For young, ambitious, talented, hopefuls time flies. Sometimes before they can say ‘graduate’ their careers have over taken them and they find themselves responsible for leading teams and implementing high level strategies.

Too often, however, in their sprint to the top, they may stumble upon some of the traps inherent in the fast track. So, while they may think they know mostly everything, there are several lessons to be learned. That first job provides a valuable springboard for self-development and self-management. Bright-eyed and donning rose coloured spectacles, young guns enter the world of work with the sky poised as their limit. But pay heed, fledglings, there are definite dangers.

Here are a few insights from one who has trod this path and, admittedly, made many mistakes…

Even when great organisations promise great returns, it is important to guard yourself and your career. Do not expect someone else to do it for you. And while you choose a great company to work for, make sure you choose a great boss. Someone who is willing to share and give you time. How will you recognise such a person? Well, good bosses’ reputations precede them. On your quest to find the perfect employer talk to people within the organisation. Of course, if you are attracted towards working for someone, and sufficiently bold, you can always be proactive in the realm of self-marketing. At all times, make sure you understand how the organisation will measure and evaluate your performance: what do others expect? Even when you feel you know a lot, do not be afraid to ask questions all the while teaching yourself the right questions to ask.

Refrain from being a time stealer: be mindful of others’ time and respect deadlines. Keeping time is a personal promise, one which shows that others can trust you. It is an internationally accepted sign of professional behaviour. Make an effort to network and socialise in the organisation, vertically and horizontally.

Become adept at promoting yourself. Teach yourself to present well. Short and simple remain steadfast techniques. Always allow others to raise outstanding issues. Throwing the ball to someone else can be a great learning experience. Carve some space for an interest that connects you with your life’s values – the world of work is not the only one that exists. As your career progresses, and as you become responsible for leading a team of people, you may face the risk of constantly trying to catch up with your advancement.

Successful leaders may become overly focused on title and salary. They may believe they have to be a fantastic manager (by knowing and doing everything by themselves) – rather than a fantastic leader( by developing people into their responsibilities) . Often technical knowledge becomes more important than relations and communication. Title and office position may mean more than time spent with team members.

They may also disrespect or underutilise the knowledge and wisdom among older peers. Puffed up with self-focus, they may wonder what an older person can teach them. They may tend to do everything themselves rather than delegate and develop others, either because they do not trust someone else to deliver or because they are more focused on being seen than sharing and advancing their team.

Contrary to popular perceptions, there is little status or prestige in having a diary that is full three months in advance. It is a telltale sign that someone else is in control. This together with a leader’s feeling that he needs to have all the answers to all the questions all the time may indicate that some external, objective, professional insight, such as that of an experienced executive coach, is needed.

In addition, when everything becomes fast and tasks have to be completed now now, there is little or no time for reflection. When being carried away by the glory that goes with success, run in pace with your career. Ensure the knowledge required to sustain your progression comes along with you and make time to reflect on your behavior. Often, the light created by successful young leaders can be blinding. Seeing clearly can reveal the inherent pitfalls along the way. Sometimes it just takes someone else to open one’s eyes.