Art of Career Development


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Ambitious people want the opportunity to have continuous career development. But how do we manage the balance amidst deadlines, pressures, and politics of day-to-day operations? This session will dive into some best practices that both you (and your staff) can embrace to drive current job satisfaction and develop in your career at the same time.

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  • About Sage Nonprofit SolutionsSage Nonprofit Solutions has been serving nonprofit and governmental organizations for more than 30 years. Sage currently helps more than 3.1 million small and midsized businesses, including more than 32,000 unique not-for-profit organizations, in the U.S. and Canada increase efficiency and more easily manage their operations through the use of technology. From fund accounting, donor and fundraising management, and fixed asset management, to online donation processing, human resources (HR), payroll, and health care, Sage offers a software product or service to meet the organization’s need.Sage is the 3rd largest ERP solution provider to businesses worldwide.  Referenced to Gartner, Market Share: ERP, Software Worldwide, 2009, based on total software revenue in 200
  • 2011Employee Engagement Poll by Maritz Research:25% of employees polled have less trust in management than they did in 2010. A mere 14% of employees believe that their company leaders are ethical and honest. Only 10% of employees trust management to make the right decision in times of uncertainty.Just 7% said that senior management’s actions are consistent with their words.Saratoga Institute Research:80% of turnover is directly related to an unsatisfactory relationship with one’s boss
  • Disengagement is likely to happen or has happened to each of us at some point in our careers.Our chances for disengagement are: (Click) 40% if your are ignored (Click) 22% if the focus is on your weaknesses (Click) 1% if the focus is on your strengths
  • How many of you heard this growing up? Are you doing today what you wanted to “be”?Can anyone tell me why this statement is misguiding?Answer: Doesn’t/wouldn’t necessarily leverage your strengths.(Click) A better approach when focusing on your strengths may be this statement.
  • Our talents are found in our strengths. These are the 34 leadership themes identified in your book.
  • Art of Career Development

    1. 1. The Art of Career GrowthCharity Channel Summit 2011
    2. 2. Your Partner in Dialogue(and why me…) • Product Marketing Director w/Sage • Board, BookSpring Past president, held officer roles for 4+ yrs Responsible for performance evaluation process, staff dev. • 10+ years working for/with nonprofits United Way, Hospice, Social Service Agency • Charity Channel Chapter Author “All A-Board” • Special interest in leadership and developing peopleHeather Burton • Favorite food: Pizza (unfortunately) • Twitter handle: @heathermburton 2
    3. 3. Who I work for…3rd largest ERP solution provider to businesses worldwide The Sage Group, plc. (London: SGE.L) 6.2 Million Customers Worldwide Over 32,000 Unique Not-For-Profit Customers in North America 3
    4. 4. “Your time is limited, so don’t waste it living someone else’s life. Don’tbe trapped by dogma — which is living with the results of other people’sthinking. Don’t let the noise of others’ opinions drown out your owninner voice. And most important, have the courage to follow your heartand intuition. They somehow already know what you truly want tobecome. Everything else is secondary." ~ Steve Jobs 4
    5. 5. I want to… 5
    6. 6. Remember that your pasture isgreener to someone than it is to you …and vice versa 6
    7. 7. Who’s in the room? Is a boss? (paid employees or volunteers) Might want to be a boss? Leaders and Needs a new boss? managers are not the same. One difference Wants to be your own boss? is leaders truly care about your career growth 7
    8. 8. Job Market 8
    9. 9. Employees polled that trust management less 25% than they did in 2010 Employees polled that believe their 14% company/organizational leaders are ethical and honest Employees polled that trust management to 10% make the right decision in times of uncertainty Turnover directly related to an unsatisfactory 80% relationship with one’s boss2 91 2011 Employee Engagement Poll by Maritz Research, 2 Saratoga Institute Research
    10. 10. Now is abrilliant timeto “disruptyourself” 10
    11. 11. Interests and Values What are your professional interests and values? • For example, what types of projects do you enjoy, are you motivated by compensation? By increased responsibility? What are your lifestyle needs? • For example, limited or no travel, set work schedule, etc 11Created from Harvard ManageMentor
    12. 12.
    13. 13. The most effective leaders always invest in strengths. The most effective leaders surround themselves w/ the right people and then maximize their team. The most effective leadersunderstand their followers needs 13
    14. 14. Focusing onwhat you suck at,sucks….. Impact of Strengths-Focus on Disengagement 22 of 100 disengaged 1 of 100 disengaged Focus on Weaknesses Focus on StrengthsSource: Gallup Organization; StrengthsFinder 2.0 14
    15. 15. Survey Says…. If your leader/peer Your chances for primarily: disengagement are: Ignores you 40% Focuses on your 22% weaknesses Focuses on your 1% strengthsSource: Gallup Organization; StrengthsFinder 2.0 15
    16. 16. Why Bother with Strengths? Using my strengths… Outside my strengths… • I’m good at what I do • I don’t excel at my work • My work is tiring • My work is energizing • I dread my job • I look forward to my job • Time drags on • Time goes quickly • I’m enjoyable to be around • I treat customers, co-workers, friends wellSource: Gallup Organization; StrengthsFinder 2.0 “A strength isnt something youre good at and a weakness isnt something youre bad at. A strength is something that strengthens you and a weakness is something that weakens you.” – Marcus Buckingham 16
    17. 17. Gain or Drain? 1) I feel strong when… 2) I feel drained when… 17
    18. 18. Talent vs. Perception 18
    19. 19. Talent Formula Talent (a natural way of thinking, feeling and behaving) x Investment (time spent practicing/developing your skills, and building your knowledge base) = Strength (ability to consistently provide near-perfect performance)Source: Gallup Organization; StrengthsFinder 2.0 19
    20. 20. Misguided Maxim Guided Maxim “You cannot be “You can be anything you anything you want to want to be, if you just try be – but you can be a hard enough.” lot more of who you already are.”Source: Gallup Organization; StrengthsFinder 2.0 20
    21. 21. GROUP DISCUSSIONIn groups of 2 - 4, discuss the following: •Tell about a time when you had a chance to do something you were good at. How was it different than working against a weakness of yours? •Give an example of a time when you worked on something and had the right skills and knowledge, but lacked the talent needed. 21
    22. 22. Just because you aregood at something, itdoesn’t mean you wantit for a career 22
    23. 23. With that lens What do you believe are your top 5 strengths? • For example, those that you have the most proficiency or enjoy the most What are strengths you’d love to take to another job? • For example, writing, analytics, learning, etc 23Created from Harvard ManageMentor
    24. 24. You may be surprised… Management guru Peter Drucker said: “Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer.“Source: Gallup Organization; StrengthsFinder 2.0 24
    25. 25. Strength Themes • Achiever • Futuristic • Activator • Harmony • Adaptability • Ideation • Analytical • Includer • Arranger • Individualization • Belief • Input • Command • Intellection • Communication • Learner • Competition • Maximizer • Connectedness • Positivity • Consistency • Relator • Context • Responsibility • Deliberative • Restorative • Developer • Self-assurance • Discipline • Significance • Empathy • Strategic • Focus • WooSource: Gallup Organization; StrengthsFinder 2.0 25
    26. 26. Your 2 interests and valuesVision for your Your strengths and skills future 26
    27. 27. Tell everyone!People can’t help youachieve yourvision if they don’t know what it is… 27
    28. 28. Strategic PatienceBe confident in the vision Be flexible with the path 28
    29. 29. The right leader……can look like the oddest of pairings 29
    30. 30. Sometimes you just have to be brave enough to jump… …but be smart enough to be prepared30
    31. 31. Be Bold… Be Brave… Believe in Yourself… 31
    32. 32. THANK YOU! 32