Recently I had lunch with a mystified MIS Director who had done exactly what her CEO wanted. She'd installed state-of-the-art systems throughout the company. When the president asked her to resign because of philosophical differences, she couldn't understand what happened. Hadn't she delivered on his executive mandate?

At a conference a couple of weeks ago, I met Bob S., a savvy marketing manager who was seeing a disturbing pattern in his career. He would start off in tune with management, accomplish great things, then eventually feel like an outsider. What was he doing wrong?

An ambitious consulting MBA worked long hours his first year handling a lot of projects typically done by higher-level managers. He figured his combination of hard work, outstanding accomplishment and positive client feedback would lead to an early promotion. He was quite disappointed when his supervising partner did not grant him one because, "We simply don't move people up after only one year. Promotion requires at least two years."

These professionals were all severely disappointed in management's response to their excellent performance. Instead of reaping a just reward, they felt rejected and undervalued. What's going on here? Doesn't corporate culture promise if you do a good job, you'll be recognized and compensated accordingly? Not necessarily.

Like the vast majority of business professionals, these careerists are acquainted with only half of the "success equation." It's their ignorance of the other key component that's causing their problems. While they understand the need to do a good job, they don't realize it's equally vital to communicate effectively with the people in their company who can make or break their careers. Instead of isolating themselves, they should be consulting regularly with those who can sell their ideas to key decision makers; grant raises, promotions and growth opportunities; and protect them from hostile factions with differing agendas.

Let's take a second look at each of the above professionals and see how a little strategic communication could have saved them a lot of distress:

• While the MIS Director had a mandate from her CEO to make major system changes throughout the company, she neglected to realize the importance of including other high-level managers in promoting the process. Instead of consulting with them on their needs and ideas, she chose to follow her own path, assuming that presidential backing was all she needed. When the other managers complained about her "strong-arm tactics," she ignored them, figuring their negativity was a normal response to change. Eventually her politically astute CEO realized he could either back this maverick, or stay in the good graces of his key managers. With the new systems in place, he chose the managers.

• The first time Bob S. felt like an outsider he was in the unfortunately common position of being "old guard" in a new management takeover. His company was acquired by another, which chose to install its own people in key executive positions. As a general rule, very few high-level professionals from an old regime survive a management change because it's human nature for the new CEO to surround himself with people he knows and trusts.
  
  Given his lame-duck situation, Bob moved to another company that was privately-owned, growing fast and desperately in need of his professional expertise. Because its owner was wise enough to understand that his "baby" had exceeded his leadership capabilities, he selected a new team to ramp it up to the next level. Then he got cold feet. Suddenly his company was their company. The new management, assuming they had his blessing to make necessary changes, neglected to realize his need to be in the loop. Feeling like a stranger in his own firm, he replaced his management with people who were "more loyal" to him. As the last of the original team, Bob S. may still be able to save his job, if he quickly changes his modus operandi to include the owner's opinion in analyzing and developing marketing strategies.

• The consulting MBA went wrong in surmising that he and his partner were on the same page in determining criteria for a promotion. The MBA thought promotions were primarily a matter of performance. His partner considered seniority to be more important. If early in his first year, the consultant had initiated a discussion about how to get a promotion, he would have realized his expectations were inflated. Then, he could have either campaigned for an earlier promotion or lowered his sights and put more energy into balancing his life.

For you to be successful in your career, excellent work and proactive communication with your managers, peers and employers are both essential. If you are guilty of relying solely on good performance in the race to get ahead, you are destined to fade in the stretch. Fortunately, if you start using the communication techniques below, you can still move ahead of the pack:

• When you begin a new position or project, identify the key people who will have an impact on your mission. Make it a point to get to know them. Establish a relationship by discussing each other's philosophies, perceptions of company issues, role interactions, collaborative and competing goals and expectations of each other.

• When you get a new manager, schedule an appointment to find out her priorities in terms of what you should learn and do first, second and so on. Go over the company's performance appraisal form to discuss how she interprets each section. Solicit specific examples of her perception of superior work, great attitude and other listed criteria. Ask about promotions and raises and the process for achieving them. Develop goals and action plans to benchmark your ongoing activities.

• To enhance your ongoing communication, put together a schedule for regular meetings with your management, peers and employees to review progress, solicit feedback, learn skills and information, set new goals and solidify your relationship. People need to know what's going on and what you're doing and thinking. They value the opportunity to offer input on projects that affect them and will back you, if given a chance to "own" your strategy. While wildcatting a project may seem to be the fastest, easiest road from point A to B, it can be a lonely, hostile journey. On the other hand, keeping everyone informed may take more time, but it promises a friendlier trip.

• Always know where you stand with the people who have the power to give you raises, promotions and feedback for your permanent record. Because most managers hate to do reviews, even positive ones, they rarely schedule periodic informal conversations about your performance, and they often put off your formal review until the last possible moment. This avoidance behavior leaves you wondering how you are doing and puts you in info limbo. To make sure that no performance appraisal, either good or bad, is ever a surprise, take the initiative to plan regular discussions about your career with your manager. Set aside at least one hour per quarter to discuss your personal career goals, ask for feedback on your individual performance, point out your strengths and accomplishments, evaluate progress and develop collaborative goals. Make sure your manager knows what you expect in return for exceptional work. Don't assume he can read your mind and will intuitively move your career along the path you've chosen.
  These days companies are telling employees their careers are their responsibility. While this has always been true, corporations have finally owned up to it. With rampant reengineering, downsizing and reorganization continuing ad infinitum, professionals who know where they want to go and how to get there will certainly be the most likely to fulfill their own expectations, if they also have a little help from their managers.

• Don't confine your communication only to those with whom you work day-to-day. Making contacts throughout your organization can be most beneficial in establishing your worth to the company at large, giving you a broader perspective on your job and how it impacts the big picture, advising you of opportunities for interesting new projects or positions, offering information on the state of the company and helping you to deal more effectively with political situations. As a recent NBEW article on networking said, "The best time to network is when you're employed." Networking is just as important inside your organization as it is with outsiders in your career and industry.

• Getting involved in a professional or community organization offers you the chance to develop contacts and skills that concentrating solely on your job and company cannot. Usually volunteer groups encourage their members to try a greater variety of positions and move up the ladder faster than a paid environment will. You can expose yourself to a rich array of experiences that look good on your resume and will be useful in your current job, if you make the effort to seek camaraderie and experiences beyond your immediate family and colleagues.

As you hone your communication skills in a variety of venues, you'll increase your recognition as a key player within your company, industry and community. Eventually, people will think of you as an "executive with portfolio," the person to go to when an important job needs to be done.