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Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
Strategies for Career Success
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Strategies for Career Success

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Winnie Lanoix

Winnie Lanoix

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  • 1. © 2009 Right Management. All Rights Reserved.Winnie Lanoix, Ed.D.SVP Organizational ConsultingCoaching Market Leaderwinnie.lanoix@right.comStrategies for CareerSuccess
  • 2. 2Introductions
  • 3. Who is Right Management?The leading global provider ofcareer and talent managementacross the employment lifecycle.
  • 4. Our Clients Include…
  • 5. OBJECTIVESIdentify strategies for enhancing your value within yourcompanyLearn how to establish and enhance relationshipsDevelop a plan for developing and ensuring success inyour career
  • 6. So…What’s keeping leaders up at night?
  • 7. The Leadership Imperative“The thing that wakes me up in the middle ofthe night is not what may happen to theeconomy or what our competitors may donext……what wakes me up is worrying about whetherwe have the leadership capability and talent.”6CEO of a Right Client Company
  • 8. Right Management Survey of ExecutivesTop three business challenges for tomorrow Generating profitable growth Retaining the right people Hiring the right people Customer retention Innovation
  • 9. The War for TalentTop talent doesn’t leave companies, they leave leadersNumber one turnover factor is the person’s managerFor Generation Y: the number one factor is: are theybeing developed?
  • 10. 02468100 5 10Financial Impact of LeadershipFortune’s Global “Most Admired” 2004 Top 50 vs. Bottom 50Long-Term InvestmentQualityofManagement
  • 11. Question…How evident are theseconcerns in your organization?
  • 12. What does it mean for youYou have a substantialopportunity.
  • 13. Take Leadership, Right NowDiscussion:How can you take more leadership in your organization?What can you learn from others about seizing leadershipopportunities?What do you need to know and do to position yourself?
  • 14. Enhancing EffectivenessUnderstand your Company and the Leadership ProfileKnow the strengths and weaknesses of your profileIncrease your repertoire of skills so you can tap into otherpreferences when situations requireKnow when to call on outside resources for helpCreate a Plan- and Focus on the Essentials
  • 15. The Plan: Tips for Success1 . Tips when new on the job2. Develop your EQ and interpersonal skills3. Enhance your Visibility4. Develop a Career Plan5. Increase your Organizational Awareness6. Get Support7. Evaluate your progress regularly
  • 16. The Reality with New Leaders1) Tips for coming into a new jobResearch Shows That 40% Of All NewLeaders (Internal And External Hires) Fail ToMeet The Expectations Of Management
  • 17. What contributes to the failure?Turn to your neighbor and identify 4 or 5 reasons youbelieve contribute to this statistic?
  • 18. Frequently Cited Factors as to why New Leaders Fail•Being unclear or confused over key expectations,agreements and ways of working to support superiors•Failure to identify stakeholders and build keypartnerships/Visibility•Failure to learn the job, company and business quicklyenough•Failure to mesh with the existing culture or build thenew culture quickly enough --Significant interpersonaldifferences with others•Overuse of existing professional competencies•Lack of professional growth in skill areas where thereare gaps
  • 19. So how you can turn this to your advantage?
  • 20. Key Elements of a Comprehensive Plan for Success•Transition communication plan•Appointment Charter which identifies the Key FewObjectives•Establishing Credibility – Professional Persona•Stakeholder Analysis and Enhancing Visibility•Building self Awareness: Analysis of strengths and areasfor development and competencies needed for new role•Learning the organization’s culture and business systems•Assessing One’s Competencies and Developing Skills
  • 21. Transition Communication PlanWorking plan for introducing the New Leader to theorganization or to the new assignmentWhy the individual was selected for the assignment The mandate being inherited The challenges the organization is asking theindividual to undertake
  • 22. Develop Your BrandSo tell me a little about yourself…•Verbal Overview•30–60 Second Commercial•Background, Strengths,Accomplishmentsand Future Objectives
  • 23. The Professional Persona•Physical Appearance•Actions•Communication Style•Overall Demeanor•Ability to articulate one’s value
  • 24. 2) Enhancing your interpersonal skills- Develop yourEQUsing MBTI or an EQ assessment as a tool toenhance your interpersonal skills andcommunication
  • 25. M BT IUse MBTI as a TOOL: What Is the MBTI?•Not a “test”•Self report•Highly validated instrument•Based on work of Carl Jung•Values all types•Describes rather than prescribes•Describes preferences, not skills or abilities•All preferences are equally important
  • 26. How do you gain energy?Extraversion IntroversionFour PreferencesSensingiNtuitionHow do you take in information?How do you decide?Thinking FeelingHow do you liveyour life?Judging Perceiving
  • 27. E/IExtraversionExternal focus“Talks to think”Interact with people,environmentAction, discover the worldVarietyHas to “experience life tounderstand it”IntroversionInternal focus“Thinks to talk”Contemplate ideas,implicationsReflection, discover selfConcentrationHas to “understand lifeto experience it”
  • 28. S/NSensing“Here and Now” - Realistic,PracticalFocus on: Facts Tangible data Details Reality Status Quo StructureWork through to see resultiNtuitionFuture - Pattern,Relationship, TheoryFocus on: Concepts Abstractions Big picture Possibilities InnovationStarts with the end,works back
  • 29. T/FThinkingObjective—Cause & EffectDecisions based on: Logical analysis Rationality PrinciplesBuild theories and modelsIntellectual criticism“What’s fair?”FeelingSubjective—Person centeredvaluesDecisions based on: Impact on people Values and needs Likes and dislikesCreate harmony, tell storySympathetic to others’ views“What’s right?”
  • 30. J/PJudgmentControl lifePlan, Organize, ActWant to: Fix the world Follow through Come to resolution Create order andpredictabilityPerceptionUnderstand lifeFlexible, SpontaneousWant to: Experience the world Initiate Leave options open Adapt, preserve flexibilityand spontaneity
  • 31. Enhancing Effectiveness- TipsImprove productivity and harmony of workingrelationshipsConsider others’ profiles – Platinum not Golden RulePresent information in a way that is useful to themAppreciate the contributions of other types
  • 32. Enhancing Communication (S/N)For S’sUse factsDescribe how this idea hasbeen successful in the pastHave all the details workedoutDemonstrate the idea’spracticalityReduce risksFor N’sDemonstrate confidence andenthusiasmDescribe the challengesEmphasize the future and ultimatebenefitsDescribe connections with otherideas and plans
  • 33. 3) Enhancing Visibility in the CompanyNetworking
  • 34. •Strengths•Abilities•Interests•Defining Yourself•Values4) Develop a Career Plan
  • 35. List your Accomplishments Every YearKnowing and expressing what you do well will help you: Build self-confidence, a key to success Identify which assignments will fit you best Communicate more effectively Demonstrate your contributions to the organization
  • 36. 5) Increase your Organizational Awareness•Be knowledgeable of your organization’s Culture andValues and Leadership Profile•How is your organization changing? Which areas areexpanding or contracting? What does the future hold,what’s the strategy?•What does your organization need from its employees?What are the critical factors for success? Who are theorganizational role models?
  • 37. Leader of the Future Profile1)Research: Inspiring Leadership, Strategic Thinking,Collaboration, Influencing Skills, Agility, Coaching andDeveloping2) GE Jeff Immelt: Big Thinker, Globalist, Effective Listener,Developer of People3) 2019 (Cancalosi) Cultural Agility, collaborator, Legendarybuilder of people and teams, external focus, generationallysavvy, multiple horizons, innovation champion, inspirationalcommunicator
  • 38. Leader of the Future Profile•Credibility – integrity, honesty, competence, reliability, visibility•Courage – candor, risk taking, decisiveness•Agility – flexible, fast, adaptive, thrives on change•Vision – sets direction, communicates, provides focus•Global Perspective – big picture, values diversity•Collaborative – engaging, team player, problem-solver, open communicator, welcominginput•Coach – develops others, creates a development culture•Execution Excellence – gets it done, makes it happen, follows through
  • 39. Communicating Across Cultures and ManagingVirtuallyfunctional culturecompany culturenational culture
  • 40. Implications for YOU:1. Leverage your Knowledge Let people know, engage colleagues/boss Share learning, be enthusiastic2. Be an agile learner Look for new learnings, data you can apply quickly3. Take initiative and add value Find ways to insert new perspectives Be proactive and entrepreneurial, volunteer4. Build your leadership brand Determine what reputation you want and make it happen5. Get a coach and mentor ---Be a coach and mentor
  • 41. Get a Coach“Coaching is the process of equipping peoplewith the tools, knowledge, and opportunitiesthey need to develop themselves and becomemore effective.”― Peterson & Hicks, 1996
  • 42. 43Engagement and Change ManagementEstablishing Bench strengthFocus on Retention and EngagementHigh PotentialsMid LevelIdentifying hot shotsLeadership TalentOne on One CoachingFocus on Strategy Execution,Managing Globally, ExecutivePresence, Strategic thinking,talent development, preparingfor C level roles.Create a plan for sponsorship, buyin and strategic alignment at thetop. Provide strategic advisor coach.Identify through assessment,which leaders can play pivotalroles in the future and put themon an accelerated track withstrategic coaching. Providecoaching for development tiedto assessment.Focus onLeadership Skills. Combine withBusiness Acumen, ManagingVirtually, Team Alignment,Interpersonal SkillsUse assessments toidentify the future“hot shots” who canbe Prime Movers.Give them coachingfor emergingleaders.Combinewith action learningand group coachingTargeted coaching toaddress retentionand career transitionto help peopleprepare for theirfuture.Who gets coaching?Leadership
  • 43. PRACTICEPRACTICEPRACTICE
  • 44. THANK YOU ____QUESTIONS?Winnie Lanoix, Ed.D.Coaching LeadRight Management610-348-2840Winnie.lanoix@right.com

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