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The CHAIN Approach: How to land the position you want and be a star in your workplace
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The CHAIN Approach: How to land the position you want and be a star in your workplace

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Dr. Stuart Sidle, associate dean of the College of Arts & Sciences and professor of Industrial/Organizational Psychology at the University of New Haven, presents, "The CHAIN Approach: How to Land the ...

Dr. Stuart Sidle, associate dean of the College of Arts & Sciences and professor of Industrial/Organizational Psychology at the University of New Haven, presents, "The CHAIN Approach: How to Land the Position You Want and Be A Star in Your Workplace."

Dr. Sidle is a professional I/O Psychologist and is owner of Sidle & Associates, a consulting firm focused on change management, leadership development, talent engagement, and strategic planning. He has consulted with major Fortune 500 companies and has taught as a full-time faculty member at DePaul University and Saint Xavier University prior to coming to UNH in 2003.

Drawing from his wealth of experience in organizational change and development, leadership, and training, Dr. Sidle will discuss the key characteristics of high performing employees who shine in the workplace and land coveted positions. His CHAIN approach will shine light on five key performance areas: Commitment, Happiness, Adaptability, Initiative, and Networking.

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  • Introduce the topic of goal setting. Ask participants to turn to page 30 in their workbook. Discuss goal setting by following the explanation in the workbook. Explain the concept of the SMART goal: Specific —Exactly what skills and behaviors will you be working to improve? Measurable — What evidence will there be for your success? How will you measure progress on each goal? Action-oriented —Do you have to take some specific action to achieve the goal? Goals should not be “thinking,” “considering,” “observing” or other passive non-behavioral activities. Realistic —The goal should be challenging, but attainable. Time-specified —What dates can you attach to each goal? Are there intermediate dates at each phase whereby early sub-goals lead to a final date for the larger goal? Three steps to writing a SMART goal: 1. Identify the general area you want to develop. 2. Identify exactly what behaviors or skills you are trying to learn, change, enhance, or adopt. 3. Determine how you will measure your progress toward the goal.
  • Introduce the topic of goal setting. Ask participants to turn to page 30 in their workbook. Discuss goal setting by following the explanation in the workbook. Explain the concept of the SMART goal: Specific —Exactly what skills and behaviors will you be working to improve? Measurable — What evidence will there be for your success? How will you measure progress on each goal? Action-oriented —Do you have to take some specific action to achieve the goal? Goals should not be “thinking,” “considering,” “observing” or other passive non-behavioral activities. Realistic —The goal should be challenging, but attainable. Time-specified —What dates can you attach to each goal? Are there intermediate dates at each phase whereby early sub-goals lead to a final date for the larger goal? Three steps to writing a SMART goal: 1. Identify the general area you want to develop. 2. Identify exactly what behaviors or skills you are trying to learn, change, enhance, or adopt. 3. Determine how you will measure your progress toward the goal.

The CHAIN Approach: How to land the position you want and be a star in your workplace The CHAIN Approach: How to land the position you want and be a star in your workplace Presentation Transcript

  • The CHAIN Approach: How toland the position you want and be a star in your workplace Stuart Sidle, Ph.D. Industrial/Organizational Psychology Programs University of New Haven Stuart Sidle, Ph.D.
  • Three Questions Why do some applicants seem to have an easier time than others in landing job interviews? Why are some people quickly seen as stars at their workplace? How can I be one of those people? Stuart Sidle, Ph.D.
  • Sidle’s CHAIN Approach C ommitment H appiness A daptability I nitiative N etworking Stuart Sidle, Ph.D. View slide
  • C ommitment Stuart Sidle, Ph.D. View slide
  • Commitment CHOOSE to FULLY ENGAGE or GET OUT OF THE WAY KEEP YOUR WORD SMART GOALS Stuart Sidle, Ph.D.
  • SMART Goals S pecific  M easurable  A ction-oriented  R ealistic  T ime Specified Stuart Sidle, Ph.D.
  • SET 1 SMART Goal S pecific  M easurable  A ction-oriented  R ealistic  T ime Specified Stuart Sidle, Ph.D.
  • H appiness Stuart Sidle, Ph.D.
  • Case for Happiness Higher income $$$ Better work outcomes  (priming for happiness studies) Satisfying relationships (e.g., more satisfying and longer marriages, more friends, stronger social support, and richer social interactions). Better physical health (e.g., a bolstered immune system, lowered stress levels, less pain and even longer life). More creativity Increased charity
  • The Case For Happiness Nun Study 1932 90% of happiest quarter alive at 85 34% of least cheerful alive at 85 Unhappy nuns tended to die much sooner.
  • When you are happy, your brain becomes more engaged, creative, motivated, energetic, resilient, and productive
  • Is Happiness in Our Control? Stuart Sidle, Ph.D.
  • H appiness is… Pleasure & Meaning Happiness lies at the intersection between pleasure and meaning.  Whether at work or at home, the goal is to engage in activities that are both personally significant and enjoyable. Stuart Sidle, Ph.D.
  • If you were happy every day of your life you wouldnt be a human being, youd be a game show host. -Gabriel Heatter Stuart Sidle, Ph.D.
  • Mindset for Happiness Do you have an anti-happy spam filter?Happy Lens-Recognizing opportunities for pleasure and meaning. Stuart Sidle, Ph.D.
  • How To Quickly Increase Pleasure Savor the wonderful things in life, from people to food, from nature to a smile. Express gratitude, whenever possible. We too often take our lives for granted.  Who at work can you express gratitude to today? Make a list. Enjoy being yourself – Forgive Yourself for Being Human  Humor as Emotional Labor Study  Can you laugh at yourself? Find opportunities to utilize your strengths-talents. Stuart Sidle, Ph.D.
  • Try a Little Sculpting Stuart Sidle, Ph.D.
  • Researchers* Found 8 Clusters/Core Activities Application of Technology Quantitative Analysis Conceptual Thinking/ Theory Development Creative Production Counseling and Mentoring Managing People and Relationships Enterprise Control Influence Through Language and Ideas *Butler and Waldroop Stuart Sidle, Ph.D.
  • Meaning Skill Variety Task Identity Significance Stuart Sidle, Ph.D.
  • Let’s Complete these Circles Stuart Sidle, Ph.D.
  • Adaptability As an applicant:  Target Resumes (not generic)  Skill Shifting  Continuous Learning On the job:  Adjust to each New Boss (know priorities, preferred style of communication and how he or she keeps score).  Continuous Learning  Expect Change Stuart Sidle, Ph.D.
  • I nitiative Stuart Sidle, Ph.D.
  • Initiate like a star Find out what promotes the companys core mission, and tie your initiatives to it. How is non-star initiative different from star initiative? Lean in and make contributions that are aligned with the big picture. Stuart Sidle, Ph.D.
  • Networking Stuart Sidle, Ph.D.
  • Networking Don’t wait until you need something Keep building your network Maintain your network Appreciate each person in your network (e.g., personal emails, non-generic LinkedIn invitations) Respect your network Refer with care Value their time Stuart Sidle, Ph.D.
  • Questions?? Stuart Sidle, Ph.D.