Many continuing educators find themselves in this position

Where apparent advancement opportunities are lacking.  Even then, networking is vital.  How can use this to attract folks to our professional organizations?  From Fortune.

How to advance when there is no career ladder
We’ve all heard it’s important to network and find a mentor and sponsor. But the most successful do-it-yourselfers build a diversity of relationships and rely on those individuals for honest feedback, advice, insight, and information throughout the course of their careers. 
If each of us must be the CEO of our careers, think of these people as an advisory board. The group should include peers inside and outside the company, higher-ups in your chain of command and in other divisions, someone in your company’s human resources department, peers and leaders in your industry, family and trusted friends from college and elsewhere. You’ll rely on them to help you evaluate yourself and where you should develop and grow, as well as to learn where there are opportunities and to understand your role and how the company and industry work. 
“You have to have those conversations early and often,” says Dan Black, immediate past president of the National Association of College and Employers and Americas director of recruiting for EY. “It’s a lifelong pursuit and an exercise to go through at regular intervals. Make sure you’re weighing your goals against the environment you’re in.” 
Join industry associations, clubs and affinity groups, such as corporate women’s or minority networks. Reach out to colleagues and industry peers, with a goal to helping them as much as they help you. 
“Networking for the sake of networking is wasting the time of very busy people,” Tulgan says. “The number one rule to getting to know people is show up. The number two rule is: be valuable.” 
Instead of simply calling up a senior leader in your company for advice over coffee, you could volunteer to support a company-wide initiative, such as a global internal meeting that will include many senior leaders. In that kind of role, “you’re big and visible and touch lots of functional areas,” says Brigette McInnis-Day, chief human resources officer at software firm SAP Global Customer Operations. 
“Those help you get a name and show you’re broader than just to be a worker at your specific role.”


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