career development a fifty year process
DESCRIPTION
A self-help guide for career development.TRANSCRIPT
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Career Development:A Fifty Year Process
Mitchell W. Manning, Sr.
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Career Development:A Fifty Year Process How to use this presentation
1. Review the presentation
2. List key points and questions
3. Discuss with others
4. Decide your next steps
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Integrated Career Development
Design Execute Monitor/Control
Design – determine what is really importantExecute – translate into learning and doingMonitor/Control – translate into performance
Continuous Improvement
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Keys to Career Success
• Technical education and experience are required• Behavioral Skills are the true keys
– Presenting Yourself– Managing Information– Presenting Your Ideas– Acquiring and Transferring Knowledge and Skills– Conflict Resolution– Questioning Decisions and Actions
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Presenting Yourself
• My job is…• This is what I’m good at…• This is how I work best…• These are my values…(I value/believe…)• This is the contribution I plan to make…• These are the results I expect to deliver…• This is how I expect to be held accountable…
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Process for Presenting Your SelfWrite your success stories for sharing using this outline...
• The situation (or task assignment)• Your observation• Your decision• Your action• The result of your action• How I feel about…• What I learned,,,
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Managing InformationBecome expert at processing information.
Question Process
What’s happening? Situation Appraisal
What’s wrong? Problem Solving
What are the options? Decision Making
What can go wrong? Potential Problem Analysis
What can be improved? Potential Opportunity Analysis
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Situation AppraisalWhat’s happening?
• Identify Concerns
• Set Priority
• Plan Next Steps
• Plan Involvement
Managing InformationBecome expert at processing information.
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Problem AnalysisWhat’s Wrong?
• Describe Problem
• Identify Possible Causes
• Evaluate Possible Causes
• Confirm True Cause
Managing InformationBecome expert at processing information.
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Decision AnalysisWhat are the options?
• Clarify Purpose
• Identify Options
• Evaluate Each Option
• Assess Risks
• Make Decision
Managing InformationBecome expert at processing information.
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Potential Problem AnalysisWhat can go wrong?
• Identify Potential Problems
• Identify Likely Causes
• Take Preventive Action
• Plan Contingent Action
Managing InformationBecome expert at processing information.
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Potential Opportunity AnalysisWhat can be improved?
• Identify Potential Opportunity
• Identify Likely Causes
• Take Promoting Action
• Plan Optimizing Action
Managing InformationBecome expert at processing information.
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Presenting Your IdeasBecome expert using SOPPADA to present your ideas.
Subject – I want to tell you about...
Objective – This is why...
Present Situation – This is how it is...
Proposal – This is how it can be...
Advantages (top 3) – These are the benefits...
Disadvantages (top 2) – These are negatives...
Action – This is how to do it...
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Acquiring and Transferring Knowledge and Skills: Training
• What (in under 30 seconds)• Why (in under 90 seconds)• How (action planning)• Example• Application• Evaluation (project management)• Summary and Next Steps
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Addressing Performance Issues:Evaluating Others
• Agreement
• Plan
• Process
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Conflict Resolution Process:become expert at observing, orienting, deciding and
acting to resolve conflict
Observe
Orient
Decide
Act
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The Origin of ConflictIdentify the origin of conflict before attempting to resolve.
Values
Facts
Methods
Objectives
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Behavioral Choices for ConflictLearn to use the best choice to resolve conflict.
Collaborate
Confront
Compete
Avoid
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Work Behavior ConflictLearn to address the origin of work conflict.
Shared Goals and ValuesHigh
High
Sen
se o
f C
ontr
ol
an
d A
ccou
ntab
ility
Low
Low
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Stakeholder Conflict
Balance SynergyLeverage
Company & Shareholders - Profitability - Growth - Reputation
Employee Groups-Equity-Consistency-Teamwork and Collaboration
Individuals- Trust- Security- Fairness- Recognition- Contribution- Growth- Pay & Benefits
Customers- Price/ Value- Service- New Products- Quality
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Conflicts from the Hierarchy of Decision-Making
Management•Systems and Processes•Major Impact/ Buy-In
Executive•Direction•Goals•Critical/Sensitive
Individual Employees•Functions and Tasks•Routine/ Operational
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Conflict Intervention
Meet with the stakeholderDescribe what they did
Tell them why it is important
Ask them how they feel
Ask them what they will do differently
Confirm their commitment to change
Agree on a schedule for follow-up
Thank them for their commitment
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Conflict PreventionShare thoughts, feelings, and rationaleMaintain and enhance self-esteem Listen and respond with empathyClarify and Agree to Next Actions
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Questioning Decisions and Actions
1. Why are you doing this? making this commitment?
2. What are your objectives and desired outcomes? intentions?
3. How will you know it has been successful?
4. What have you done to prepare?
5. What can happen? worst case/best case/most likely case?
6. How do you plan to make it work? keep it working?
7. How important is it to you to be successful?
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Career Development Success is...
85% Behavioral
15% Technical
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Career Solutions Have a Finite Lifetime
Today’s problems come from yesterday’s solutions.
Peter M. Senge, “The Fifth Discipline”
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Role of Academe: Building Capacity for Learning and
Innovation
ResourceInvestment
ContinuousLearning andInnovation
KnowledgeIntegration
KnowledgeCreation
KnowledgeTransfer
Education Research
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The source of wealth is something specifically human: KNOWLEDGE
Knowledge applied to tasks we already know how to do is PRODUCTIVITY
Knowledge applied to tasks that are new and different is INNOVATION
Managing for the Future: The 1990s and BeyondPeter F. Drucker, 1992
Innovation vis-a-vis Productivity`
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How to do Develop contextual skill for enhancing immediate productivity
How to think and createDevelop conceptual skill forthinking beyond the prevailing paradigm
Training
Education
Education vis-a-vis Training`
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Distributed Intelligence Enables Human-Centered Systems for Career
Long Development Digital libraries -- large, broadly accessible knowledge base Data mining -- filtering, integrating, interpreting Convergence of computing and communications High-confidence systems -- privacy, security, reliability Machinery for predictability Wireless, low-power, mobile systems Simulation capability improvements Biomedical informatics -- imaging, computational biology,
computer-assisted decision making Understanding of human cognition and learning processes
Empowering the Individual -- Augmenting the capacity to learn and create
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Success in Career Development
• Gold-Collar Worker:
“a highly skilled multidisciplinarian who combines the mind of the white-collar worker with the hands of the blue-collar employee” Cultivating the Gold-Collar Worker, M. A. Roe, May 2001
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Career Long Development?
• Absolutely! The Economic Policy Institute reported in March of 2004 that for the first time the number of unemployed college graduates surpassed the number of unemployed high school drop outs.
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10 Cluster Foundation Knowledge and Skills Topics
• Academics• Communications• Problem Solving and Critical Thinking• Information Technology• Systems• Safety, Health and Environment• Leadership and Teamwork• Ethics and Legal Responsibility• Employability and Career Development• Technical Skills
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Career Planning Process
TRANSITION & RE-EVALUATE
EXPLORE EDUCATIONAL &CAREER INFORMATION
AWARENESS & SELF-ASSESSMENT
EVALUATE & CHOOSE
PLAN & TAKE ACTION
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Learning About Yourself:Your career is your life’s work. You have 5 decades to complete.
Interests
Skills/Abilities
Values
Personality attributes
Desired lifestyle
Needs & wants
Experiences
Vocation
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Making Career Decisions:become better each decade
• It is a life-long process
• There will be barriers to decision-making
• You need decision-making strategies
• Establishing goals in the first decade is key
• Always know your objectives
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The World of Work and You:things for you to consider
• Societal influences on career choice• Gender roles• The new job market
– Knowledge and skill-based– High tech– Global– Diverse
• Need for life-long learning
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Staying Career Oriented:• Gain career-related experience • Develop broad, marketable skills• Always be looking and preparing• Attend career or professional school fairs• Attend Career Planning Workshops such as:
– Resume writing– Creating Cover Letters & Business Correspondence– Interviewing Techniques– Job Search Strategies – Business Etiquette
• Strive for outstanding job performance• Develop leadership skills
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What Do Employers Look for in Work Performance?
Communication skills
Honesty/Integrity
Teamwork skills
Interpersonal skills
Motivation/Initiative
Strong work ethicAnalytical skillsFlexibility/AdaptabilityComputer skillsOrganizational skills
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Professionalism:Let professionalism be your calling card and signature.
• Decide what it means for your career • Examples of professional behavior
– Arrive at work on time
– Dress appropriately
– Stay current in the field
– Accept responsibility for mistakes
– Complete tasks on time
– Respect organizational norms
– Keep personal business out of the office
– Avoid gossip and the grapevine
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Career Development: Conclusion
I hope your career to this point has been a personal success. I regret I’m unable to be in two places at the same time. I miss exchanging experiences andideas with you. Hopefully, my thoughts, and yourattention, have stimulated your thinking, confirmedyour experiences, and given you new ideas foryour future success. Best Wishes,Mitch Manning [email protected]