it looks like that from the outside. The atmosphere and practices often vary by subsidiary, building, or geographic location. The presence or absence of micromanagement can vary by supervisor. Organizational culture can be detected through the way a customer-facing unit interacts with the public, the tone of documents posted on an agency’s web site, online Government Accountability Office (GAO) reports about an agency component, and conversations with employees and customers.
Further, working for even a small agency has unique challenges for individuals who are better suited to being in business for themselves. What one person experiences as challenging is easy for another – and we may develop new capacity over time. That’s why I think it’s so important for each of us to periodically assess our needs and wants in order to flourish in our work and be happy.
What skills, education/training, abilities, values, or personality are needed to succeed in this field?
The importance of being able to read and comprehend, write well and to someone else’s specifications, think (make inferences, connect the dots) and deliver an agreed-upon product by a deadline cannot be overstated. Nor can working in a way that is worthy of trust. Basic math literacy is highly desirable, not least to avoid embarrassing oneself. (I’m assuming we’re not talking here about professional disciplines that depend upon specific scientific or other specialized skills.) With such fundamental competencies, it’s easy to pick up job-specific skills that are needed for a particular position, either through on the job training or on our own. Without them, Thomas Hobbes’ statement about the life of man applies to the job as well: “…solitary, poor, nasty, brutish, and short.” However, there are jobs for employees who can’t do all of the above but who are friendly and dependable, thus facilitating the work of others.
The ability to concentrate for an extended period of time is useful, because it enables a deeper understanding which in turn may lead to broader career possibilities. A predisposition to reach across boundaries, real and perceived, is huge – any problem worth solving can’t be addressed satisfactorily within a stovepipe. Students who have immersed themselves in another culture or language, or who are comfortable meeting strangers, may have a leg up in this area, but anyone can learn how to meet people. Respect for others, whether known or unknown, opens all kinds of doors, as does curiosity and the desire to learn and improve.
Any other advice for people who want to enter this field? Any professional organizations they should join, events to attend, publications to read, special job search strategy etc.?
Research the field or the organization, asking questions as you go. For example:
* Find job announcements that interest you – is a certification required or recommended? If so, learn about the organization that bestows it.
* Is there a community around that organization? If so, where do people “hang out” online?
* Do you have to be a member to join? If so, would it benefit you enough, in terms of potential networking or even mentoring, to pay the membership fee?
* Hint: many membership organizations are looking for new members. Do not assume that you wouldn’t be welcome because you’re too new!
*If you’re really interested in government – local, state, or federal – then:
- Consider joining the American Society for Public Administration at www.aspanet.org. This professional society includes academics and practitioners all over the country and is not limited to people who majored in public administration.
- Sign up for GovLoop, www.govloop.com, a huge wiki developed by a public servant to improve government by connecting people. Make friends and join the conversation! --Participation has been known to lead to introductions, mentoring, and job leads.
- Set up a personal page on USAjobs, http://www.usajobs.gov/, tinker with job alerts to see what comes back, and use the other tools. The U.S. Office of Personnel Management (OPM) is working with federal agencies to improve their hiring processes permanently. Don’t assume that this federal site, or state and local government sites, are not worth your time.
--Find internships that attract you – beginning with employer web sites. If you want to work in Washington, DC, one of the more comprehensive collection points for government internships and housing information is the Partnership for Public Service’s “Making the Difference” site, http://www.makingthedifference.org/index.shtml.
--Discover the trade publications that focus on careers you may want to pursue. If you don’t know what you want to do, then find out which trade publications attract you and research the related careers.
--Ask everyone – professors, administrators, neighbors, friends – about the work-related publications and blogs they read.
--For federal government, a good place to start is Government Executive, www.govexec.com. Again: don’t ever assume that you are not eligible for subscriptions – find out.
As important as all of the above, combined, is to keep finding out about what you really desire. Work doesn’t have to be a drag; it can be a liberating experience of flow. Pay attention to the kinds of situations that put you into a state of flow – those are clues. At the same time, do your best to master whatever work is in front of you right now, because that is how to develop the feeling of self-confidence that will help you make career decisions that are right for you. This is a lifelong task. Best wishes for a long and happy life, with fulfilling work.
Heather Krasna
Author, Speaker &
Public Service Career Expert
