This is a part two of a two-part series on professional development. Part one focuses on how supervisors and leaders create cultures where early career professionals can thrive.
If you’re reading this as someone in your first few years working in collegiate recreation, you likely have big dreams for your career and want to make the most of every opportunity. You might also be feeling overwhelmed by the complexity of higher education, wondering how to navigate institutional politics or questioning whether this field is the right long-term fit for you.
Part I of this series focused on what directors and supervisors can do to create environments where early career professionals thrive. But thriving isn’t just about what others do for you — it’s also about how you approach your role, seek out opportunities and position yourself for long-term success. The same research that informed the previous article revealed important insights about how early career professionals can maximize their experiences, even when working in less-than-ideal environments.
The participants from that study didn’t just passively receive support — they actively engaged in strategies to build meaningful careers — and their stories provide a blueprint for how you can maximize your early career experience:
- Build relationships intentionally and authentically.
- Take ownership of your professional transition.
- Drive your own competency development.
- Become a student of your institution.
Build Relationships Intentionally and Authentically
While your supervisor should be creating opportunities for you to connect with colleagues, you can’t wait for others to facilitate your networking. The early career professionals who thrived most were those who took ownership of relationship building from day one.
- Be genuinely curious about others’ work. Ask thoughtful questions about colleagues’ roles, challenges and successes. People appreciate when someone takes a genuine interest in what they do, and these conversations will help you understand how different parts of the institution connect.
- Say yes to coffee meetings and informal invitations. When someone suggests grabbing coffee or lunch, make it happen. These casual conversations often lead to the most meaningful professional relationships and opportunities.
- Seek mentors beyond your direct supervisor. Identify two to three people at different levels and in different areas who can offer diverse perspectives on your career development. Don’t formally ask them to be your mentor, at least not at first; instead, build authentic relationships through regular check-ins and genuine interest in learning from their experience.
- Contribute to conversations, don’t just observe. In meetings and group settings, share your thoughts and ideas. Your fresh perspective is valuable, and speaking up helps others get to know your thinking and capabilities.
Take Ownership of Your Professional Transition
The most successful early career professionals didn’t wait for perfect onboarding or comprehensive training — they proactively managed their own transition into professional life.
- Document everything during your first few months. Keep notes about processes, key contacts and institutional knowledge you’re learning. This will help you feel more confident and serve as a reference as you grow in your role.
- Ask for clarity when expectations are unclear. If something isn’t making sense or you’re unsure about priorities, ask questions. Frame these conversations around your desire to be successful rather than criticism of unclear communication.
- Create your own learning goals. Even if your supervisor doesn’t initiate goal-setting conversations, come prepared with ideas about what you want to learn and accomplish. This demonstrates initiative and gives your supervisor a framework for supporting your development.
- Find or create feedback loops. Regularly check in with your supervisor about your performance, and also seek informal feedback from colleagues you work with closely. Ask specific questions like “How could I have handled that situation better?” rather than general questions like “How am I doing?”
Drive Your Own Competency Development
While your department should provide development opportunities, the most successful professionals supplement these with their own early career experience and actively seek out stretch opportunities.
- Identify the skills you need for your dream job, not just your current role. Research job postings for positions you’d like to have in three to five years and note the competencies they require. Look for ways to develop these skills in your current role or through volunteer opportunities.
- Volunteer for projects that challenge you. When opportunities arise for special projects, event planning or committee work, raise your hand even if it feels like a stretch. Growth happens outside your comfort zone.
- Seek out learning beyond your institution. Get involved in professional organizations, attend conferences and connect with professionals at other institutions. This broader perspective will make you a more valuable colleague and help you understand industry trends.
- Reflect regularly on your experiences. Keep a professional journal or have regular conversations with mentors about what you’re learning. This reflection helps you articulate your growth and identify areas for continued development.
Become a Student of Your Institution
Understanding institutional culture and decision-making processes isn’t something that happens automatically — it requires intentional observation and inquiry. The early career professionals who felt most connected and engaged were those who worked to understand the bigger picture.
- Pay attention to the “why” behind decisions. When policies change or new initiatives are announced, try to understand the reasoning. Ask your supervisor or colleagues about the context and competing priorities that led to these decisions.
- Learn your institution’s history and traditions. Understanding how your institution evolved helps you appreciate current culture and anticipate future directions. This knowledge also helps you connect with longer-tenured colleagues who value institutional memory.
- Follow institutional communications closely. Read senior leaders’ messages, board meeting summaries and strategic planning documents. Understanding institutional priorities helps you see how your work contributes to larger goals.
- Observe meeting dynamics and communication patterns. Notice how decisions get made, who influences conversations, and how different personalities and roles interact. This institutional intelligence will serve you throughout your career.
Navigating Challenges and Setbacks
Even with the best strategies, your early career experience won’t be perfect. The professionals who thrive long-term are those who develop resilience and learn from difficult situations rather than being derailed by them.
- Reframe challenges as learning opportunities. When you face difficult situations or make mistakes, focus on what you can learn rather than dwelling on what went wrong. Share these learnings with mentors who can help you process and grow.
- Build a support network outside your workplace. Connect with other early career professionals at different institutions who can offer perspective and encouragement when you’re facing challenges.
- Ask for help. Don’t suffer in silence when you’re struggling. Identify trusted colleagues or mentors you can talk through challenges with, and don’t be afraid to advocate for the support you need.
- Know when to leave. Whether it’s because you’re ready for the next step, your current role no longer challenges and fulfills you, or the culture does not align with your values and preferred work style, know when it’s time to start looking for something different. And as you transition out of your first role, do so in a way that allows you to maintain positive relationships even after your departure.
Your Investment in Tomorrow’s Leaders
As you build your own early career experience, remember you’re also part of creating positive experiences for future early career professionals. The relationships you build, the initiatives you support and the culture you help create will benefit those who come after you.
Your first few years in higher education are foundational — not just for your own career, but for your understanding of how you want to contribute to this field throughout your professional life. By taking an active role in your own development while remaining open to learning from others, you’re positioning yourself not just for individual success, but for meaningful leadership in collegiate recreation and higher education.
The field needs professionals who are committed to growth, relationship building and understanding the complex environment we work in. By implementing these strategies, you’re not just surviving your early career — you’re building the foundation for a thriving, impactful career in higher education.
