Climbing the Corporate Ladder

If you intend to climb the corporate ladder there are certain skills commonly possessed by each level of management that you need to cultivate. For example, Managers and Supervisors often report possessing skills in People Management and Team Leadership. Director-level workers report having skills like Financial Management; and common skills at the Executive-level include Negotiation, Organizational Development and Strategic Planning. If you hope to level up your career, learning these skills is a good bet to reach the next level on the corporate pyramid.

For professionals it means advancing your career in the skills economy. You may be highly educated and skilled in a computer, science, or engineering discipline and are now looking to compliment that training with business knowledge and managerial skills. Or maybe you are in human resources and want to develop some basic financial knowledge so you can understand and analyze financial statements and meaningfully discuss the numbers side of the business. Or you are in accounting and realize the need to develop human resource skills for hiring and managerial skills for managing as you move into supervisor roles.

Or you may be just out of college. We analyzed data to determine how prepared recent college graduates really are upon entering the workforce, and which skills hiring managers are most likely to consider absent or deficient directly following graduation, a disconnect commonly known as "The Skills Gap."


Closing the Skills Gap

It goes without saying that professionals must possess certain requisite skills in order to lead a successful career, and possessing these skills makes employees and prospective employees more valuable in the professional world. MBA-ASAP is a fast and inexpensive way to equip yourself with these skills, thereby setting you up for lucrative and fulfilling employment.


Does a lack of financial literacy matter? From a managers’ point of view, it surely does. Those who can’t speak the language of business can’t contribute much to a discussion of performance and are unlikely to advance in the hierarchy. They may get caught off guard by financial shenanigans, as many employees at Enron were. They also are unable to gauge the health of a prospective or current employer.