Progressing at work and career advancement January 2011

619 views
547 views

Published on

Half day interactive open workshop for individuals seeking to enhance their career prospects in Toronto.

Published in: Career
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
619
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Progressing at work and career advancement January 2011

  1. 1. Progressing at work and career advancement<br />by Toronto Training and HR <br />January 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definitions<br /> 7-20 New requirements for 2011<br /> 21-22 Kick start you career-accountants<br />23-24 Core factors of a top-drawer senior candidate<br />25-26 Four stages of career building<br />27-29 Taking stock of your assets<br />30-31 Exploring work possibilities<br />32-33 Raising your status<br />34-36 Getting to the top<br />37-40 Grab hold of your career <br /> 41-43 Who REALLY gets headhunted?<br /> 44-46 Moving forward<br /> 47-49 Are you promotable?<br />50-56 Why did I miss out on that promotion?<br />57-58 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definitions<br />
  8. 8. Page 6<br />Definitions<br />Career<br />Job<br />Occupation<br />Role<br />
  9. 9. Page 7<br />New requirements for 2011-General Counsel<br />
  10. 10. Page 8<br />New requirements for 2011-General Counsel <br />Business acumen<br />Ability to interact with the board<br />Experience managing an internal legal function<br />Able to negotiate with regulators and watchdog agencies<br />Strong external network<br />Judgment needed to outsource legal work<br />appropriately and cost-effectively<br />Knowledge of new environmental regulations and green considerations<br />
  11. 11. Page 9<br />New requirements for 2011-VP Supply Chain<br />
  12. 12. Page 10<br />New requirements for 2011-VP Supply Chain <br />End-to-end understanding of the supply chain<br />Cost-conscious exploration of outsourcing and internal solutions<br />Ability to partner with the CIO to improve interactions with customers and suppliers; technical savvy<br />Experience running a business unit, managing a P&L, and interacting with customers<br />Ability to collaborate across all business units and global functions and with the support organization<br />
  13. 13. Page 11<br />New requirements for 2011-VP Human Resources<br />
  14. 14. Page 12<br />New requirements for 2011-VP Human Resources <br />Commercial acumen<br />Understanding cultural differences & shifting demographics<br />Change management skills; facility with cultural change initiatives<br />The credibility needed to act as an internal adviser to the CEO and the board<br />Ability to work with the board to manage succession<br />Technological savvy<br />Expertise in building compensation and performance into governance structures<br />Skill at marketing the VP HR role to the rest of the firm<br />
  15. 15. Page 13<br />New requirements for 2011-CFO<br />
  16. 16. Page 14<br />New requirements for 2011-CFO 1 of 2<br />Experience that matches a company’s current needs—M&A experience for a company in growth<br />mode, for instance, or a strong background in<br />controls for a company that has experienced<br />restatements or earnings violations<br />Somewhat reduced focus on accounting skills and increased focus on strategic thinking<br />Skill at finding the link between accounting<br />and new business models and strategy<br />
  17. 17. Page 15<br />New requirements for 2011-CFO 2 of 2<br />Understanding of risk and how to balance it with performance<br />A stronger outward focus, particularly when<br />it comes to investor relations (though CFOs<br />still need to be good overseers on the accounting<br />front)<br />A global, as opposed to country-specific, approach to finance<br />
  18. 18. Page 16<br />New requirements for 2011-CIO<br />
  19. 19. Page 17<br />New requirements for 2011-CIO<br />Ability to view the organization holistically,<br />across functional, unit, and regional boundaries<br />Process orientation and comfort with organizational design<br />Information analytics knowledge; ability to help companies sort through and use information<br />Expertise in investment allocation and using<br />ROI to make decisions about future IT<br />expenditures<br />
  20. 20. Page 18<br />New requirements for 2011-VP Sales & Marketing<br />
  21. 21. Page 19<br />New requirements for 2011-VP Sales & Marketing 1 of 2<br />Significant in-sector experience<br />Experience handling the marketing challenges and opportunities presented by new channels<br />Ability to serve as the CEO’s single point of contact for marketing, sales, and e-commerce<br />
  22. 22. Page 20<br />New requirements for 2011-VP Sales & Marketing 2 of 2<br />Sophisticated technology know-how, as some distribution becomes more channel neutral; skill at managing relationships between commercial and technology executives<br />Crisis and reputation management skills<br />The ability to promote transparency and manage<br />customer communities and public conversations<br />
  23. 23. Page 21<br />Kick-start your career-accountants<br />
  24. 24. Page 22<br />Kick-start your career-accountants<br />Set yourself clear targets<br />Be ready to accept new responsibilities<br />Learn new technologies<br />Networking<br />Be conspicuous<br />
  25. 25. Page 23<br />Core factors of a top-drawer senior candidate<br />
  26. 26. Page 24<br />Core factors of a top-drawer senior candidate<br />Demonstrating strategic skills<br />Building a strong management team<br />Managing implementation<br />Creating the capacity for innovation <br />Lateral management<br />Projecting executive presence<br />
  27. 27. Page 25<br />Four stages of career building<br />
  28. 28. Page 26<br />Four stages of career building<br />Get to know yourself<br />Explore possibilities<br />Set goals<br />Take action<br />
  29. 29. Page 27<br />Taking stock of your assets<br />
  30. 30. Page 28<br />Taking stock of your assets 1 of 2<br />Personal career assets<br />What have you dreamed of doing?<br />What are your values?<br />What interests you?<br />Positive and negative thinkers<br />Clarifying your beliefs<br />Skills-numerical, communication, leadership, sense awareness, using logical thinking, helping, organizational, technical, self-management, being creative & innovative <br />
  31. 31. Page 29<br />Taking stock of your assets 2 of 2<br />What do you know?<br />What kind of person are you?<br />What are your work-related material assets?<br />What relationship assets do you have?<br />Creating a portfolio<br />
  32. 32. Page 30<br />Exploring work possibilities<br />
  33. 33. Page 31<br />Exploring work possibilities<br />Alternative ways of working<br />Identifying work possibilities<br />Investigating work possibilities<br />Mixing and matching information<br />Your work possibilities<br />
  34. 34. Page 32<br />Raising your status<br />
  35. 35. Page 33<br />Raising your status<br />Stop helping<br />Hone your delivery<br />Change your role<br />Adopt a cause<br />Take the lead<br />Sparkle on stage<br />Act proud<br />Be hard to please<br />Take criticism on the chin<br />
  36. 36. Page 34<br />Getting to the top<br />
  37. 37. Page 35<br />Getting to the top 1 of 2<br />Insiders<br />Outsiders<br />Board members<br />Insider-outsiders<br />Former executives <br />
  38. 38. Page 36<br />Getting to the top 2 of 2<br />MAINTAINING MOMENTUM<br />Find your flow<br />Plan ahead<br />Keep a sense of urgency<br />Mix it up<br />Check in<br />Know the risks<br />Delegate<br />Get competitive<br />Take a break<br />Keep the prize in mind <br />
  39. 39. Page 37<br />Grab hold of your career<br />
  40. 40. Page 38<br />Grab hold of your career 1 of 3<br />Be self-managing<br />Know what you have to offer<br />Keep on learning<br />Understand business trends<br />Prepare yourself for areas of competence, not jobs<br />Find a mentor<br />Build financial independence<br />Network, network, network<br />Keep your resume up to date<br />Create a vision<br />
  41. 41. Page 39<br />Grab hold of your career 2 of 3<br />FALLACIES ABOUT HOPPERS<br />Job-hoppers prosper<br />A move should be a move up<br />Big fish swim in big ponds<br />Career and industry switchers are penalized<br />
  42. 42. Page 40<br />Grab hold of your career 3 of 3<br />FLEEING THE PIGEONHOLE<br />Identify areas of interest<br />Look for fit<br />Observe differently<br />Shift from tasks to relationships<br />Communicate your interest<br />Get feedback<br />
  43. 43. Page 41<br />Who REALLY gets headhunted?<br />
  44. 44. Page 42<br />Who REALLY gets headhunted? 1 of 2<br />Be self-managing<br />Know what you have to offer<br />Keep on learning<br />Understand business trends<br />Prepare yourself for areas of competence, not jobs<br />Find a mentor<br />Build financial independence<br />Network, network, network<br />Keep your resume up to date<br />Create a vision<br />
  45. 45. Page 43<br />Who REALLY gets headhunted? 2 of 2<br />Identification of the executives to be targeted<br />Who is on the database?<br />Attached and unattached executives<br />Getting the approval of executives to be moved Comparisons between placements and executives who changed jobs through other means<br />Matching executives, jobs and employers<br />Lateral, downward or upwards <br />
  46. 46. Page 44<br />Moving forward<br />
  47. 47. Page 45<br />Moving forward 1 of 2<br />Setting goals<br />Building scenarios<br />Confront your what-ifs<br />Recognize resistance<br />Keep on learning<br />Your goals and strategies<br />
  48. 48. Page 46<br />Moving forward 2 of 2<br />Expand your alternatives<br />Make yourself useful<br />Establish boundaries<br />
  49. 49. Page 47<br />Are you promotable?<br />
  50. 50. Page 48<br />Are you promotable? 1 of 2<br />Do you call in sick less than three times annually?<br />Do you work reasonable hours and have outside interests?<br />Do you dress for success, even in uniform?<br />Do you avert crises, rather than create them?<br />Do you have high employee retention?<br />Do your employees willingly handle problems in your absence?<br />
  51. 51. Page 49<br />Are you promotable? 2 of 2<br />Do you know your priorities and manage by<br />them daily?<br />Do you support the team, up, down and across?<br />Do you analyzeproblems deeply and propose solutions?<br />Do you feel loyal to your organization?<br />
  52. 52. Page 50<br />Why did I miss out on that promotion?<br />
  53. 53. Page 51<br />Why did I miss out on that promotion? 1 of 6<br />Decisions about who gets promoted can seem mysterious and arbitrary-stellar performance reviews and a strong track record but still getting passed over. What’s going on?<br />In most organizations feedback is vague and confusing – sometimes intentionally, so as not to demoralize-it’s up to you to ferret out the real reasons you missed the job.<br />For example, think twice when you’re told you need to<br />work on “leadership” or gain more “seasoning.” These can<br />be code words masking more specific concerns, like a failure to demonstrate strategic thinking or an inability to delegate.<br />
  54. 54. Page 52<br />Why did I miss out on that promotion? 2 of 6<br />NON NEGOTIABLES IN EXECUTIVE CAREER ADVANCEMENT-factors that are absolutely necessary for you to be a contender<br />Demonstrating consistently strong performance<br />Displaying ethics, integrity, and character<br />Being driven to lead and to assume higher levels of responsibility<br />
  55. 55. Page 53<br />Why did I miss out on that promotion? 3 of 6<br />DE-SELECTION FACTORS IN EXECUTIVE CAREER ADVANCEMENT-characteristics that prevent you from being considered as a serious candidate<br />Having weak interpersonal skills<br />Treating others with insensitivity or abrasiveness<br />Putting self-interest above company good<br />Holding a narrow, parochial perspective on the business and the organization<br />
  56. 56. Page 54<br />Why did I miss out on that promotion? 4 of 6<br />CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level<br />Setting direction and thinking strategically; spotting marketplace trends and developing a winning strategy that differentiates the organization<br />Building and continually upgrading a strong executive team; having a “nose for talent”; establishing an adequate level of team cohesion<br />
  57. 57. Page 55<br />Why did I miss out on that promotion? 5 of 6<br />CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level<br />Getting things done across internal boundaries (lateral management); demonstrating organization savvy; <br />influencing and persuading colleagues; dealing well with conflict<br />Growing and developing as an executive; soliciting and responding to feedback; adjusting leadership style in light of experience<br />
  58. 58. Page 56<br />Why did I miss out on that promotion? 6 of 6<br />CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level<br />Managing implementation without getting involved at too low a level of detail; defining a set of roles, processes, and measures to ensure that things get done reliably<br />Building the capacity for innovation and change; knowing when new ways of doing business are required; having the courage, tolerance for risk, and change-management skills to bring new ideas to fruition<br />
  59. 59. Page 57<br />Conclusion & Questions<br />
  60. 60. Page 58<br />Conclusion<br />Summary<br />Questions<br />

×