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Strategic, Competitive Professional Development: An Overview
 

Strategic, Competitive Professional Development: An Overview

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Presentation at 2011 STC Summit.

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    Strategic, Competitive Professional Development: An Overview Strategic, Competitive Professional Development: An Overview Presentation Transcript

    • Strategic, CompetitiveStrategic, CompetitiveProfessional Development:Professional Development:An OverviewAn OverviewPresented byAndrea L. AmesAndrea L. AmesIBM Senior Technical Staff Member / Information Experience Strategist & ArchitectIBM Senior Technical Staff Member / Information Experience Strategist & ArchitectUC Extension in Silicon Valley Certificate Coordinator & InstructorUC Extension in Silicon Valley Certificate Coordinator & InstructorSTC Fellow & Past President (2004-05)STC Fellow & Past President (2004-05)
    • About Andrea Technical communicator since 1983 Areas of expertise Information architecture and design and interaction design for productsand interactive information Information and product usability—from analysis through validation User-centered design and development process Mentor IBM Senior Technical Staff Member UC Extension in Silicon Valley certificate coordinatorand instructor STC Fellow and past president (2004-05) ACM Distinguished Engineer(c) 1996-2011 Andrea L. Ames 2
    • Agenda Professional development in today’s challengingbusiness climate Developing your professionalism Knowledge and skills for career success Managing your career like a business,a project…and an athletic event? Bonus tips: Mentoring and networking Resources Backup: Emotional intelligence and personal brandingdetails(c) 1996-2011 Andrea L. Ames 3
    • Key themes to be listeningfor…in no particular order Value Strategy Communication Trust and respect Innovation and invention Responsibility and commitment(c) 1996-2011 Andrea L. Ames 4
    • IS ADVANCEMENT DEAD?(c) 1996-2011 Andrea L. Ames 5
    • Are we a commodity?“When something becomes commoditized,something else becomes valuable.”– Tim O’Reilly, STC Summit 2011 opening sessionWhat is our “something else?”(c) 1996-2011 Andrea L. Ames 6
    • Are you a commodity?Or a strategic contributor?(c) 1996-2011 Andrea L. Ames 7
    • A commodity is…A good or service: For which there is demand, but which is supplied withoutqualitative differentiation across a market That is treated by the market as equivalent, or nearly so,no matter who produces it Whose price is determined as a function of its market asa whole(Wikipedia) What is your qualitative differentiation? Rather than focusing on your “price,” focus on your value(c) 1996-2011 Andrea L. Ames 8
    • “Not ideal” is the new climate  Take a look at the most recent US and global economicsituation  The days of the “gold watch retirement” careerare over Economic pressures push companies tooutsource and offshore more and more The competitive business landscape is notjust a corporate phenomenon—it changeshow businesses look at employees and howwe employees should look at ourselves(c) 1996-2011 Andrea L. Ames 9
    • Your job (according to your employer/clients) Do more with less Faster Cheaper Better(well, maybe not so much) Innovate (in your spare time) Add value (which means what, exactly?)(c) 1996-2011 Andrea L. Ames 10
    • Your job (according to me, and hopefully, YOU) Get where you want to go: Drive your career, notthe other way around Be “popular”: Become sought after foryour unique, competitive qualities Lead yourself and others Participate and give back Get connected: It really is whoyou know Demonstrate your impact Not kill yourself along the way(c) 1996-2011 Andrea L. Ames 11
    • DEVELOPING YOURPROFESSIONALISM(c) 1996-2011 Andrea L. Ames 12
    • Where do you start? With yourself! Private Covey’s habits 1-3 and 7 Goleman’s self awareness andself management Maxwell’s approach to attitude Public Covey’s habits 4-6 Goleman’s social awareness andrelationship management Maxwell’s approach to attitude and360-degree leadership(c) 1996-2011 Andrea L. Ames 13
    • Personal management through theseven habitsDependence  Independence  Interdependence Private victory:1. Be proactive2. Begin with the end in mind3. Put first things first Public victory:4. Think win/win5. Seek first to understand…then to be understood6. Synergize7. Sharpen the sawSource: The 7 Habits of Highly Effective People, by Stephen Covey, Simon & Schuster, Inc., 1989.(c) 1996-2011 Andrea L. Ames 14
    • Personal management through“emotional intelligence”Emotional intelligence is…“the capacity forrecognizing our own feelingsand those of others,for motivating ourselves,for managing emotions wellin ourselves andin our relationships.”-- Daniel Goleman(c) 1996-2011 Andrea L. Ames 15
    • Emotional intelligence domainsSource: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002.Self OthersSelf-AwarenessKnowing what we feel atthe moment and using thatto guide our decision-makingSelfManagementHandling our emotionsso that they enhancerather than interfere withperformanceSocialAwarenessSensing what people arefeeling, understanding theperspectives of others, andcultivating rapportRelationshipManagementHandling emotions in relationshipswell, being able to read socialsituations accurately, and usingthese skills to persuade, lead,and negotiateActionsAwareness1233(c) 1996-2011 Andrea L. Ames 16
    • Attitude is everything Our attitude determines our approach to life Our attitude determines our relationships with people Often our attitude is the only difference between successand failure Our attitude at the beginning of a task will affect itsoutcome more than anything else Our attitude can turn our problems into opportunities Our attitude can give us an uncommonly positiveperspective Our attitude can reduce our stress andmake us happierSource: Attitude 101, by John Maxwell, Thomas Nelson, 2003.(c) 1996-2011 Andrea L. Ames 17
    • Lead in every direction Key lead-up principles Lead yourself exceptionally well Lighten your leader’s load Invest in relational chemistry Become a go-to player Be better tomorrow than you are today Key lead-across principles Understand, practice, and complete the leadership loop Put completing fellow leaders ahead of competing with them Expand your circle of acquaintances (network) Let the best idea win Key lead-down principles See everyone as a “10” (give them an “A”) Develop each team member as a person Model the behavior you desireSource: The 360° Leader, by John Maxwell, Thomas Nelson, 2003.(c) 1996-2011 Andrea L. Ames 18
    • KNOWLEDGE, SKILLS,AND EXPERIENCE FORCAREER SUCCESS(c) 1996-2011 Andrea L. Ames 19
    • People SkillsSelf-Management SkillsMotivationAttitudeTeam FacilitationCommunication…Tech SkillKnowledgeNecessary fortop performancebut not sufficientEasier to seeand developCharacteristicsthat lead tolonger-termsuccessHarder to seeand developTechnical skill and knowledge:Just the tip of the icebergIceburg image from IBM technical leadership program materials(c) 1996-2011 Andrea L. Ames 20
    • Table stakes: Tech comm skills(snapshot: 5/16/2011, 3:30 pm PT)Technologies(less volatile) Topic-based writing Information experiencedesign and architecture Information strategy Web 2.0 Visual communication Usability and user-centered developmentmethodsTools and infrastructure(more volatile) DITA Web 2.0 tools andinfrastructure Your team’s UIdevelopment technologyand tools, e.g., dojo, Flex,Eclipse, MS Visual Studio Other applicable opensource technologies(c) 1996-2011 Andrea L. Ames 21
    • Take your skills beyondtable stakes Technical/tool skills will only take you so far Develop transferrable skills, knowledge, andexperience Analytic and problem-solving skills Interpersonal skills—Leadership, teaming,communication, political savvy,value/leverage diversity Business skills—Project management,negotiating, industry knowledge, selling skills,customer relationships Participate in industry—Technical communities,speaking at technical events, visibility, networking(c) 1996-2011 Andrea L. Ames 22
    • BE A BUSINESS…A PROJECTMANAGER…AN ATHLETE(c) 1996-2011 Andrea L. Ames 23
    • Build your brandStairs image based on “You, Incorporated,”by Jamila Petite1. Know, manage, and lead yourself2. Make the most of your strengths3. Find and leverage your passion4. Demonstrate and articulate value5. Continuously improve6. Be visible; “brag” appropriately(c) 1996-2011 Andrea L. Ames 24
    • “It takes 20 years to build a reputation andfive minutes to ruin it.If you think about that, youll do thingsdifferently.”- Warren Buffet(c) 1996-2011 Andrea L. Ames 25
    • Building your brandfrom Career Warfare (D’Alessandro)1. Look beyond your navel2. Your boss is your brand co-author3. Put your boss on the couch4. Learn which is the pickle fork5. Kenny Rogers is right6. It’s always show time7. Make the right enemies8. Don’t get swallowed by the bubble9. Fly higher, get shot at more10. Everybody coulda been a contender; ensure you stay one(c) 1996-2011 Andrea L. Ames 26
    • Build your brandStairs image based on “You, Incorporated,”by Jamila Petite1. Know, manage, and lead yourself2. Make the most of your strengths3. Find and leverage your passion4. Demonstrate and articulate value5. Continuously improve6. Be visible; “brag” appropriately(c) 1996-2011 Andrea L. Ames 27
    • Develop and articulateyour value What’s valuable to your employer/client? Become strategic (to your employer/ client)—business, competition, trends Prioritize around strategy: Think more…do less,esp. by rote or “because we’vealways done it” Results talk: Measurethem, and then talkabout them(c) 1996-2011 Andrea L. Ames 28
    • Becoming more strategic Keep up with industry: Professional orgs—participate and network—and their pubs Understand business strategy: What can your marketing andbusiness leaders tell you Understand technical strategy: Your architects and technical leaders Understand your functional strategy: Tech comm, productdevelopment Focus: Select one or two things that you’re most passionate aboutand contribute to those; don’t try to boil the ocean Schedule time with yourself to work on “important, but not urgent”items When you feel that you’re not working on strategic items orcontributing to strategy through your “day job,” discuss with yourmanager and leadership team; ask for clarification around therelationship between what you’re doing and strategy(c) 1996-2011 Andrea L. Ames 29
    • Professional developmentroadmapDiscover your strengthsand passionManage your:• Time• Attitude• InterpersonalrelationshipsThink strategically: Whatdoes your boss, org,company/client need?How can you leveragethat for your career? Don’t forget toleverage your great,strategic work togive back! STC, etc.Discover the work that willhave the greatest impacton your boss, org, orcompany/client!Develop a vision,mission, and goalsDevelop a task list:• Skills to develop• Technologies tolearn• Tools to learn• Work to completeManage it all like a“real” project!Determinetransferrable skillsto support yourgoals:• Analytic/problemsolving• Interpersonal• BusinessDeterminenecessarytechnologies andrequired tools tosupport goalsPACE YOURSELF!(c) 1996-2011 Andrea L. Ames 30
    • Pace yourself Check out a marathon training program…thecurve is fascinating Athletes do not train 5-7 days per week, 10-15 hours per day! Nutrition Exercise Rest and recovery Build mental capabilityThe Power of Full Engagement, by Jim Loehr and Tony Schwartz, Free Press, 2004.(c) 1996-2011 Andrea L. Ames 31
    • A FEW LAST SUGGESTIONS…(c) 1996-2011 Andrea L. Ames 32
    • Get a mentor In fact, get several… Technical mentor Business mentor Promotion mentor “Opportunity” mentor Take time to connect Give and take(c) 1996-2011 Andrea L. Ames 33
    • Network, network, network Bring and exchange business cards everywhere you go If you’re shy, practice! Connect at... Conferences Professional society meetings Professional networkingmeetings—yes, theyactually hold these! Social workgatherings(c) 1996-2011 Andrea L. Ames 34
    • ResourcesPersonal management The Seven Habits of Highly EffectivePeople, Stephen Covey Emotional Intelligence, Daniel goleman Attitude 101, John Maxwell The Power of Full Engagement: ManagingEnergy, Not Time, Is the Key to HighPerformance and Personal Renewal, by JimLoehr and Tony Schwartz Now Discover Your Strengths, MarcusBuckinghamGeneral career Career Warfare, David D’Alessandro The Adventures of Johnny Bunko: The LastCareer Guide Youll Ever Need, Daniel Pink The Hard Truth about Soft Skills :Workplace Lessons Smart People WishTheyd Learned Sooner, Peggy KlausBrand Brag! Tooting your Own Horn WithoutBlowing It, Peggy KlausCommunication Talking from 9 to 5, Deborah Tannen, Ph.D. Fierce Conversations, Susan Scott Crucial Conversations, Kerry Patterson,Joseph Grenny, Ron McMillan, and AlSwitzlerLeadership 360-Degree Leadership, John Maxwell Principle-Centered Leadership, StephenCovey The 8thHabit, Stephen Covey The One Thing You Need to Know, MarcusBuckinghamMentoring Mentoring 101, John Maxwell Power Mentoring, Ellen EnsherNetworking Never Eat Alone: And Other Secretsto Success, One Relationship at a Time,Keith Ferrazzi(c) 1996-2011 Andrea L. Ames 35
    • Questions?Contacting Andreaaames@pobox.com(c) 1996-2011 Andrea L. Ames 36
    • BACKUPDetails of Goleman’s Emotional Intelligence model(c) 1996-2011 Andrea L. Ames 37
    • Components of emotional intelligenceDefinition HallmarksSelf-Awareness • The ability to recognize and understandyour moods, emotions, and drives, as wellas their effect on others• Self-confidence• Realistic self-assessment• Self-deprecating sense of humorSelf-Regulation(Self management)• The ability to control or redirect disruptiveimpulses and moods• The propensity of suspend judgment—tothink before acting• Trustworthiness and integrity• Comfort with ambiguity• Openness to changeMotivation(Self management)• A passion to work for reasons that gobeyond money or status• A propensity to pursue goals with energyand persistence• Strong drive to achieve• Optimism, even in the face of failure• Organizational commitmentSource: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998.(c) 1996-2011 Andrea L. Ames 38
    • Components of emotional intelligence (cont.)Definition HallmarksEmpathy(Social awareness)• The ability to understand the emotionalmakeup of other people• Skill in treating people according to theiremotional reactions• Expertise in building and retaining talent• Cross-cultural sensitivity• Service to clients and customersSocial Skill(Social awareness)• Proficiency in managing relationships andbuilding networks• An ability to find common ground and buildrapport• Effectiveness in leading change• Persuasiveness• Expertise in building and leading teamsSource: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998.(c) 1996-2011 Andrea L. Ames 39
    • Components of emotional intelligence (cont.)Definition HallmarksInfluence(Relationship management)• Finding the right appeal for a given listener• Knowing how to build buy-in from key sponsors• Building a network of support for an initiative• Very persuasive• Engaging when addressing a groupDeveloping Others(Relationship management)• Understanding goals, strengths and weaknesses• Providing timely and constructive feedback• Show genuine interest in others• Natural mentor or coachSource: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002.(c) 1996-2011 Andrea L. Ames 40
    • BACKUPBuild your brand(c) 1996-2011 Andrea L. Ames 41
    • Build your brandStairs image based on “You, Incorporated,”by Jamila Petite1. Know, manage, and lead yourself2. Make the most of your strengths3. Find and leverage your passion4. Demonstrate and articulate value5. Continuously improve6. Be visible; “brag” appropriately(c) 1996-2011 Andrea L. Ames 42
    • Know, manage, and leadyourself Seven habits Emotional intelligence Attitude 360-degree leadership(c) 1996-2011 Andrea L. Ames 43
    • Build your brandStairs image based on “You, Incorporated,”by Jamila Petite1. Know, manage, and lead yourself2. Make the most of your strengths3. Find and leverage your passion4. Demonstrate and articulate value5. Continuously improve6. Be visible; “brag” appropriately(c) 1996-2011 Andrea L. Ames 44
    • Strengths vs. weaknesses“Discover what you don’t like doingand stop doing it.” -- Marcus Buckingham Now, Discover Your Strengths The One Thing You Need to Know(c) 1996-2011 Andrea L. Ames 45
    • Why passion? Think about the last time you did somethingyou really enjoyed… Was it difficult to get started? To finish When was the last time you did somethingyou really enjoyed at work? How does your list of passions compare withwhat your business needs?(c) 1996-2011 Andrea L. Ames 46
    • Build your brandStairs image based on “You, Incorporated,”by Jamila Petite1. Know, manage, and lead yourself2. Make the most of your strengths3. Find and leverage your passion4. Demonstrate and articulate value5. Continuously improve6. Be visible; “brag” appropriately(c) 1996-2011 Andrea L. Ames 47
    • Develop and articulate yourvalue What’s valuable to your employer/client? Become strategic (to your employer/ client)—business, competition, trends Prioritize around strategy: Think more…do less,esp. by rote or “because we’vealways done it” Results talk: Measurethem, and then talkabout them(c) 1996-2011 Andrea L. Ames 48
    • Tips for becoming morestrategic Keep up with industry: Professional orgs—participate and network—andtheir pubs Understand business strategy: What can your marketing and businessleaders tell you Understand technical strategy: Your architects and technical leaders Understand your functional strategy: Tech comm, product development Focus: Select one or two things that you’re most passionate about andcontribute to those; don’t try to boil the ocean Schedule time with yourself to work on “important, but not urgent” items When you feel you’re not working on strategic items, or contributing tostrategy, through your “day job,” discuss with your manager andleadership team; ask for clarification around the relationship betweenwhat you’re doing and strategy(c) 1996-2011 Andrea L. Ames 49
    • Build your brandStairs image based on “You, Incorporated,”by Jamila Petite1. Know, manage, and lead yourself2. Make the most of your strengths3. Find and leverage your passion4. Demonstrate and articulate value5. Continuously improve6. Be visible; “brag” appropriately(c) 1996-2011 Andrea L. Ames 50
    • Continuously improve Take new risks – or educated steps toward a new goal Take developmental courses (grad school, community centers,etc) Take your professional development very seriously – schedule it! Take on high visibility projects – look for ways to leave yourcomfort zone Distinguish your work from others’ Seek honest feedback Never compromise your self respect Expect setbacks and mistakes – always keep moving forward (orlaterally when necessary) Don’t be afraid to reinvent your brand; it’s your brand(c) 1996-2011 Andrea L. Ames 51
    • Build your brand1. Know, manage, and lead yourself2. Make the most of your strengths3. Find and leverage your passion4. Demonstrate and articulate value5. Continuously improve6. Be visible; “brag” appropriately(c) 1996-2011 Andrea L. Ames 52
    • Appropriate visibility Do “the right people” know who you are, whatyou do, and the value you add? Do you have a reason to keep in touch? What is your reason for staying visible andkeeping the right people current?(c) 1996-2011 Andrea L. Ames 53
    • Bragging mythsfrom BRAG! (Klaus)1. A job well done speaks for itself2. You only brag during performance reviews3. Humility gets you noticed4. People will brag for you5. More is better (quality over quantity)6. Good girls don’t brag7. Brag is a four-letter word(c) 1996-2011 Andrea L. Ames 54
    • Successful bragging requirementsfrom BRAG! (Klaus)1. Bore no more2. Bring your best self forward3. Recognize the importance of first impressions4. Act like your best self (even when you don’t feellike it)5. Convey excitement about your work andaccomplishments6. Schmooze (network)7. Take the emotional temperature of your listeners8. Leverage the power of humor, stories, andanecdotes(c) 1996-2011 Andrea L. Ames 55
    • Bragging tipsfrom BRAG! (Klaus)1. Be your best, authentic self2. Think about who you’re bragging to3. Say it with meaningful and entertaining stories4. Keep it short and simple5. Talk with me, not at me6. Be able to back up what you say7. Know when to brag8. Turn small talk into big talk9. Keep your content current and fresh10. Be ready at a moment’s notice11. Have a sense of humor12. Use it all: your eyes, ears, head, and heart(c) 1996-2011 Andrea L. Ames 56
    • BACKUPMoving from “Commodity” to “Strategic Contributor”(c) 1996-2011 Andrea L. Ames 57
    • The “four modes”(c) 1996-2011 Andrea L. Ames 58
    • Commodity(c) 1996-2011 Andrea L. Ames 59 Cheap Writers in low-cost-of-livingareas are evencheaper Deliverables areformulaic“documentation” Nearly clerical Oh, and…“anyone canwrite”
    • Communicator(c) 1996-2011 Andrea L. Ames 60 Understands Humans, in general Audience for product Informationarchitecture, design,and usability Designs solutions tocommunicationproblems, notstandard deliverables Develops userassistance, notdocumentation
    • Profit maker(c) 1996-2011 Andrea L. Ames 61 Communicator, who alsounderstands Product developmentprocess in depth Tools used to developproduct in depth Technologies associatedwith product, in depth Designs product solutions,not just communicationsolutions Contributes toproduct usability
    • Strategic Contributor(c) 1996-2011 Andrea L. Ames 62 Communicator and profit maker Understands business,customers, and competition Contributes to strategy andbusiness process improvement Ensures customers/users aresuccessful Can demonstrate financialimpact of information andusability on bottom line Can make business case fornew initiatives Visionary; leadsmultidisciplinary teamsto improve customer/user experience